Anti-patterns for not-so-smart processes: Avoiding the BPM and SOA pitfalls. A short presentation to focus your project on success - featuring the "magic progress fairy"
Presentation to Lonetree PMI Roundtable on August 27, 2008.
Abstract:
According to the Wall Street Journal agile development has "crossed the chasm." Why then are there still strong pockets of intense resistance to agile? This presentation takes a look at some of the most common misconceptions about agile development. It exposes the truth behind the myths and backs up many of the points with actual industry data. In the process, a basic business case for agility is created. The goal of this session is for all participants to leave with the knowledge necessary to answer the question "Why Agile?" In addition, participants will gain a deeper understanding of the realities of agile development and how it can help organizations.
General introduction to agile practices like Scrum and Kanban. Also covers what situations Agile is best at, what situations Agile doesn't help with, and what an Agile team should look like. This deck is a general intro to Agile for OpenSource Connections clients.
Presentation to Lonetree PMI Roundtable on August 27, 2008.
Abstract:
According to the Wall Street Journal agile development has "crossed the chasm." Why then are there still strong pockets of intense resistance to agile? This presentation takes a look at some of the most common misconceptions about agile development. It exposes the truth behind the myths and backs up many of the points with actual industry data. In the process, a basic business case for agility is created. The goal of this session is for all participants to leave with the knowledge necessary to answer the question "Why Agile?" In addition, participants will gain a deeper understanding of the realities of agile development and how it can help organizations.
General introduction to agile practices like Scrum and Kanban. Also covers what situations Agile is best at, what situations Agile doesn't help with, and what an Agile team should look like. This deck is a general intro to Agile for OpenSource Connections clients.
After an introduction to the basic tenets of Agile and some Agile practices, this presentation to Richmond SPIN (Software Process Improvement Network) talks about ways to convince your organization or clients to use Agile software development practices. Based on a presentation given at Agile 2009 by Arin Sime, Senior Consultant with OpenSource Connections.
Presentation for Agile Denver on September 28, 2009.
Abstract:
Everyone knows Agile is hard to do effectively. So how can it be simple?
It can't be simple, but keeping simple in mind can help avoid a number
of problems which tend to make agile harder! Confused? Then come to this
presentation which is designed to illuminate certain areas of agility
where teams and organizations tend to make things hard on themselves
rather than taking a simple approach.
"Simple Agile" is all about living the common agile phrase "Do the
simplest thing that works." This presentation will explore Simple Agile
planning, meetings, development, and testing along with other tangential
areas. The presentation combines some PowerPoint slides, some audience
participation and some group discussion. Come prepared to participate!
Agile2009 - How to sell a traditional client on an Agile project planOpenSource Connections
12 suggestions for how to convince traditional clients to agree to an Agile project plan. Presented by Arin Sime of OpenSource Connections at Agile 2009 in Chicago.
Agile Basics for Government with ThoughtWorks
Most people interested in the field of innovation have heard of agile innovation teams. These small, entrepreneurial groups are designed to stay close to customers and adapt quickly to changing conditions. When implemented correctly, they have a reputation for almost always result in higher team productivity and moral, faster time to market, better quality and lower risk than traditional approaches can achieve.
But while agile methods caught on first in IT departments and are now widely used in software development, the agile approach has potential to transform the public sector in ways far beyond better bits and bytes. Conditions are ripe for agile teams in any situation where problems are complex, solutions are at first unclear, project requirements are likely to change, and close collaboration with end users is feasible: a description that matches many facing a wide variety of public sector activities.
This session will provide participants with an opportunity to explore what the world of agile can teach them – about themselves, their work and their potential to serve their clients better, whatever their role. It will confront some of the common myths and misconceptions about agile, and demonstrate how an agile approach can enable teams to deliver sooner and scale faster through a proven learning culture that builds and strengthens the team and its capabilities.
Presentation I gave to the Chicago ACM about Lean Software Development. Full audio can be found here:
https://soundcloud.com/griffinc/intro-to-lean-software
(PROJEKTURA) lean and agile for corporation @Cotrugli MBARatko Mutavdzic
Great time and hopefully presentation on COTRUGLI MBA @Zagreb about Lean and Agile to packed crowd of MBA students. As you can imagine, number of questions later :)
We use this slide deck to explain the Agile practices that we teach. This is what we call our "Agile Buffet", you don't have to adopt all of these practices but you should understand them so that you can use them as necessary. We are always modifying this presentation, so if you want the most current one, contact us.
Getting requirements right for business agilitySudipta Lahiri
In this slidedeck, we help explain how our messaging to the Leadership team, that is largely experienced in conventional ways of software development, must change to help them understand how Lean-Agile thinking drive Business Agility. This specific presentation is focussed on how the messaging around Requirements needs to change!
Seeing Constraints, Kanban Explained by Jon StahlLeanDog
I am passionate about kanban because without a lot of ceremony and time, I can get a team to self organize and communicating at a whole new level. Since constraints become visible, it allows people to be more willing to go out of their comfort zone and thus wear any hat that it takes to produce quality software. Seeing constraints, pulling value and eliminating waste is the goal of practicing kanban. This would be a "kanban explained" session for those who are not familiar with this practice. I use physical boards to illustrate the concepts and encourage good dialogue. We will discuss several types of kanban boards such as WIP, backlog and retrospectives.
This presentation has been tested at many user group meetings, at clients and conferences such as Agile 2009 & CodeMash 2010. The session takes 1 hour to present, 1 1/2 hours to have good dialogue during the presentation.
Kanban, while not a new concept, nor complex - it is often misunderstood by those who don't practice it. Intended audience is for people that understand agile story wall concepts and whole team. The best audience is a Scrum master who will learn how kanban can take their craft to the next level of a self organizing teams by seeing, not hearing about constraints.
All agile development begins with the sales process. Internally, adopting agile approaches require the support of top management and project managers. External clients have to be sold on the agile approach and convinced to sign a contract that allow for agile development. Sales teams have to be able to convince external clients that the agile approach is the best for their project.
Paul Klipp has been selling the agile process internally and to outside clients since 2004 with considerable success. In this presentation, he'll discuss how to sell the benefits of agile development to internal stakeholders and to outside clients and will provide an overview of different approaches to agile contracts.
We all know, given the right mindset, that Agile approaches are a great way to get results and for people to go home feeling that they have contributed.
But no one really asks why. Why does it work?
This presentation, given at the Agile Business Conference in London in 2013 provides a collection of Agile-independant thoughts and ideas to make people think.
Above all, it provides some take aways to help judge if the team has a solid understanding of purpose and if the team is just well, how can on say, "dysfunctional".
From Technical Debt to Technical HealthDeclan Whelan
Everyone agrees that technical debt is a burden on software innovation that we would rather avoid, and certainly clean up whenever possible. However, in most organizations, people don't prevent technical debt nearly as much as they should, and they don't ever get the time to clean it up. Why, then, if there are clear incentives to deal with technical debt, is it a rampant problem?
In this session, we will focus on how to deal with technical debt on several levels, including the individual developer, the team, the software value stream, and the larger organization. While technical debt may manifest itself in a developer's IDE, the problem starts long before the developer decides to copy and paste some code, or creates an overly-complex and under-documented class. The pressures on teams and individuals to take on more debt than they should come from many sources. Therefore, the solutions to the technical debt problem must extend beyond the team.
Many Agile practitioners are comfortable working iteratively in small slices once there’s a basic foundation, but struggle with where to start on a new project, product, or other big idea. Participants in this session will learn how to use Richard’s Feature Mining technique to find early slices of any big idea that provide value, learning, and risk-mitigation.
Agile For All clients have used this successfully for all kinds of software products, for combined software and hardware systems, and even beyond software in such areas as park construction and office remodeling. In some cases, projects with apparent significant up-front infrastructure requirements were able to ship a valuable slice to customers after just one or two sprints.
Some years ago, Eric Ries, Steve Blank and others initiated The Lean Startup movement. The Lean Startup is a movement, an inspiration, a set of principles and practices that any entrepreneur initiating a startup would be well advised to follow.
Projecting myself into it, I think that if I had read Ries' book before, or even better Blank's book, I would maybe own my own company today, around AirXCell or another product, instead of being disgusted and honestly not considering it for the near future.
In addition to giving a pretty important set of principles when it comes to creating and running a startup, The Lean Startup also implies an extended set of Engineering practices, especially software engineering practices.
Web 2016 (10/13) Servicii Web. De la arhitecturi orientate spre servicii (SOA...Sabin Buraga
Tehnologii Web (prezentările aferente disciplinei predate de Sabin Buraga la Facultatea de Informatică, Universitatea A.I. Cuza din Iași) – detalii la http://profs.info.uaic.ro/~busaco/teach/courses/web/web-film.html
Join SOA thought leader and Microservices Expo editor Jason Bloomberg for an insightful look into the nature of microservices architecture. For it to be SOA -- let alone SOA done right -- we need to pin down just what "SOA done wrong" might be. First-generation SOA with Web Services and ESBs, perhaps?
But then there's second-generation, REST-based SOA. More lightweight and cloud-friendly, but many REST-based SOA practices predate the microservices wave.
Today, microservices and containers go hand in hand -- only the details of "container-oriented architecture" are largely on the drawing board -- and are not likely to look much like SOA in any case.
After an introduction to the basic tenets of Agile and some Agile practices, this presentation to Richmond SPIN (Software Process Improvement Network) talks about ways to convince your organization or clients to use Agile software development practices. Based on a presentation given at Agile 2009 by Arin Sime, Senior Consultant with OpenSource Connections.
Presentation for Agile Denver on September 28, 2009.
Abstract:
Everyone knows Agile is hard to do effectively. So how can it be simple?
It can't be simple, but keeping simple in mind can help avoid a number
of problems which tend to make agile harder! Confused? Then come to this
presentation which is designed to illuminate certain areas of agility
where teams and organizations tend to make things hard on themselves
rather than taking a simple approach.
"Simple Agile" is all about living the common agile phrase "Do the
simplest thing that works." This presentation will explore Simple Agile
planning, meetings, development, and testing along with other tangential
areas. The presentation combines some PowerPoint slides, some audience
participation and some group discussion. Come prepared to participate!
Agile2009 - How to sell a traditional client on an Agile project planOpenSource Connections
12 suggestions for how to convince traditional clients to agree to an Agile project plan. Presented by Arin Sime of OpenSource Connections at Agile 2009 in Chicago.
Agile Basics for Government with ThoughtWorks
Most people interested in the field of innovation have heard of agile innovation teams. These small, entrepreneurial groups are designed to stay close to customers and adapt quickly to changing conditions. When implemented correctly, they have a reputation for almost always result in higher team productivity and moral, faster time to market, better quality and lower risk than traditional approaches can achieve.
But while agile methods caught on first in IT departments and are now widely used in software development, the agile approach has potential to transform the public sector in ways far beyond better bits and bytes. Conditions are ripe for agile teams in any situation where problems are complex, solutions are at first unclear, project requirements are likely to change, and close collaboration with end users is feasible: a description that matches many facing a wide variety of public sector activities.
This session will provide participants with an opportunity to explore what the world of agile can teach them – about themselves, their work and their potential to serve their clients better, whatever their role. It will confront some of the common myths and misconceptions about agile, and demonstrate how an agile approach can enable teams to deliver sooner and scale faster through a proven learning culture that builds and strengthens the team and its capabilities.
Presentation I gave to the Chicago ACM about Lean Software Development. Full audio can be found here:
https://soundcloud.com/griffinc/intro-to-lean-software
(PROJEKTURA) lean and agile for corporation @Cotrugli MBARatko Mutavdzic
Great time and hopefully presentation on COTRUGLI MBA @Zagreb about Lean and Agile to packed crowd of MBA students. As you can imagine, number of questions later :)
We use this slide deck to explain the Agile practices that we teach. This is what we call our "Agile Buffet", you don't have to adopt all of these practices but you should understand them so that you can use them as necessary. We are always modifying this presentation, so if you want the most current one, contact us.
Getting requirements right for business agilitySudipta Lahiri
In this slidedeck, we help explain how our messaging to the Leadership team, that is largely experienced in conventional ways of software development, must change to help them understand how Lean-Agile thinking drive Business Agility. This specific presentation is focussed on how the messaging around Requirements needs to change!
Seeing Constraints, Kanban Explained by Jon StahlLeanDog
I am passionate about kanban because without a lot of ceremony and time, I can get a team to self organize and communicating at a whole new level. Since constraints become visible, it allows people to be more willing to go out of their comfort zone and thus wear any hat that it takes to produce quality software. Seeing constraints, pulling value and eliminating waste is the goal of practicing kanban. This would be a "kanban explained" session for those who are not familiar with this practice. I use physical boards to illustrate the concepts and encourage good dialogue. We will discuss several types of kanban boards such as WIP, backlog and retrospectives.
This presentation has been tested at many user group meetings, at clients and conferences such as Agile 2009 & CodeMash 2010. The session takes 1 hour to present, 1 1/2 hours to have good dialogue during the presentation.
Kanban, while not a new concept, nor complex - it is often misunderstood by those who don't practice it. Intended audience is for people that understand agile story wall concepts and whole team. The best audience is a Scrum master who will learn how kanban can take their craft to the next level of a self organizing teams by seeing, not hearing about constraints.
All agile development begins with the sales process. Internally, adopting agile approaches require the support of top management and project managers. External clients have to be sold on the agile approach and convinced to sign a contract that allow for agile development. Sales teams have to be able to convince external clients that the agile approach is the best for their project.
Paul Klipp has been selling the agile process internally and to outside clients since 2004 with considerable success. In this presentation, he'll discuss how to sell the benefits of agile development to internal stakeholders and to outside clients and will provide an overview of different approaches to agile contracts.
We all know, given the right mindset, that Agile approaches are a great way to get results and for people to go home feeling that they have contributed.
But no one really asks why. Why does it work?
This presentation, given at the Agile Business Conference in London in 2013 provides a collection of Agile-independant thoughts and ideas to make people think.
Above all, it provides some take aways to help judge if the team has a solid understanding of purpose and if the team is just well, how can on say, "dysfunctional".
From Technical Debt to Technical HealthDeclan Whelan
Everyone agrees that technical debt is a burden on software innovation that we would rather avoid, and certainly clean up whenever possible. However, in most organizations, people don't prevent technical debt nearly as much as they should, and they don't ever get the time to clean it up. Why, then, if there are clear incentives to deal with technical debt, is it a rampant problem?
In this session, we will focus on how to deal with technical debt on several levels, including the individual developer, the team, the software value stream, and the larger organization. While technical debt may manifest itself in a developer's IDE, the problem starts long before the developer decides to copy and paste some code, or creates an overly-complex and under-documented class. The pressures on teams and individuals to take on more debt than they should come from many sources. Therefore, the solutions to the technical debt problem must extend beyond the team.
Many Agile practitioners are comfortable working iteratively in small slices once there’s a basic foundation, but struggle with where to start on a new project, product, or other big idea. Participants in this session will learn how to use Richard’s Feature Mining technique to find early slices of any big idea that provide value, learning, and risk-mitigation.
Agile For All clients have used this successfully for all kinds of software products, for combined software and hardware systems, and even beyond software in such areas as park construction and office remodeling. In some cases, projects with apparent significant up-front infrastructure requirements were able to ship a valuable slice to customers after just one or two sprints.
Some years ago, Eric Ries, Steve Blank and others initiated The Lean Startup movement. The Lean Startup is a movement, an inspiration, a set of principles and practices that any entrepreneur initiating a startup would be well advised to follow.
Projecting myself into it, I think that if I had read Ries' book before, or even better Blank's book, I would maybe own my own company today, around AirXCell or another product, instead of being disgusted and honestly not considering it for the near future.
In addition to giving a pretty important set of principles when it comes to creating and running a startup, The Lean Startup also implies an extended set of Engineering practices, especially software engineering practices.
Web 2016 (10/13) Servicii Web. De la arhitecturi orientate spre servicii (SOA...Sabin Buraga
Tehnologii Web (prezentările aferente disciplinei predate de Sabin Buraga la Facultatea de Informatică, Universitatea A.I. Cuza din Iași) – detalii la http://profs.info.uaic.ro/~busaco/teach/courses/web/web-film.html
Join SOA thought leader and Microservices Expo editor Jason Bloomberg for an insightful look into the nature of microservices architecture. For it to be SOA -- let alone SOA done right -- we need to pin down just what "SOA done wrong" might be. First-generation SOA with Web Services and ESBs, perhaps?
But then there's second-generation, REST-based SOA. More lightweight and cloud-friendly, but many REST-based SOA practices predate the microservices wave.
Today, microservices and containers go hand in hand -- only the details of "container-oriented architecture" are largely on the drawing board -- and are not likely to look much like SOA in any case.
Microservices: É fácil com Azure Service FabricLuis Rudge
A complexidade de criar e administrar um grande números de serviços é muito grande. Ferramentas e aplicações ainda não conseguiram resolver os inúmeros problemas desse tipo de solução com flexibilidade e de maneira confiável. O Azure Service Fabric, a evolução do PaaS (Platform-as-a-Service) da Microsoft, foi criado pra resolver esses problemas, conectando os microservices com a infraestrutura em que eles estão rodando de maneira simples.
Microservices: What's Missing - O'Reilly Software Architecture New YorkAdrian Cockcroft
Assuming you have already figured out microservices, what else do you need to figure out to get them to work properly. This talk skips my usual introduction to why and what, and goes deeper on how.
We hear a lot about microservices vs. SOA but in reality most companies have both. In this session learn about how you can introduce microservices into your existing infrastructure and where microservices makes the most sense. Topics include how API management and the integration platform help you introduce microservices without the anarchy. See how products such as Oracle API Platform Cloud Service and Oracle Service Bus can be used to support traditional integration styles as well as microservices.
Presented by Luis Weir, Principal, Oracle Ace Director, Capgemini, at Oracle OpenWorld 2016.
Just about all of my current technical content in one 364 slide mega-deck. Source files at https://github.com/adrianco/slides
Sections on:
Scene Setting
State of the Cloud
What Changes?
Product Processes
Microservices
State of the Art
Segmentation
What’s Missing?
Monitoring
Challenges
Migration
Response Times
Serverless
Lock-In
Teraservices
Wrap-Up
Keynote at Dockercon Europe Amsterdam Dec 4th, 2014.
Speeding up development with Docker.
Summary of some interesting web scale microservice architectures.
Please send me updates and corrections to the architecture summaries @adrianco
Thanks Adrian
Created & presented by Mohammad Faiz & Daniel Monahan.
Objectives:
Understand the background and definition of Scrum
Understand how to better manage offshore projects with Scrum
Understand some of the pitfalls of Scrum and how to avoid them
Share best practices and experiences
IWMW 2004: It Always Takes Longer Than You Think (Even If You Think It Will T...IWMW
Slides used in workshop session B1 on "It Always Takes Longer Than You Think (Even If You Think It Will Take Longer Than You Think)" at the IWMW 2004 event held at the University of Birmingham on 27-29 July 2004.
See http://www.ukoln.ac.uk/web-focus/events/workshops/webmaster-2004/sessions/walker/
Climbing out of a Crisis Loop at the BBCRafiq Gemmail
A talk I gave with my friend and mentor Katherine Kirk, on our journey to Scrumban and a leaner workflow at the BBC. See https://www.infoq.com/presentations/bbc-agile-case-study for the full presentation.
Have you or your organization fallen victim to one of the classic website blunders? Was it organization by board member, stock photo syndrome, design by committee, vanishing volunteer web developer, or something else? We will discuss 10 classic website blunders we have witnessed that rendered potentially successful projects ineffective engagement tools, and tell you how to avoid them.
I was hired once to review implementation of UCD process in a modern and fast paced publishing company.
It turned out, that a good idea can go wrong, if there’s temptation to subordinate it to managerial comfort - in this case, standardization. Enough to say, the creative process cannot be standardized at all.
My job was to get insight about the situation and find a solution.
After a two week long observation, I came with some conclusion and this presentation. It was just the beginning of fantastic journey with people I love to day.
In these past few years, agile methods became a vital part in the software development process, but are they really applicable for all types of projects and team sizes?
A while ago, our company changed the way we approach project development because the team noticed that standard SCRUM-ish methods aren't fully compatible for us, so we developed our own, modified version of agile. In this talk, I will showcase how powerful this approach is and how you can use it to find problems, and eventually resolve them.
Agile Approach: How to Identify Requirements, Contain Scope, and Manage BudgetPersonifyMarketing
For many years IT personnel have sought a better way to manage very complicated systems with an eye on schedule, scope, and budget. Agile methods have been found to be a very successful approach for handling these complex projects. But, why is it beneficial to switch to an agile methodology, and what are the practical implications for you and your staff?
Join us to learn about the agile framework and why to adopt agile methodologies in your workplace to increase the effectiveness of your programs and processes.
GraphRAG is All You need? LLM & Knowledge GraphGuy Korland
Guy Korland, CEO and Co-founder of FalkorDB, will review two articles on the integration of language models with knowledge graphs.
1. Unifying Large Language Models and Knowledge Graphs: A Roadmap.
https://arxiv.org/abs/2306.08302
2. Microsoft Research's GraphRAG paper and a review paper on various uses of knowledge graphs:
https://www.microsoft.com/en-us/research/blog/graphrag-unlocking-llm-discovery-on-narrative-private-data/
Neuro-symbolic is not enough, we need neuro-*semantic*Frank van Harmelen
Neuro-symbolic (NeSy) AI is on the rise. However, simply machine learning on just any symbolic structure is not sufficient to really harvest the gains of NeSy. These will only be gained when the symbolic structures have an actual semantics. I give an operational definition of semantics as “predictable inference”.
All of this illustrated with link prediction over knowledge graphs, but the argument is general.
Essentials of Automations: Optimizing FME Workflows with ParametersSafe Software
Are you looking to streamline your workflows and boost your projects’ efficiency? Do you find yourself searching for ways to add flexibility and control over your FME workflows? If so, you’re in the right place.
Join us for an insightful dive into the world of FME parameters, a critical element in optimizing workflow efficiency. This webinar marks the beginning of our three-part “Essentials of Automation” series. This first webinar is designed to equip you with the knowledge and skills to utilize parameters effectively: enhancing the flexibility, maintainability, and user control of your FME projects.
Here’s what you’ll gain:
- Essentials of FME Parameters: Understand the pivotal role of parameters, including Reader/Writer, Transformer, User, and FME Flow categories. Discover how they are the key to unlocking automation and optimization within your workflows.
- Practical Applications in FME Form: Delve into key user parameter types including choice, connections, and file URLs. Allow users to control how a workflow runs, making your workflows more reusable. Learn to import values and deliver the best user experience for your workflows while enhancing accuracy.
- Optimization Strategies in FME Flow: Explore the creation and strategic deployment of parameters in FME Flow, including the use of deployment and geometry parameters, to maximize workflow efficiency.
- Pro Tips for Success: Gain insights on parameterizing connections and leveraging new features like Conditional Visibility for clarity and simplicity.
We’ll wrap up with a glimpse into future webinars, followed by a Q&A session to address your specific questions surrounding this topic.
Don’t miss this opportunity to elevate your FME expertise and drive your projects to new heights of efficiency.
UiPath Test Automation using UiPath Test Suite series, part 4DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 4. In this session, we will cover Test Manager overview along with SAP heatmap.
The UiPath Test Manager overview with SAP heatmap webinar offers a concise yet comprehensive exploration of the role of a Test Manager within SAP environments, coupled with the utilization of heatmaps for effective testing strategies.
Participants will gain insights into the responsibilities, challenges, and best practices associated with test management in SAP projects. Additionally, the webinar delves into the significance of heatmaps as a visual aid for identifying testing priorities, areas of risk, and resource allocation within SAP landscapes. Through this session, attendees can expect to enhance their understanding of test management principles while learning practical approaches to optimize testing processes in SAP environments using heatmap visualization techniques
What will you get from this session?
1. Insights into SAP testing best practices
2. Heatmap utilization for testing
3. Optimization of testing processes
4. Demo
Topics covered:
Execution from the test manager
Orchestrator execution result
Defect reporting
SAP heatmap example with demo
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Key Trends Shaping the Future of Infrastructure.pdfCheryl Hung
Keynote at DIGIT West Expo, Glasgow on 29 May 2024.
Cheryl Hung, ochery.com
Sr Director, Infrastructure Ecosystem, Arm.
The key trends across hardware, cloud and open-source; exploring how these areas are likely to mature and develop over the short and long-term, and then considering how organisations can position themselves to adapt and thrive.
Elevating Tactical DDD Patterns Through Object CalisthenicsDorra BARTAGUIZ
After immersing yourself in the blue book and its red counterpart, attending DDD-focused conferences, and applying tactical patterns, you're left with a crucial question: How do I ensure my design is effective? Tactical patterns within Domain-Driven Design (DDD) serve as guiding principles for creating clear and manageable domain models. However, achieving success with these patterns requires additional guidance. Interestingly, we've observed that a set of constraints initially designed for training purposes remarkably aligns with effective pattern implementation, offering a more ‘mechanical’ approach. Let's explore together how Object Calisthenics can elevate the design of your tactical DDD patterns, offering concrete help for those venturing into DDD for the first time!
JMeter webinar - integration with InfluxDB and GrafanaRTTS
Watch this recorded webinar about real-time monitoring of application performance. See how to integrate Apache JMeter, the open-source leader in performance testing, with InfluxDB, the open-source time-series database, and Grafana, the open-source analytics and visualization application.
In this webinar, we will review the benefits of leveraging InfluxDB and Grafana when executing load tests and demonstrate how these tools are used to visualize performance metrics.
Length: 30 minutes
Session Overview
-------------------------------------------
During this webinar, we will cover the following topics while demonstrating the integrations of JMeter, InfluxDB and Grafana:
- What out-of-the-box solutions are available for real-time monitoring JMeter tests?
- What are the benefits of integrating InfluxDB and Grafana into the load testing stack?
- Which features are provided by Grafana?
- Demonstration of InfluxDB and Grafana using a practice web application
To view the webinar recording, go to:
https://www.rttsweb.com/jmeter-integration-webinar
DevOps and Testing slides at DASA ConnectKari Kakkonen
My and Rik Marselis slides at 30.5.2024 DASA Connect conference. We discuss about what is testing, then what is agile testing and finally what is Testing in DevOps. Finally we had lovely workshop with the participants trying to find out different ways to think about quality and testing in different parts of the DevOps infinity loop.
Builder.ai Founder Sachin Dev Duggal's Strategic Approach to Create an Innova...Ramesh Iyer
In today's fast-changing business world, Companies that adapt and embrace new ideas often need help to keep up with the competition. However, fostering a culture of innovation takes much work. It takes vision, leadership and willingness to take risks in the right proportion. Sachin Dev Duggal, co-founder of Builder.ai, has perfected the art of this balance, creating a company culture where creativity and growth are nurtured at each stage.
FIDO Alliance Osaka Seminar: The WebAuthn API and Discoverable Credentials.pdf
Mqug2015 july richard whyte
1. Richard Whyte, CEng, CITP, FIET, FBCS
CTO IBM-Middleware Services Europe https://uk.linkedin.com/in/whyterichard
Materials created by Richard Whyte and Andy Garratt
Anti-Patterns for
Not-So-Smart Processes:
Avoiding BPM and SOA pitfalls
MQ User Group – Hursley July 2015
4. BPM projects are challenged from several directions
Governance
• Fail to Measure
• No Reviews
• Everyone in Command
Resources
• Wrong Staff
• Wrong Skills
• Needed Tomorrow
• Unmatched working styles
Environment
• Ignorant of Barriers
• Try to change Culture
• Constraint blindness Assumptions
• Expect Fast learners
• Everyone thinks the same
• We all understand what
Quality, Duration, Cost
mean
Technology
• No Automation
• Ignore Reliability
• Misunderstand
Suitability
4
5. Unclear objectives lead to failure
5
"this nation should commit itself to achieving the
goal, before the decade is out, of landing a
man on the moon and returning him safely to
the earth.” JFK May 1961
Who, When, What
NOT Why, How, or Cost
6. Reality TRUMPS theory
§ Magic Progress Fairy !! Actuals trump plan
– Progress is 10 units/day: Why does the plan predict 30?
– Adding staff will make it faster
– Doing more will take the same time: Changes don’t affect plan
§ Magic Data Fairy
– Data appears anywhere in the process
– Integration is not required – until the end
– Cross referencing is simple; we wont mention it
§ Magic Function Phairy !! Magic business adapter
– Integration often takes longer than UI development
– Not sure how this bit works but it will be ok by tomorrow
– Everything we were promised will be available as described
6
A quart does not fit into a pint pot (Even with magic)
European: “1.13652 litres does not fit into a 10.43579872 cm cubic container”
7. Reality TRUMPS optimism
§ We test because the plan says so
– Reality: Testing without fix time seems “Optimistic”
– Reality: Design to support testing – and facilitate fixing
§ Agile means we can change anything anytime at no cost
– Reality: Changes cost time, money, and confusion
– Reality: Changes only on sprint (iteration) boundaries
– Reality: Overall Outcomes and expectations are fixed
§ Clever is not the same as experienced
– Reality: Experience allows the RIGHT shortcuts
– Reality: Clever means get there in the end
– Reality: Your Cobol, Assembler, Java programmers need help
§ Develop a Business Process using assembler best practice?
7
The Guide plan is definitive: Reality is frequently inaccurate1
Please recalibrate your equipment accordingly.
1 Hitchhikers Guide to the Galaxy, Douglas Adams
9. Agile is not another word for chaos
§ Uncontrolled Change leads to chaos
– Don’t change specification between reviews
– Only allow Changes to stretch
– Changes aligned to defined outcomes
§ Undocumented requirements lead to chaos
– Stakeholders entitled to understand likely outcomes at the start
– We are building a Yacht not a Ship: Radical change is a new project
– Documentation is required – it is just not the focus
§ Going to the moon in one leap fails to deliver
– We’re not going live until it’s ‘Pixel Perfect’
– Release 1 will do everything we need
– Plan for what can be delivered
9
Project
Release 1
Playback
1..n
Release
Review
Release 2
Playback
1..n
Release
Review
Release 3
10. Process is not another word for application
§ Building a Victorian house in the style of the 1960s
– BPM gets money therefore my project is BPM
– A team with experience in another technology will not deliver an efficient process.
– Don’t build a process in the style of an ecommerce website
§ The picture is not the WHOLE process
– You still need integration
– You still need exception handling
– You still need flashy screens
§ BPM is not ever finished
– Continuous improvement is the mantra
10
11. Bottom line
§ Governance:
– Plan time to plan
– Set policy and standards and control procedures
§ Resources:
– Agile projects suffer from distraction and varied working practices
– Unmatched skills and experience cause friction
§ Environment:
– Know the process and authorisation to get to production
– Know the constraints that apply to the enterprise
§ Assumptions:
– Review designs to remove the assumption of MAGIC happens
– You cannot beat the numbers: if its never happened before…
§ Technology:
– Automation is important: Plan its purchase or creation
– Purchased solutions need to be installed, learned, and configured
11
13. Smarter Processes improve measurable outcomes
– A Process is a set of activities acting on a common context to achieve a defined
goal: operate a business
13
If your Process is not
smarter then what is
the benefit?
Automate badly:
improve nothing…
Faster Better Cheaper Smarter
14. § Agile projects succeed 3 times more than waterfall.
§ SPRINTS demonstrate progress
– RELEASES deliver value
Architecture and design sprints are obviously needed
Agile projects deliver visibility and iterative value
14
15. Larger projects fail more often
15
0
10
20
30
40
50
60
70
80
90
100
10 100 1000 10000 100000
81
75
61
28
14
Canceled
Delayed
On Time
Early
Function Points
Make a big leaps in small increments
Source: IBM GBS research into
project outcomes
16. Smarter Agile meets Smarter Process
16
ü Agile is a great way to deliver BPM projects
ü Leadership is clearly defining objectives and approach
ü Small steps are less risky than giant leaps
18. Learn from your mistakes
• Indicate lack of understanding, complexity, experience.
• How will you test if you cannot predict how it will fail
Track UNEXPECTED problems
• Listen to your worries and feelings – don’t ignore concerns.
• Lunch and learn (brown bag)
Record and share
• Runners rest after a sprint
• Allow time to reflect and learn
Schedule reflection, improvement, and recovery time
• Beware of MAGIC. Track actuals and trust them
• 75% of projects fail to achieve over 80% of requirements
Track and trust the numbers
18
19. Avoid the ANTI-Patterns: SCOPE
Fail
Smart vs
Smartest
Perfect WIP >
Good in PROD
Context:
Magic > Reality
Ignore the
Numbers
Opportunities
Ignore
experience
Fail to automate Principles &
Architecture
Speed > Quality
Inconsistency
Expectations
R1 does everything
Clever =
Experienced
19
20. SCOPE: Smarter is not Smartest
• Define the deliverable and deliver the 70% path
• Standard-variants and exception paths are phase II
Good in Production trumps Perfect in progress
• I’ve used a website now I’m a UI expert
• I’ve been to a retail store so now I’m an expert in supply chain
Sponsors are not designers
• Is your wireframe screen accessible?
• Have you got ALL the validation?
• What about your data types?
The picture is not the whole process
20
21. SCOPE: Context makes decisions relevant
• Project Poker – Who will admit first that they are late?
• ‘It’s OK, I’ll have it finished by Friday’
Don’t be in Denial
• Planning and estimation is based on experience.
• New challenges need latitude to learn and begin-again
Don’t plan for everyone to be an instant Expert
• How long to build a WARP-DRIVE?
First of a Kind should be called out and planned
• “My AGILE team is self organising and doesn’t need a PM”
Agile does need change control
21
22. SCOPE: take Opportunities to improve
• Automation supports consistent outcomes (no fat fingers)
• Smaller teams (supported by automation)è less coordination
• Continuous integration
Don’t work manually when you can automate
• Use waterfall where appropriate
• Take advantage and share the skills and knowledge you have
Don’t blindly follow agile ; don’t hoard knowledge
• Slightly late is better than Slightly broken
• Same action è same outcome
Don’t repeat mistakes
22
23. SCOPE: Principles
• Do enough to get to the next sprint – not too much – not too little
• Resist pressure to move on before you are ready
Don’t leave tasks partially complete
• Balance long term strategic gains against short term needs
• Maintain structural integrity of the overall architecture
Don’t forget strategic goals - Balance
• Give people a shared philosophy not a rule book
• Empower everyone to make right and appropriate decisions
Don’t be bureaucratic - Establish principles not rules
• Plan to the facts, not to the people. Don’t punish honest estimates!
• Assign responsibilities and empower
Don’t expect order from chaos - Establish control
23
24. SCOPE: Environment / Experience
• People are NOT equal
• Distributed teams are NOT the same as co-located ones
• An interruption takes about half an hour to get productive again
PEOPLE: You need to pick your team
• The user interface is not everything
• Stubs and test data are not REALITY
• Each re-plan or re-location takes about 2 days to settle
PLANNING: Allow time to learn and order the build
• You cannot plan to blame others for late or failed projects
• Technology does not solve everything: Its about people
• You must keep on top of progress, barriers, and priorities
RESPONSIBILITY: Its your company, your project
24
27. There is nothing new in this presentation
§ Fred Brooks: The Mythical Man Month
– 1 Good programmer = 100 programmers
– Adding people to a late project slows progress
§ David Platt: Why Software Sucks
– You are not your own user
– You must complain
27
29. Questions?
︎ IBM MobileFirst http://www.ibm.com/mobilefirst/us/en/
︎ IBM MobileFirst Case Studies http://www.ibm.com/mobilefirst/us/en/see-it-in-action/
︎ IBM MobileFirst Solutions http://www.ibm.com/mobilefirst/us/en/offering s/
http://Linkedin/in/whyteRichard