Velocity is one of the most commonly used - and abused - agile team metrics. Teams (and their stakeholders) often focus on “improving velocity” without either a proper consideration for root causes that impact velocity, or a holistic view. Join Andy in an interactive discussion that explores how we can remove the perverse incentives and provide healthier ways for teams to gain meaningful insights on the outcomes of their experiments.
Metrics for Agile Teams Forget Velocity: 42 Other Things to PonderAndy Cleff
Velocity is one of the most commonly used - and abused - development metrics. Teams (and their stakeholders) often focus on “improving velocity” without either a proper consideration for root causes that impact velocity or a holistic view of a team’s outcomes.
Join Andy Cleff in a lively discussion that explores how we can remove perverse incentives and instead provide healthier ways for teams to gain meaningful insights into the outcomes of their experiments.
Usando o Agile Coaching Competency Framework para evoluir na carreira de Agil...Caio Cestari
Sessão apresentada na Agile Brazil 2016
Como o Agile Coaching Competency Framework, desenvolvido por Lyssa Adkins e Michael Spayd, foi usado para evoluir minha carreira como Agile Coach - e como pode ajudar você em seus desafios ao longo da jornada!
Hola a todos
A finales del pasado tuve la oportunidad de brindar un Seminario-Taller sobre Transformación Ágil para una prestigiosa universidad de la ciudad de Medellín dirigido específicamente a una importante organización del sector energético.
Hoy quiero compartirles TODO el material que elaboré y trabajamos; sin restricciones.
Pero también he observado que por más bueno que sea el material, sin la explicación y heridas de guerra del experto, queda incompleto; por lo tanto, si estas interesad@ en ir más allá del material y participar en un Webinar que dictaré:
• Cuándo: en el mes de Julio de 2020
• Intensidad: 3 sábados
• Duración: 9 horas (3 horas cada sesión)
• Inversión: 90 dólares
diligencia el siguiente formato y te estaré contactando para los siguientes pasos.
https://docs.google.com/forms/d/e/1FAIpQLSfJkIU1LyJO3cCKIkgzXhAMNRJHNZpyeEBv148jKZEFeJ4zuA/viewform
Saludos ágiles
Jorge Abad.
Publicado en : http://www.lecciones-aprendidas.info/2020/05/diapositivas-seminario-taller-sobre-transformacion-agil.html
[Pcamp19] - Desmistificando o processo de Discovery - Camila Ferreira | Cred...Product Camp Brasil
1) Como fazemos o processo de Discovery Contínuo na Creditas; 2) Como alinhamos com stakeholders todas as iniciativas; 3) Qual o papel de Analytics no discovery de novas iniciativas; 4) Como fazemos o estudo técnico e estimativa de esforço das iniciativas; 5) Quais os ganhos, qualitativos e quantitativos, com esse novo processo.
É fácil gerar ideias para produtos, e elas são muito mais rápidas que a capacidade de entrega da organização, criando uma frustração constante nos clientes. Mas ideias são apenas ideias, e o processo de validação e aprendizado é muitas vezes separado da entrega, criando uma cascata que aumenta o time to market do produto, ou muitas vezes nem é feito, gerando muito desperdício. O Discovery Kanban é a adoção dos princípios e práticas do Upstream Kanban para criação de um fluxo de validação e aprendizados contínuos em um contexto de inovação ou mudança. Nesse cenário, gargalos na entrega são usados para a melhoria do processo de criação e triagem de opções, melhorando a eficácia do sistema.
Uma conversa sobre os princípios e valores da agilidade, conectando a aplicação desses conceitos às práticas de pequenos passos bem medidos, validações de hipóteses e a descompressão do ambiente organizacional para que a Inovação possa aflorar. Uma construção da agilidade sobre a ótica da "desprojetização".
Porque Story Points São Muito Melhores do que HorasLeandro Faria
Leandro Faria apresenta neste talk conceitos que mostram porque Story Points são muito melhores do que horas, considerando estimativas de tamanho e esforço em projetos de software.
A descoberta de novas demandas para resolver problemas de negócios é muito mais rápida que sua execução, criando uma frustração constante nos clientes.
O Kanban melhora a capacidade de entrega, mas isso é só uma parte do problema.
O que precisamos é pensar em um modelo onde seja possível modelar as demandas e criar um volume suficiente de opções (Discovery) para serem selecionadas pelo Downstream (Delivery) mantendo assim uma relação mais fluida entre o descoberta e o entrega.
Nessa apresentação discutiremos o Upstream Kanban como forma de facilitação do processo de Discovery no desenvolvimento de produtos.
Metrics for Agile Teams Forget Velocity: 42 Other Things to PonderAndy Cleff
Velocity is one of the most commonly used - and abused - development metrics. Teams (and their stakeholders) often focus on “improving velocity” without either a proper consideration for root causes that impact velocity or a holistic view of a team’s outcomes.
Join Andy Cleff in a lively discussion that explores how we can remove perverse incentives and instead provide healthier ways for teams to gain meaningful insights into the outcomes of their experiments.
Usando o Agile Coaching Competency Framework para evoluir na carreira de Agil...Caio Cestari
Sessão apresentada na Agile Brazil 2016
Como o Agile Coaching Competency Framework, desenvolvido por Lyssa Adkins e Michael Spayd, foi usado para evoluir minha carreira como Agile Coach - e como pode ajudar você em seus desafios ao longo da jornada!
Hola a todos
A finales del pasado tuve la oportunidad de brindar un Seminario-Taller sobre Transformación Ágil para una prestigiosa universidad de la ciudad de Medellín dirigido específicamente a una importante organización del sector energético.
Hoy quiero compartirles TODO el material que elaboré y trabajamos; sin restricciones.
Pero también he observado que por más bueno que sea el material, sin la explicación y heridas de guerra del experto, queda incompleto; por lo tanto, si estas interesad@ en ir más allá del material y participar en un Webinar que dictaré:
• Cuándo: en el mes de Julio de 2020
• Intensidad: 3 sábados
• Duración: 9 horas (3 horas cada sesión)
• Inversión: 90 dólares
diligencia el siguiente formato y te estaré contactando para los siguientes pasos.
https://docs.google.com/forms/d/e/1FAIpQLSfJkIU1LyJO3cCKIkgzXhAMNRJHNZpyeEBv148jKZEFeJ4zuA/viewform
Saludos ágiles
Jorge Abad.
Publicado en : http://www.lecciones-aprendidas.info/2020/05/diapositivas-seminario-taller-sobre-transformacion-agil.html
[Pcamp19] - Desmistificando o processo de Discovery - Camila Ferreira | Cred...Product Camp Brasil
1) Como fazemos o processo de Discovery Contínuo na Creditas; 2) Como alinhamos com stakeholders todas as iniciativas; 3) Qual o papel de Analytics no discovery de novas iniciativas; 4) Como fazemos o estudo técnico e estimativa de esforço das iniciativas; 5) Quais os ganhos, qualitativos e quantitativos, com esse novo processo.
É fácil gerar ideias para produtos, e elas são muito mais rápidas que a capacidade de entrega da organização, criando uma frustração constante nos clientes. Mas ideias são apenas ideias, e o processo de validação e aprendizado é muitas vezes separado da entrega, criando uma cascata que aumenta o time to market do produto, ou muitas vezes nem é feito, gerando muito desperdício. O Discovery Kanban é a adoção dos princípios e práticas do Upstream Kanban para criação de um fluxo de validação e aprendizados contínuos em um contexto de inovação ou mudança. Nesse cenário, gargalos na entrega são usados para a melhoria do processo de criação e triagem de opções, melhorando a eficácia do sistema.
Uma conversa sobre os princípios e valores da agilidade, conectando a aplicação desses conceitos às práticas de pequenos passos bem medidos, validações de hipóteses e a descompressão do ambiente organizacional para que a Inovação possa aflorar. Uma construção da agilidade sobre a ótica da "desprojetização".
Porque Story Points São Muito Melhores do que HorasLeandro Faria
Leandro Faria apresenta neste talk conceitos que mostram porque Story Points são muito melhores do que horas, considerando estimativas de tamanho e esforço em projetos de software.
A descoberta de novas demandas para resolver problemas de negócios é muito mais rápida que sua execução, criando uma frustração constante nos clientes.
O Kanban melhora a capacidade de entrega, mas isso é só uma parte do problema.
O que precisamos é pensar em um modelo onde seja possível modelar as demandas e criar um volume suficiente de opções (Discovery) para serem selecionadas pelo Downstream (Delivery) mantendo assim uma relação mais fluida entre o descoberta e o entrega.
Nessa apresentação discutiremos o Upstream Kanban como forma de facilitação do processo de Discovery no desenvolvimento de produtos.
"Escaping the Build Trap" by Melissa PerriProductized
Many large companies that have been around for decades, or even newer startups that have found some stability, fall into a dangerous place called “The Build Trap”.
In this PRODUCTIZED keynote, Melissa Perri explains how businesses need to restructure their thinking to focus on finding value for the user through experimentation to achieve business goals: getting out of “The Build Trap”
O que é Agile mindset?
A mentalidade Agile reflete formas de pensamento que se desenvolveram ao longo do tempo. É um certo tipo de mindset que enfatiza algumas coisas importantes em detrimento de outras que passaram a ser obsoletas. O objetivo é sempre continuar crescendo e evoluindo.
Carlos Silva Júnior
Especialista em Transformação Digital e Ágil, com 24 anos de experiência na área de TI e Negócios, projetos e consultoria, e professor dos cursos de Pós-Graduação da PUC Minas, Fundação Dom Cabral e IBMEC, como também nos programas de formação corporativas. Sólida experiência em gestão de projetos de tecnologia e inovação, tendo atuado em grandes empresas de vários segmentos.
Ao longo de sua trajetória, tornou-se referência em Business Agility, apoiando empresas em seus desafios de melhoria de processos e definição de estratégia e propósito, com objetivo de alcançar alta produtividade em suas atividades e melhores resultados na entrega de valor aos clientes.
Formação: Mestre em Gestão de Recursos Humanos e Comportamentos Organizacionais pelo Instituto Miguel Torga em Portugal
Especializações: Engenharia de Software
Certificações na área de gestão de projetos : PMP®, PMI-ACP®, CDAP, CDA, PSM, KMP, CSM, CSPO, LEAN INCEPTION, SAFe Agilist, Business Agility Strategist, Certified Agility Healt Radar, PRINCE2 Practitioner e MCTS.
Large Scale Agile Transformation by Husni RoukbiAgile ME
The agile manifesto introduced a new way of implementing software development projects which resulted in a dramatic improvement in these types of projects. Agile success at the project level has prompted IT leaders within organization to try to scale it to the enterprise level with less success rate. In this interactive session, we will review the various approaches to large-scale agile transformation, discuss the transformation road map and organizational change management required as well as key drivers/sponsors required for a successful agile transformation. We will discuss how to measure transformation progress, and outline possible challenges and corresponding solutions.
The 10 Steps to Becoming a Great Agile CoachLeadingAgile
Recently, at TriAgile 2020, Mike Cottmeyer presented his talk on how to become a great Agile coach. In it, he goes into the four primary areas that make up a great coach, the hard skills you'll need to develop, and how those apply to particular coaching roles.
You can check out the talk here: https://hubs.ly/H0pGFRH0
So you want to become a great Agile coach?
Join us for the premier of Mike Cottmeyer's remote talk that he delivered at TriAgile 2020 and learn the 10 steps you can take to do exactly that.
Watch as Mike explores the four primary skill areas that make a great coach and the hard skills you'll need to develop, and learn how those translate to specific types of coaching roles.
Experiência do Usuário e Jornada do Usuário Raiana Comiran
Palestra feita na semana de empreendedorismo da UFFS em Chapecó sobre experiência do usuário com foco no método da Jornada do Usuário, onde os participantes realizaram a jornada de de uma persona que queria um hotel e/ou airbnb e ficar 10 dias :)
Llevando Agile al siguiente nivel con OKRsManel Ibáñez
¿Quieres training sobre este tema? www.mandarinateam.com
¿Os imagináis trabajar en una organización donde todo el mundo está alineado, con objetivos claros?
Si queremos organizaciones más felices y eficaces, tenemos que abordar la cuestión de tener objetivos estimulantes y claros, que se puedan abordar en contextos que respeten la autonomía de las personas y busquen la experimentación y el aprendizaje a todos los niveles organizativos.
Webinar: 6 Keys to Agile Transformation Success with David Hawks | Agile Velo...Agile Velocity
Most Agile transformations are failing to deliver results. They’re either never-ending or constantly restarting, which has created transformation fatigue for many individuals and organizations. In this webinar, David Hawks discussed 6 critical elements most companies are missing that will enable them to have a successful Agile transformation.
Being Agile, Doing Agile and Agile in Crisis: We have the Agile Industrial Complex, Dark Agile, Faux/Fake Agile, Zombie Scrum, Flaccid Scrum, CrAgile, FrAgile, WAgile, and more. What do they all mean, and how do we know if we are doing them instead of "Being Agile"
This presentation is about step by step process towards successful change. This is a synopsis of the book written by John Kotter called "Our iceberg is melting"
This handout accompanies slides -- Analytics that count -- presented by Danny Gawlowski at Fresno NewsTrain. Gawlowski is assistant managing editor of The Seattle Times. For more information on the News Leaders Association's NewsTrain, please see https://www.newsleaders.org/newstrain.
"Escaping the Build Trap" by Melissa PerriProductized
Many large companies that have been around for decades, or even newer startups that have found some stability, fall into a dangerous place called “The Build Trap”.
In this PRODUCTIZED keynote, Melissa Perri explains how businesses need to restructure their thinking to focus on finding value for the user through experimentation to achieve business goals: getting out of “The Build Trap”
O que é Agile mindset?
A mentalidade Agile reflete formas de pensamento que se desenvolveram ao longo do tempo. É um certo tipo de mindset que enfatiza algumas coisas importantes em detrimento de outras que passaram a ser obsoletas. O objetivo é sempre continuar crescendo e evoluindo.
Carlos Silva Júnior
Especialista em Transformação Digital e Ágil, com 24 anos de experiência na área de TI e Negócios, projetos e consultoria, e professor dos cursos de Pós-Graduação da PUC Minas, Fundação Dom Cabral e IBMEC, como também nos programas de formação corporativas. Sólida experiência em gestão de projetos de tecnologia e inovação, tendo atuado em grandes empresas de vários segmentos.
Ao longo de sua trajetória, tornou-se referência em Business Agility, apoiando empresas em seus desafios de melhoria de processos e definição de estratégia e propósito, com objetivo de alcançar alta produtividade em suas atividades e melhores resultados na entrega de valor aos clientes.
Formação: Mestre em Gestão de Recursos Humanos e Comportamentos Organizacionais pelo Instituto Miguel Torga em Portugal
Especializações: Engenharia de Software
Certificações na área de gestão de projetos : PMP®, PMI-ACP®, CDAP, CDA, PSM, KMP, CSM, CSPO, LEAN INCEPTION, SAFe Agilist, Business Agility Strategist, Certified Agility Healt Radar, PRINCE2 Practitioner e MCTS.
Large Scale Agile Transformation by Husni RoukbiAgile ME
The agile manifesto introduced a new way of implementing software development projects which resulted in a dramatic improvement in these types of projects. Agile success at the project level has prompted IT leaders within organization to try to scale it to the enterprise level with less success rate. In this interactive session, we will review the various approaches to large-scale agile transformation, discuss the transformation road map and organizational change management required as well as key drivers/sponsors required for a successful agile transformation. We will discuss how to measure transformation progress, and outline possible challenges and corresponding solutions.
The 10 Steps to Becoming a Great Agile CoachLeadingAgile
Recently, at TriAgile 2020, Mike Cottmeyer presented his talk on how to become a great Agile coach. In it, he goes into the four primary areas that make up a great coach, the hard skills you'll need to develop, and how those apply to particular coaching roles.
You can check out the talk here: https://hubs.ly/H0pGFRH0
So you want to become a great Agile coach?
Join us for the premier of Mike Cottmeyer's remote talk that he delivered at TriAgile 2020 and learn the 10 steps you can take to do exactly that.
Watch as Mike explores the four primary skill areas that make a great coach and the hard skills you'll need to develop, and learn how those translate to specific types of coaching roles.
Experiência do Usuário e Jornada do Usuário Raiana Comiran
Palestra feita na semana de empreendedorismo da UFFS em Chapecó sobre experiência do usuário com foco no método da Jornada do Usuário, onde os participantes realizaram a jornada de de uma persona que queria um hotel e/ou airbnb e ficar 10 dias :)
Llevando Agile al siguiente nivel con OKRsManel Ibáñez
¿Quieres training sobre este tema? www.mandarinateam.com
¿Os imagináis trabajar en una organización donde todo el mundo está alineado, con objetivos claros?
Si queremos organizaciones más felices y eficaces, tenemos que abordar la cuestión de tener objetivos estimulantes y claros, que se puedan abordar en contextos que respeten la autonomía de las personas y busquen la experimentación y el aprendizaje a todos los niveles organizativos.
Webinar: 6 Keys to Agile Transformation Success with David Hawks | Agile Velo...Agile Velocity
Most Agile transformations are failing to deliver results. They’re either never-ending or constantly restarting, which has created transformation fatigue for many individuals and organizations. In this webinar, David Hawks discussed 6 critical elements most companies are missing that will enable them to have a successful Agile transformation.
Being Agile, Doing Agile and Agile in Crisis: We have the Agile Industrial Complex, Dark Agile, Faux/Fake Agile, Zombie Scrum, Flaccid Scrum, CrAgile, FrAgile, WAgile, and more. What do they all mean, and how do we know if we are doing them instead of "Being Agile"
This presentation is about step by step process towards successful change. This is a synopsis of the book written by John Kotter called "Our iceberg is melting"
This handout accompanies slides -- Analytics that count -- presented by Danny Gawlowski at Fresno NewsTrain. Gawlowski is assistant managing editor of The Seattle Times. For more information on the News Leaders Association's NewsTrain, please see https://www.newsleaders.org/newstrain.
VS Liv MSHQ 2022 - Measuring Up! How To Choose Agile Metrics - Dugan.pdfAngela Dugan
How many times have you been asked to deliver on metrics that did not make sense to you, that felt counterproductive to your or the team's effectiveness, or that were seemingly impossible to collect in a sane fashion? Oftentimes, I find that metrics being collected are ones that are easy to collect and report on but are not necessarily the ones that will help the team learn and improve.
When it comes to software delivery, lean and agile practices and methodologies have taken the lead. Metrics have lagged a bit and often rely on very waterfall-style milestones and phase-gates to determine a team's effectiveness. In the spirit of continuous improvement, this session will take a look at the measures we can and should collect from agile teams, why these metrics are relevant and interesting, and how we can use them to help our teams continuously improve.
Growth Analytics and how to measure Growth and success. Why measuring is where the Lean Cycle breaks, what are good and bad metrics, applying the concept of the Northstar Metric and One Metric that Matters
Metrics: Tell A Story Not A Number by Mike LylesMike Lyles
This presentation is for software testing teams and has been presented at multiple conferences internationally as a 1-hour session, and full day workshop. The presentation focuses on how to determine metrics which mean something to your stakeholders and processes to enable teams to build those metrics to tell a story and not focus on simple numbers. It also has inputs & quotes from various test professionals internationally. ALL RIGHTS RESERVED - COPYING OR REPRODUCTION NOT PERMITTED WITHOUT PERMISSION FROM MIKE LYLES OR CREDITED PARTIES WITHIN THE SLIDES.
These are the slides from a talk given on March 4, 2012 at the Harvard Business School Entrepreneurship Conference. It summarizes ten key lessons in being a great product leader from over a decade of experience in consumer software.
It is based on a lecture given on the same topic on August 31, 2011 at LinkedIn.
Learning Analytics Primer: Getting Started with Learning and Performance Anal...Watershed
Navigating the scope of disruptive analytics solutions to deliver maximum impact. Learn more about the importance of scalable learning in organizations that want to embrace an environment of continuous improvement. Mike Rustici provides a workshop on the five steps to get started with learning and performance analytics. Ranging from gathering your data using methods like experience API, to setting metrics and evaluating impact of learning programs.
As we become a 100+ member team, we’ll like to showcase the core values that help us become a strong unit together.
These values define what we stand for and how anyone can become a member of the CoinSwitch Kuber family.
How to Measure What Matters:
What is a KPI and what makes a good one?
Who should be involved in data driven decision making in your business?
What tools do you need to start being data-driven?
What should you measure?
Next Steps & Best Practices
How to Get Started or Expand Your Learning Analytics ProgramWatershed
Watershed co-hosted a workshop with ATD Nashville and Rustici Software to help L&D pros get started with learning analytics. Facilitators Mike Rustici and John Mattox, Ph.D., explored the five steps of learning analytics and helped attendees choose the right approach for their learning analytics programs.
Harvesting the value from Advanced AnalyticsJaap Vink
In general, Analytics help you leverage investments that you have done already in your IT investments, on ERP, on CRM systems, on sales
force automation systems, and on all
the data collection that you put in
place.
Unfortunately, reality isn’t that
straightforward. It’s still a struggle
for most companies to drive valuable
insight into the data they have.
Similar to Metrics 3.0 - Meaningful Measurements for Agile Software Development (20)
Need for Speed: Removing speed bumps from your Symfony projects ⚡️Łukasz Chruściel
No one wants their application to drag like a car stuck in the slow lane! Yet it’s all too common to encounter bumpy, pothole-filled solutions that slow the speed of any application. Symfony apps are not an exception.
In this talk, I will take you for a spin around the performance racetrack. We’ll explore common pitfalls - those hidden potholes on your application that can cause unexpected slowdowns. Learn how to spot these performance bumps early, and more importantly, how to navigate around them to keep your application running at top speed.
We will focus in particular on tuning your engine at the application level, making the right adjustments to ensure that your system responds like a well-oiled, high-performance race car.
Introducing Crescat - Event Management Software for Venues, Festivals and Eve...Crescat
Crescat is industry-trusted event management software, built by event professionals for event professionals. Founded in 2017, we have three key products tailored for the live event industry.
Crescat Event for concert promoters and event agencies. Crescat Venue for music venues, conference centers, wedding venues, concert halls and more. And Crescat Festival for festivals, conferences and complex events.
With a wide range of popular features such as event scheduling, shift management, volunteer and crew coordination, artist booking and much more, Crescat is designed for customisation and ease-of-use.
Over 125,000 events have been planned in Crescat and with hundreds of customers of all shapes and sizes, from boutique event agencies through to international concert promoters, Crescat is rigged for success. What's more, we highly value feedback from our users and we are constantly improving our software with updates, new features and improvements.
If you plan events, run a venue or produce festivals and you're looking for ways to make your life easier, then we have a solution for you. Try our software for free or schedule a no-obligation demo with one of our product specialists today at crescat.io
In the ever-evolving landscape of technology, enterprise software development is undergoing a significant transformation. Traditional coding methods are being challenged by innovative no-code solutions, which promise to streamline and democratize the software development process.
This shift is particularly impactful for enterprises, which require robust, scalable, and efficient software to manage their operations. In this article, we will explore the various facets of enterprise software development with no-code solutions, examining their benefits, challenges, and the future potential they hold.
Check out the webinar slides to learn more about how XfilesPro transforms Salesforce document management by leveraging its world-class applications. For more details, please connect with sales@xfilespro.com
If you want to watch the on-demand webinar, please click here: https://www.xfilespro.com/webinars/salesforce-document-management-2-0-smarter-faster-better/
Software Engineering, Software Consulting, Tech Lead, Spring Boot, Spring Cloud, Spring Core, Spring JDBC, Spring Transaction, Spring MVC, OpenShift Cloud Platform, Kafka, REST, SOAP, LLD & HLD.
OpenMetadata Community Meeting - 5th June 2024OpenMetadata
The OpenMetadata Community Meeting was held on June 5th, 2024. In this meeting, we discussed about the data quality capabilities that are integrated with the Incident Manager, providing a complete solution to handle your data observability needs. Watch the end-to-end demo of the data quality features.
* How to run your own data quality framework
* What is the performance impact of running data quality frameworks
* How to run the test cases in your own ETL pipelines
* How the Incident Manager is integrated
* Get notified with alerts when test cases fail
Watch the meeting recording here - https://www.youtube.com/watch?v=UbNOje0kf6E
In 2015, I used to write extensions for Joomla, WordPress, phpBB3, etc and I ...Juraj Vysvader
In 2015, I used to write extensions for Joomla, WordPress, phpBB3, etc and I didn't get rich from it but it did have 63K downloads (powered possible tens of thousands of websites).
Quarkus Hidden and Forbidden ExtensionsMax Andersen
Quarkus has a vast extension ecosystem and is known for its subsonic and subatomic feature set. Some of these features are not as well known, and some extensions are less talked about, but that does not make them less interesting - quite the opposite.
Come join this talk to see some tips and tricks for using Quarkus and some of the lesser known features, extensions and development techniques.
Graspan: A Big Data System for Big Code AnalysisAftab Hussain
We built a disk-based parallel graph system, Graspan, that uses a novel edge-pair centric computation model to compute dynamic transitive closures on very large program graphs.
We implement context-sensitive pointer/alias and dataflow analyses on Graspan. An evaluation of these analyses on large codebases such as Linux shows that their Graspan implementations scale to millions of lines of code and are much simpler than their original implementations.
These analyses were used to augment the existing checkers; these augmented checkers found 132 new NULL pointer bugs and 1308 unnecessary NULL tests in Linux 4.4.0-rc5, PostgreSQL 8.3.9, and Apache httpd 2.2.18.
- Accepted in ASPLOS ‘17, Xi’an, China.
- Featured in the tutorial, Systemized Program Analyses: A Big Data Perspective on Static Analysis Scalability, ASPLOS ‘17.
- Invited for presentation at SoCal PLS ‘16.
- Invited for poster presentation at PLDI SRC ‘16.
First Steps with Globus Compute Multi-User EndpointsGlobus
In this presentation we will share our experiences around getting started with the Globus Compute multi-user endpoint. Working with the Pharmacology group at the University of Auckland, we have previously written an application using Globus Compute that can offload computationally expensive steps in the researcher's workflows, which they wish to manage from their familiar Windows environments, onto the NeSI (New Zealand eScience Infrastructure) cluster. Some of the challenges we have encountered were that each researcher had to set up and manage their own single-user globus compute endpoint and that the workloads had varying resource requirements (CPUs, memory and wall time) between different runs. We hope that the multi-user endpoint will help to address these challenges and share an update on our progress here.
AI Pilot Review: The World’s First Virtual Assistant Marketing SuiteGoogle
AI Pilot Review: The World’s First Virtual Assistant Marketing Suite
👉👉 Click Here To Get More Info 👇👇
https://sumonreview.com/ai-pilot-review/
AI Pilot Review: Key Features
✅Deploy AI expert bots in Any Niche With Just A Click
✅With one keyword, generate complete funnels, websites, landing pages, and more.
✅More than 85 AI features are included in the AI pilot.
✅No setup or configuration; use your voice (like Siri) to do whatever you want.
✅You Can Use AI Pilot To Create your version of AI Pilot And Charge People For It…
✅ZERO Manual Work With AI Pilot. Never write, Design, Or Code Again.
✅ZERO Limits On Features Or Usages
✅Use Our AI-powered Traffic To Get Hundreds Of Customers
✅No Complicated Setup: Get Up And Running In 2 Minutes
✅99.99% Up-Time Guaranteed
✅30 Days Money-Back Guarantee
✅ZERO Upfront Cost
See My Other Reviews Article:
(1) TubeTrivia AI Review: https://sumonreview.com/tubetrivia-ai-review
(2) SocioWave Review: https://sumonreview.com/sociowave-review
(3) AI Partner & Profit Review: https://sumonreview.com/ai-partner-profit-review
(4) AI Ebook Suite Review: https://sumonreview.com/ai-ebook-suite-review
Navigating the Metaverse: A Journey into Virtual Evolution"Donna Lenk
Join us for an exploration of the Metaverse's evolution, where innovation meets imagination. Discover new dimensions of virtual events, engage with thought-provoking discussions, and witness the transformative power of digital realms."
Atelier - Innover avec l’IA Générative et les graphes de connaissancesNeo4j
Atelier - Innover avec l’IA Générative et les graphes de connaissances
Allez au-delà du battage médiatique autour de l’IA et découvrez des techniques pratiques pour utiliser l’IA de manière responsable à travers les données de votre organisation. Explorez comment utiliser les graphes de connaissances pour augmenter la précision, la transparence et la capacité d’explication dans les systèmes d’IA générative. Vous partirez avec une expérience pratique combinant les relations entre les données et les LLM pour apporter du contexte spécifique à votre domaine et améliorer votre raisonnement.
Amenez votre ordinateur portable et nous vous guiderons sur la mise en place de votre propre pile d’IA générative, en vous fournissant des exemples pratiques et codés pour démarrer en quelques minutes.
AI Genie Review: World’s First Open AI WordPress Website CreatorGoogle
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AI Genie Review: Key Features
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✅Never Worry About Paying Huge Money Monthly To Top Content Creation Platforms
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✅30-Days Money-Back Guarantee
See My Other Reviews Article:
(1) TubeTrivia AI Review: https://sumonreview.com/tubetrivia-ai-review
(2) SocioWave Review: https://sumonreview.com/sociowave-review
(3) AI Partner & Profit Review: https://sumonreview.com/ai-partner-profit-review
(4) AI Ebook Suite Review: https://sumonreview.com/ai-ebook-suite-review
#AIGenieApp #AIGenieBonus #AIGenieBonuses #AIGenieDemo #AIGenieDownload #AIGenieLegit #AIGenieLiveDemo #AIGenieOTO #AIGeniePreview #AIGenieReview #AIGenieReviewandBonus #AIGenieScamorLegit #AIGenieSoftware #AIGenieUpgrades #AIGenieUpsells #HowDoesAlGenie #HowtoBuyAIGenie #HowtoMakeMoneywithAIGenie #MakeMoneyOnline #MakeMoneywithAIGenie
May Marketo Masterclass, London MUG May 22 2024.pdfAdele Miller
Can't make Adobe Summit in Vegas? No sweat because the EMEA Marketo Engage Champions are coming to London to share their Summit sessions, insights and more!
This is a MUG with a twist you don't want to miss.
Providing Globus Services to Users of JASMIN for Environmental Data AnalysisGlobus
JASMIN is the UK’s high-performance data analysis platform for environmental science, operated by STFC on behalf of the UK Natural Environment Research Council (NERC). In addition to its role in hosting the CEDA Archive (NERC’s long-term repository for climate, atmospheric science & Earth observation data in the UK), JASMIN provides a collaborative platform to a community of around 2,000 scientists in the UK and beyond, providing nearly 400 environmental science projects with working space, compute resources and tools to facilitate their work. High-performance data transfer into and out of JASMIN has always been a key feature, with many scientists bringing model outputs from supercomputers elsewhere in the UK, to analyse against observational or other model data in the CEDA Archive. A growing number of JASMIN users are now realising the benefits of using the Globus service to provide reliable and efficient data movement and other tasks in this and other contexts. Further use cases involve long-distance (intercontinental) transfers to and from JASMIN, and collecting results from a mobile atmospheric radar system, pushing data to JASMIN via a lightweight Globus deployment. We provide details of how Globus fits into our current infrastructure, our experience of the recent migration to GCSv5.4, and of our interest in developing use of the wider ecosystem of Globus services for the benefit of our user community.
Providing Globus Services to Users of JASMIN for Environmental Data Analysis
Metrics 3.0 - Meaningful Measurements for Agile Software Development
1. Metrics 3.0
2017 Mile High Agile - Denver
Presented by Andy Cleff
Co-Author Ralph van Rosmalen
Based on work of Jurgen Appelo
2. Metrics 3.0 • Andy Cleff • @JustSitThere
Overview
Who’s Here Today?
Twelve Rules
for Measurement
Group Brainstorming
Group Presentations
Keeping in Touch
3. Metrics 3.0 • Andy Cleff • @JustSitThere
12 Rules for Measurement
1: Measure for a purpose
2: Shrink the unknown
3. Seek to improve
4: Delight all stakeholders
5: Distrust all numbers
6: Set imprecise targets
7: Own your metrics
8: Don’t connect metrics to rewards
9: Promote values and transparency
10: Visualize and humanize
11: Measure early and often
12: Try something else
change and innovation practices
MANAGEMENT 3.0
12 Rules for Measurement
When selecting metrics, ask:
Rule 1: Measure for a purpose
You must always understand why you are measuring.
The metric is not a goal in itself. Never forget that it’s
just a means to an end. It all starts with why.
Rule 2: Shrink the unknown
A metric is just a surrogate for what you really want to
know. Don’t jump to conclusions. Always try to reduce
the size of what is still unknown.
Rule 3. Seek to improve
Don’t only measure things that will make you look good.
There is plenty of data around, but you must focus on
what enables you to do better work.
Rule 4: Delight all stakeholders
Your work depends on others, and others depend on
you. Never optimize for just one stakeholder. Instead,
measure your work from multiple perspectives.
Rule 5: Distrust all numbers
Observers usually influence their own metrics, and they
suffer from all kinds of biases. Have a healthy, skeptical
attitude towards any reported numbers.
Rule 6: Set imprecise targets
When people have targets, they have an inclination to
focus on the targets instead of the real purpose. Avoid
this tendency by keeping your targets vague.
Rule 7: Own your metrics
Everyone is responsible for their own work, and metrics
help us improve that work. Therefore, everyone should
be responsible for their own metrics.
Rule 8: Don’t connect metrics to rewards
Rewards often kill intrinsic motivation and lead
to dysfunctional behaviors in organizations. Don’t
incentivize people to do work they should like doing.
Rule 9: Promote values and transparency
Human beings are smart and able to game any system.
To prevent gaming, be transparent about values,
intentions, and the metrics everyone is using.
Rule 10: Visualize and humanize
Numbers tend to dehumanize everything. Replace digits
with colors and pictures, and keep the measurements
close to where the actual work is done.
Rule 11: Measure early and often
Most people don’t measure often enough. Measure
sooner and faster to prevent risks and problems from
growing too big for you to handle.
Rule 12: Try something else
It’s rarely a good idea to do the same things over and
over. The environment changes all the time. The same
should apply to how and what you measure.
› Why “this metric?” – Why does it matter?
› What insights might we gain from it?
› What is expected to change? What is expected variability,
consistency – are we looking for trends or absolute values?
› How might it be gamed, misused (or abused)?
› What are some for trade offs / costs of improvement -
Working to improve one thing may temporarily reduce
another (e.g., predictability may increase at the expense
of throughput)
› How often would we like to “take a data point”?
› How long will we run the experiment? (What is the half-life?)
› How when we know when we’re “done” with this metric
(and it’s served its purpose, and it’s time to retire it and
consider another…)?
› How will we make our measurements transparent – to
promote knowledge sharing, collaboration with other
teams and trust with our sponsors?
› Is this metric a leading or lagging indicator?
4. Rule 1- Measure
for a purpose
You must always understand what
you are measuring. The metric is
not a goal in itself. Never forget that
it’s just a means to an end. It all
starts with why.
5. “If all we have are opinions, let’s go with mine.”
Jim Barksdale
“…Analysis without numbers is only an opinion.”
Atkins Law #1
6. Metrics 3.0 • Andy Cleff • @JustSitThere
Reasons why we do measure
To see revenues to drive resource & people allocation
Monitor alignment with mission / vision / goal
Observe quality of product / process
Judge customer happiness / employee satisfaction
To make decisions that are not based on gut feelings
7. Metrics 3.0 • Andy Cleff • @JustSitThere
Reasons why we don’t measure
Measurements might be used as weapons
Lame metrics that would not useful or actionable
Implementing measures would cost too much time / effort
Some things might just not be immeasurable
8. Rule 2 - Shrink
the unknown
A metric is just a surrogate for what
you really want to know. Don’t jump
to conclusions. Always try to reduce
the size of what is still unknown.
9. Metrics 3.0 • Andy Cleff • @JustSitThere
Cynefin Framework
11. Metrics 3.0 • Andy Cleff • @JustSitThere
Cynefin Framework
Here Things
Get Interesting…
12. Rule 3 - Seek to
improve
Don’t only measure things that will
make you look and feel good. There
is plenty of data around, but you
must focus on what enables you to
do better work.
13. Metrics 3.0 • Andy Cleff • @JustSitThere
Actionable Metrics
“A good metric changes the way you behave. This is by far
the most important criterion for a metric: what will you do
differently based on changes in the metric?”
Lean Analytics, Alistair Croll and Benjamin Yoskovitz
14. Metrics 3.0 • Andy Cleff • @JustSitThere
Vanity Metrics
“When we rely on vanity metrics, a funny thing happens.
When the numbers go up, I've personally witnessed everyone
in the company naturally attributing that rise to whatever they
were working on at the time. That's not too bad, except for this
correlate: when the numbers go down, we invariably blame
someone else”
Eric Ries
15. Rule 4 - Delight
all stakeholders
Your work depends on others, and
others depend on you. Never
optimize for just one stakeholder.
Instead, measure your work from
multiple perspectives.
16. Metrics 3.0 • Andy Cleff • @JustSitThere
It is impossible to please everyone, but you would like to
know who is pleased at certain moments and who is not.
17. Rule 5 - Distrust
all numbers
Observers usually influence their
own metrics, and they suffer from
all kinds of biases. Have a healthy,
skeptical attitude towards any
reported numbers.
22. Rule 6 - Set
imprecise targets
When people have targets, they
have an inclination to focus on the
targets instead of the real purpose.
Avoid this tendency by keeping
your targets vague.
23. "When a measure becomes a target, it ceases to be a
good measure."
Goodhart's law
24. Rule 7 - Own
your metrics
Everyone is responsible for their
own work, and metrics help us
improve that work. Therefore,
everyone should be responsible for
their own metrics.
25. Metrics 3.0 • Andy Cleff • @JustSitThere
Important Considerations
How many metrics should a team use?
Which ones to use?
How long should they use the ones selected?
26. Metrics 3.0 • Andy Cleff • @JustSitThere
Anti-Patterns
Looking at a single metric (Hawthorn)
Striving for ever increasing values instead of striving for
consistency and stability (Goodhart)
Correlation is not necessarily causation (Milton Friedman’s
Thermostat)
Comparing metrics across teams that are very different
27. Rule 8 - Don’t
connect metrics
to rewards
Rewards often kill intrinsic
motivation and lead to dysfunctional
behaviors in organizations. Don’t
incentivize people to do work they
should like doing.
29. Rule 9 - Promote
values and
transparency
Human beings are smart and able
to game any system. To prevent
gaming, be transparent about
values, intentions, and the metrics
everyone is using.
30. Metrics 3.0 • Andy Cleff • @JustSitThere
Values, Intention, Purpose
Do we get paid a sustainable value for what we do?
Are we great at what we do in the eyes of our customers?
Do our employees / team mates love what we do and the
way we do it?
Will what we do make the world a better place for our
grandchildren?
32. Rule 10 -
Visualize and
humanize
Numbers tend to dehumanize
everything. Replace digits with
colors and pictures, and keep the
measurements close to where the
actual work is done.
38. Rule 11 -
Measure early
and often
Most people don’t measure often
enough. Measure sooner and faster
to prevent risks and problems from
growing too big for you to handle.
39. “The only way to win is to learn faster than anyone
else”
Eric Ries
“What you want to do as a company is maximize the
number of experiments you can do per unit of time.”
Jeff Bezos
40. Rule 12 - Try
something else
It’s rarely a good idea to do the
same things over and over. The
environment changes all the time.
The same should apply to how and
what you measure.
41. Metrics 3.0 • Andy Cleff • @JustSitThere
Limited Lifespan of all Metrics
That which is measured will improve, at a cost.
When a measure becomes a target, it ceases to be a good
measure.
Correlation is not causation, but it sure is a hint.
Use multiple viewpoints - technical as well as human - to get
a holistic perspective
42. Metrics 3.0 • Andy Cleff • @JustSitThere
The Twelve Rules for Metrics
1: Measure for a purpose
2: Shrink the unknown
3. Seek to improve
4: Delight all stakeholders
5: Distrust all numbers
6: Set imprecise targets
7: Own your metrics
8: Don’t connect metrics to rewards
9: Promote values and transparency
10: Visualize and humanize
11: Measure early and often
12: Try something else
44. Metrics 3.0 • Andy Cleff • @JustSitThere
Five Categories of Metrics
1. Process Health Metrics - assess day-to-day delivery team activities and
evaluates process changes.
2. Release Metrics - focus on identifying impediments to continuous delivery.
3. Product Development Metrics - help measure alignment of product
features to user needs.
4. Technical / Code Metrics - help determine quality of implementation and
architecture.
5. People/Team - reveal issues that impact a team’s sustainable pace and
level of engagement.
Shout out to Jason Tice @theagilefactor
46. Metrics 3.0 • Andy Cleff • @JustSitThere
Review the Options….
1. Why “this metric?” – Why does it
matter? Who does it matter to?
2. What insights might we gain from it?
3. What is expected to change? Are we
looking for variability, consistency,
trends or absolute values?
4. How might it be gamed, misused (or
abused)?
5. What are some trade offs / costs of
improvement?
6. How often would we like to “take a
data point”?
7. How long will we run the experiment?
8. How when we know when we’re “done”
with this metric?
9. How will we make our measurements
transparent?
10.Is this metric a leading or lagging
indicator?
48. Let’s keep the conversation going…
Andy Cleff
andycleff@icloud.com
andycleff.com
linkedin.com/in/andycleff
@JustSitThere
coalition.agileuprising.com
49.
50. 40+ Metrics for Software Teams
People/Team: Human Elements
This group of metrics reveals issues that impact a team’s
sustainable place and level of engagement.
›› Team Happiness / Morale / Mood
›› Gallop Q12
›› Team / Manager / Organization NPS
›› Percentage of time w/o interruptions
›› Trust between Leadership and Team
›› Learning Log
›› Team Tenure
›› Phone-a-Friend Stats
›› Whole Team Contribution
›› Transparency (access to data, access to customers,
sharing of learning, successes and failures)
›› Comparative Agility: Team mapping against the 12 agile
principles (Geoff Watt’s “Scrum Mastery”)
Process Health Metrics
This category assess day-to-day delivery team activities
and evaluates process changes.
›› Cumulative Flow Diagrams
›› Control Charts
›› Cycle Time
›› Percent Complete and Accurate
›› Time Blocked per Work Item
›› Story/Epic Lead Time
›› Successful Iteration Completion
›› Escaped Defect Resolution Time
Release Metrics
This group directs focus on identifying impediments to
continuous delivery.
›› Escaped Defects
›› Release Success Rate
›› Release Time
›› Time Since Last Release
›› Cost Per Release
›› Release Net Promoter Score
›› Release Adoption / Install Rate
Product Development Metrics
These help measure alignment of product features to user
needs.
›› Customer / Business Value Delivered
›› Risk Burndown
›› Value Stream Mapping
›› Sales Velocity
›› Product Forecast
›› Product Net Promoter Score (NPS)
›› User Analytics
Technical/Code Metrics
The following help determine quality of implementation
and architecture.
›› Test Coverage
›› Unit/Regression Test Coverage
›› Build Time
›› Defect Density
›› Code Churn
›› Code Ownership
›› Code Complexity
›› Coding Standards Adherence
›› Crash Rate
›› Build Breaks
›› Technical Debt
›› Ratio of Fixing Work vs Feature Work
Andy Cleff
Andy is an experienced and pragmatic agile practitioner that
takes teams beyond getting agile to embracing agile. His chief
weapons are well asked questions, insightful retrospectives and
an ability to withstand awkward silences. And if all else fails, beer.
andycleff@icloud.com
andycleff.com
linkedin.com/in/andycleff
@JustSitThere
agileuprising.com
The following listing is intended as a starting point for conversation and discussion. Choose one or two that make sense for
your team / organization and add them to your current dashboard. Then rinse and repeat over time.
51. change and innovation practices
MANAGEMENT 3.0
12 Rules for Measurement
When selecting metrics, ask:
Rule 1: Measure for a purpose
You must always understand why you are measuring.
The metric is not a goal in itself. Never forget that it’s just a
means to an end. It all starts with why.
Rule 2: Shrink the unknown
A metric is just a surrogate for what you really want to
know. Don’t jump to conclusions. Always try to reduce the
size of what is still unknown.
Rule 3. Seek to improve
Don’t only measure things that will make you look good.
There is plenty of data around, but you must focus on what
enables you to do better work.
Rule 4: Delight all stakeholders
Your work depends on others, and others depend on you.
Never optimize for just one stakeholder. Instead, measure
your work from multiple perspectives.
Rule 5: Distrust all numbers
Observers usually influence their own metrics, and they
suffer from all kinds of biases. Have a healthy, skeptical
attitude towards any reported numbers.
Rule 6: Set imprecise targets
When people have targets, they have an inclination to
focus on the targets instead of the real purpose. Avoid this
tendency by keeping your targets vague.
Rule 7: Own your metrics
Everyone is responsible for their own work, and metrics
help us improve that work. Therefore, everyone should be
responsible for their own metrics.
Rule 8: Don’t connect metrics to rewards
Rewards often kill intrinsic motivation and lead to
dysfunctional behaviors in organizations. Don’t incentivize
people to do work they should like doing.
Rule 9: Promote values and transparency
Human beings are smart and able to game any system. To
prevent gaming, be transparent about values, intentions,
and the metrics everyone is using.
Rule 10: Visualize and humanize
Numbers tend to dehumanize everything. Replace digits
with colors and pictures, and keep the measurements close
to where the actual work is done.
Rule 11: Measure early and often
Most people don’t measure often enough. Measure sooner
and faster to prevent risks and problems from growing too
big for you to handle.
Rule 12: Try something else
It’s rarely a good idea to do the same things over and over.
The environment changes all the time. The same should
apply to how and what you measure.
›› Why “this metric?” – Why does it matter? Who does it
matter to?
›› What insights might we gain from it?
›› What is expected to change? What is the expected variability
and consistency – are we looking for trends or absolute
values?
›› How might it be gamed, misused (or abused)?
›› What are some for trade offs / costs of improvement?
›› How often would we like to “take a data point”?
›› How long will we run the experiment? (What is the half-life?)
›› How when we know when we’re “done” with this metric?
›› Are we adding to the dashboard or replacin/retiring
something else?
›› How will we make our measurements transparent – to
promote knowledge sharing, collaboration with other
teams and trust with our sponsors?
›› Is this metric a leading or lagging indicator?
52. Metrics 3.0 • Andy Cleff • @JustSitThere • AndyCleff.com
Good Ideas / Actionable Metrics
›› Team / Manager / Organization NPS
›› Gallop Q12
Bad / Nasty / Vanity Metrics
›› Time to hire
›› Lines of code per individual
People/Team: Human Elements
This group of metrics reveals issues that impact a team’s sustainable pace and level of engagement.
53. Metrics 3.0 • Andy Cleff • @JustSitThere • AndyCleff.com
Process Health Metrics
Good Ideas / Actionable Metrics
›› Cumulative Flow Diagrams
›› Lead & Cycle Time
Bad / Nasty / Vanity Metrics
›› Velocity
›› Story points per developer
This category assess day-to-day delivery team activities and evaluates process changes.
54. Metrics 3.0 • Andy Cleff • @JustSitThere • AndyCleff.com
Release Metrics
Good Ideas / Actionable Metrics
›› Time to first release
›› Frequency of release
Bad / Nasty / Vanity Metrics
›› Lines of code pushed
›› Story points per release
This group directs focus on identifying impediments to continuous delivery.
55. Metrics 3.0 • Andy Cleff • @JustSitThere • AndyCleff.com
Product Development Metrics
Good Ideas / Actionable Metrics
›› Product Net Promoter Score (NPS)
›› Risk Burndown
Bad / Nasty / Vanity Metrics
›› Number of new features
›› Customer satisfaction survey conducted by sales agent
These help measure alignment of product features to user needs.
56. Metrics 3.0 • Andy Cleff • @JustSitThere • AndyCleff.com
Technical/Code Metrics
Good Ideas / Actionable Metrics
›› Ratio of Fixing Work vs Feature Work
›› Test coverage
Bad / Nasty / Vanity Metrics
›› Lines of code
›› Causal Analysis
The following help determine quality of implementation and architecture.