Rapid development has been an issue for decades. While smart programmers can significantly impact productivity, organizational factors and team cohesion are also important influences on a project's schedule. Adopting systematic development processes based on common sense, rather than bureaucracy, can improve quality, productivity and morale when developing software projects rapidly. Achieving truly rapid development requires accurate estimates, a focus on quality, and avoiding common myths such as underestimating work or trading off quality for schedule.
echnical debt is a popular metaphor used in most delivery teams. It’s a powerful way to describe complicated problems, convey the importance of building things right, and describes the cumulative effect of taking shortcuts. As engineers we all appreciate why preventing and paying down technical debt is important, but its often not something ‘the business’ really appreciates or seemingly cares about.
More and more we see the backlog sliced in 2 different sections, the first being the business value adding work, the second being the technical debt work. This is also accompanied with some kind of rule that says ‘we can spend 10% of our time on technical debt’. It always feels like technical debt is just ‘something the devs go on about’, and not something that adds business value.
This talk is to try to convince you to think about technical debt differently and eliminate it from your backlogs. To do this we’ll have to explore what ends up in the technical debt bucket, why its such a problem and what we can do about it. We’ll also talk about risk, the part it has to play and how it should be your best friend when managing complicated problem domains and systems. My goal is make risk exciting, useful and fundamental in what we do….which may sound crazy, but just stick with me!
Technical debt shouldn’t be something just the dev’s care about, its something everyone should care about.
Copy and paste to access the full recording: http://www.castsoftware.com/news-events/event/gartner-technical-debt?gad=ss
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In this webinar David Norton of Gartner Research discusses recent findings on Technical Debt that estimates industry IT debt is at $500 billion—and on target to reach $1 trillion by 2015. He also talks about the importance of Software Analysis & Measurement to manage Technical Debt, how to measure debt continuously to control TCO of the application lifecycle and include debt measurement in project management and prioritization.
This presentation explores the reasons why software projects are significantly more difficult to manage than other types of projects. Software-specific issues related to scope, resources, and time are explored, as well as how software projects differ from other projects in the physical world. An argument for why software constitutes a “Wicked Problem” is expanded, and numerous software development myths are attacked with real-world anecdotes and solutions.
echnical debt is a popular metaphor used in most delivery teams. It’s a powerful way to describe complicated problems, convey the importance of building things right, and describes the cumulative effect of taking shortcuts. As engineers we all appreciate why preventing and paying down technical debt is important, but its often not something ‘the business’ really appreciates or seemingly cares about.
More and more we see the backlog sliced in 2 different sections, the first being the business value adding work, the second being the technical debt work. This is also accompanied with some kind of rule that says ‘we can spend 10% of our time on technical debt’. It always feels like technical debt is just ‘something the devs go on about’, and not something that adds business value.
This talk is to try to convince you to think about technical debt differently and eliminate it from your backlogs. To do this we’ll have to explore what ends up in the technical debt bucket, why its such a problem and what we can do about it. We’ll also talk about risk, the part it has to play and how it should be your best friend when managing complicated problem domains and systems. My goal is make risk exciting, useful and fundamental in what we do….which may sound crazy, but just stick with me!
Technical debt shouldn’t be something just the dev’s care about, its something everyone should care about.
Copy and paste to access the full recording: http://www.castsoftware.com/news-events/event/gartner-technical-debt?gad=ss
-------------------------------------------------------
In this webinar David Norton of Gartner Research discusses recent findings on Technical Debt that estimates industry IT debt is at $500 billion—and on target to reach $1 trillion by 2015. He also talks about the importance of Software Analysis & Measurement to manage Technical Debt, how to measure debt continuously to control TCO of the application lifecycle and include debt measurement in project management and prioritization.
This presentation explores the reasons why software projects are significantly more difficult to manage than other types of projects. Software-specific issues related to scope, resources, and time are explored, as well as how software projects differ from other projects in the physical world. An argument for why software constitutes a “Wicked Problem” is expanded, and numerous software development myths are attacked with real-world anecdotes and solutions.
1. What is Lean
2. History of Lean
3. Lean production
4. 7 principles of Lean
5. 22 tools of Lean
6. Advantages and disadvantages
7. Conclusion
8. References
Presentation given by Fadi Stephan from Kaizenko at AgileDC2018 on 10/15/2018 in Washington DC. Also see blog series on Managing Technical Debt at https://www.kaizenko.com/managing-technical-debt/
Is your team constantly missing delivery dates? Is the velocity decreasing from sprint to sprint while the development costs are rising? Are customers complaining about the increasing number of bugs and the long time it takes to add new features? These are all signs that you are mired in technical debt and probably on your way to bankruptcy or a complete system rewrite. Technical debt is inevitable, whether intentional or unintentional. However, not managing technical debt can paralyze your organization. Fadi Stephan expands on the technical debt metaphor and introduces a technical debt management plan that enables executives and teams to make prudent decisions on code quality and technical debt. Come learn how to measure the quality of your code base and determine the amount of your debt.
Project Estimation Presentation - Donte's 8th level of estimating level of ef...Promet Source
Johnnie Fox, Project Manager at Promet delivers this overview on web development project estimation, how to do it right and the pitfalls to watch out for.
Important aspect of doing a Lean Software Development is identifying and eliminating waste and amplifying learning. Sharing summary of my notes as I go through LSD by Poppendiecks and practice it myself at Go-Jek.
Discover 12 principles for Agile Development created by @liquidconcept.
Liquid Concept is a swiss interactive communications agency. We share the values of our international clients: quality, user-friendliness, clarity and attention to detail
What is Technical Debt? It doesn't have to be negative, but it does have to be carefully managed. Here is a quick run-down of best practice to approaching Technical Debt management.
Technical Debt - The number one reason why technical projects get derailedAccesto
A couple of years ago we had a very successful product - a game hosting management panel. Over the years our client database grew and we introduced support for new games and new features.
That was our first product, and it became quite popular. At one point it was used by the majority of game hosting providers in Poland.
But then, here’s what happened: as our client database quickly grew and we extended the application’s functionality, we consciously started taking shortcuts. Sometimes because of time constraints, other times we just thought it was the smart thing to do.
With time it got harder and harder to fix the bugs and introduce new features. We had been adding fuel to the fire without noticing it. And then, one day, we just realized the product was not profitable anymore due to its technical debt. The expenses of maintaining the product outgrew the profits it had been bringing in.
Presented by David Croley at ALN Houston.
Learn about technical debt (the good and bad kind), its impact on your ability to ship working product via game format.
1. What is Lean
2. History of Lean
3. Lean production
4. 7 principles of Lean
5. 22 tools of Lean
6. Advantages and disadvantages
7. Conclusion
8. References
Presentation given by Fadi Stephan from Kaizenko at AgileDC2018 on 10/15/2018 in Washington DC. Also see blog series on Managing Technical Debt at https://www.kaizenko.com/managing-technical-debt/
Is your team constantly missing delivery dates? Is the velocity decreasing from sprint to sprint while the development costs are rising? Are customers complaining about the increasing number of bugs and the long time it takes to add new features? These are all signs that you are mired in technical debt and probably on your way to bankruptcy or a complete system rewrite. Technical debt is inevitable, whether intentional or unintentional. However, not managing technical debt can paralyze your organization. Fadi Stephan expands on the technical debt metaphor and introduces a technical debt management plan that enables executives and teams to make prudent decisions on code quality and technical debt. Come learn how to measure the quality of your code base and determine the amount of your debt.
Project Estimation Presentation - Donte's 8th level of estimating level of ef...Promet Source
Johnnie Fox, Project Manager at Promet delivers this overview on web development project estimation, how to do it right and the pitfalls to watch out for.
Important aspect of doing a Lean Software Development is identifying and eliminating waste and amplifying learning. Sharing summary of my notes as I go through LSD by Poppendiecks and practice it myself at Go-Jek.
Discover 12 principles for Agile Development created by @liquidconcept.
Liquid Concept is a swiss interactive communications agency. We share the values of our international clients: quality, user-friendliness, clarity and attention to detail
What is Technical Debt? It doesn't have to be negative, but it does have to be carefully managed. Here is a quick run-down of best practice to approaching Technical Debt management.
Technical Debt - The number one reason why technical projects get derailedAccesto
A couple of years ago we had a very successful product - a game hosting management panel. Over the years our client database grew and we introduced support for new games and new features.
That was our first product, and it became quite popular. At one point it was used by the majority of game hosting providers in Poland.
But then, here’s what happened: as our client database quickly grew and we extended the application’s functionality, we consciously started taking shortcuts. Sometimes because of time constraints, other times we just thought it was the smart thing to do.
With time it got harder and harder to fix the bugs and introduce new features. We had been adding fuel to the fire without noticing it. And then, one day, we just realized the product was not profitable anymore due to its technical debt. The expenses of maintaining the product outgrew the profits it had been bringing in.
Presented by David Croley at ALN Houston.
Learn about technical debt (the good and bad kind), its impact on your ability to ship working product via game format.
I am Mohsin Ali Student of Sofware Engineering. Software Engineering Sir give us these slides to read and learn from it. And these Slides are very interesting for Sofware Eng Students.
Four major causes of difficulty in gathering system requirement and business requirements, Reasons projects were
abandoned.Three Generations of System Development:1. Direct Contact 2. Business Analyst 3.Team Based.
AMIS 25: DevOps Best Practice for Oracle SOA and BPMMatt Wright
DevOps and Cloud are transforming the software release process, one which spans multiple teams across development and operations (including testing, infrastructure management), into a collaborative process, with all teams working together to deliver solutions into production faster.
This session details how to implement a continuous delivery process for Oracle SOA/BPM projects, both on-premise and in the cloud, which transform the release process into an automated, reliable, high quality delivery pipeline that that deliver projects faster, with less risk and less cost.
It details the processes and best practices that need to be established, how to use tools to automate and govern the build, deployment and configuration of code from our first initial environment through to production.
1. Learn how DevOps and Continuous Delivery can stream-line the delivery of integration / bpm projects into production.
2. Learn how DevOps plus the Cloud service can accelerate the implementation of on-premise Oracle SOA .
3. Learn best practice for implementing DevOps or Continuous Delivery for Oracle SOA projects on-cloud and on-premise.
4. How to use tools to automate and govern the build, deployment and configuration of code from dev through to production
5. How to leverage the Cloud for Dev and Test, and the benefits this provides.
An overview of IT challenges and how Perficient China uses agile frameworks, methodologies, and practices to address these challenges and consistently deliver valued results to our clients.
2. Elemental Economics - Mineral demand.pdfNeal Brewster
After this second you should be able to: Explain the main determinants of demand for any mineral product, and their relative importance; recognise and explain how demand for any product is likely to change with economic activity; recognise and explain the roles of technology and relative prices in influencing demand; be able to explain the differences between the rates of growth of demand for different products.
Yes of course, you can easily start mining pi network coin today and sell to legit pi vendors in the United States.
Here the what'sapp contact of my personal vendor.
+12349014282
#pi network #pi coins #legit #passive income
#US
how to swap pi coins to foreign currency withdrawable.DOT TECH
As of my last update, Pi is still in the testing phase and is not tradable on any exchanges.
However, Pi Network has announced plans to launch its Testnet and Mainnet in the future, which may include listing Pi on exchanges.
The current method for selling pi coins involves exchanging them with a pi vendor who purchases pi coins for investment reasons.
If you want to sell your pi coins, reach out to a pi vendor and sell them to anyone looking to sell pi coins from any country around the globe.
Below is the what'sapp information for my personal pi vendor.
+12349014282
STREETONOMICS: Exploring the Uncharted Territories of Informal Markets throug...sameer shah
Delve into the world of STREETONOMICS, where a team of 7 enthusiasts embarks on a journey to understand unorganized markets. By engaging with a coffee street vendor and crafting questionnaires, this project uncovers valuable insights into consumer behavior and market dynamics in informal settings."
how to sell pi coins in South Korea profitably.DOT TECH
Yes. You can sell your pi network coins in South Korea or any other country, by finding a verified pi merchant
What is a verified pi merchant?
Since pi network is not launched yet on any exchange, the only way you can sell pi coins is by selling to a verified pi merchant, and this is because pi network is not launched yet on any exchange and no pre-sale or ico offerings Is done on pi.
Since there is no pre-sale, the only way exchanges can get pi is by buying from miners. So a pi merchant facilitates these transactions by acting as a bridge for both transactions.
How can i find a pi vendor/merchant?
Well for those who haven't traded with a pi merchant or who don't already have one. I will leave the what'sapp number of my personal pi merchant who i trade pi with.
Message: +12349014282 VIA Whatsapp.
#pi #sell #nigeria #pinetwork #picoins #sellpi #Nigerian #tradepi #pinetworkcoins #sellmypi
how to sell pi coins effectively (from 50 - 100k pi)DOT TECH
Anywhere in the world, including Africa, America, and Europe, you can sell Pi Network Coins online and receive cash through online payment options.
Pi has not yet been launched on any exchange because we are currently using the confined Mainnet. The planned launch date for Pi is June 28, 2026.
Reselling to investors who want to hold until the mainnet launch in 2026 is currently the sole way to sell.
Consequently, right now. All you need to do is select the right pi network provider.
Who is a pi merchant?
An individual who buys coins from miners on the pi network and resells them to investors hoping to hang onto them until the mainnet is launched is known as a pi merchant.
debuts.
I'll provide you the what'sapp number.
+12349014282
What website can I sell pi coins securely.DOT TECH
Currently there are no website or exchange that allow buying or selling of pi coins..
But you can still easily sell pi coins, by reselling it to exchanges/crypto whales interested in holding thousands of pi coins before the mainnet launch.
Who is a pi merchant?
A pi merchant is someone who buys pi coins from miners and resell to these crypto whales and holders of pi..
This is because pi network is not doing any pre-sale. The only way exchanges can get pi is by buying from miners and pi merchants stands in between the miners and the exchanges.
How can I sell my pi coins?
Selling pi coins is really easy, but first you need to migrate to mainnet wallet before you can do that. I will leave the what'sapp contact of my personal pi merchant to trade with.
+12349014282
Lecture slide titled Fraud Risk Mitigation, Webinar Lecture Delivered at the Society for West African Internal Audit Practitioners (SWAIAP) on Wednesday, November 8, 2023.
Turin Startup Ecosystem 2024 - Ricerca sulle Startup e il Sistema dell'Innov...Quotidiano Piemontese
Turin Startup Ecosystem 2024
Una ricerca de il Club degli Investitori, in collaborazione con ToTeM Torino Tech Map e con il supporto della ESCP Business School e di Growth Capital
Financial Assets: Debit vs Equity Securities.pptxWrito-Finance
financial assets represent claim for future benefit or cash. Financial assets are formed by establishing contracts between participants. These financial assets are used for collection of huge amounts of money for business purposes.
Two major Types: Debt Securities and Equity Securities.
Debt Securities are Also known as fixed-income securities or instruments. The type of assets is formed by establishing contracts between investor and issuer of the asset.
• The first type of Debit securities is BONDS. Bonds are issued by corporations and government (both local and national government).
• The second important type of Debit security is NOTES. Apart from similarities associated with notes and bonds, notes have shorter term maturity.
• The 3rd important type of Debit security is TRESURY BILLS. These securities have short-term ranging from three months, six months, and one year. Issuer of such securities are governments.
• Above discussed debit securities are mostly issued by governments and corporations. CERTIFICATE OF DEPOSITS CDs are issued by Banks and Financial Institutions. Risk factor associated with CDs gets reduced when issued by reputable institutions or Banks.
Following are the risk attached with debt securities: Credit risk, interest rate risk and currency risk
There are no fixed maturity dates in such securities, and asset’s value is determined by company’s performance. There are two major types of equity securities: common stock and preferred stock.
Common Stock: These are simple equity securities and bear no complexities which the preferred stock bears. Holders of such securities or instrument have the voting rights when it comes to select the company’s board of director or the business decisions to be made.
Preferred Stock: Preferred stocks are sometime referred to as hybrid securities, because it contains elements of both debit security and equity security. Preferred stock confers ownership rights to security holder that is why it is equity instrument
<a href="https://www.writofinance.com/equity-securities-features-types-risk/" >Equity securities </a> as a whole is used for capital funding for companies. Companies have multiple expenses to cover. Potential growth of company is required in competitive market. So, these securities are used for capital generation, and then uses it for company’s growth.
Concluding remarks
Both are employed in business. Businesses are often established through debit securities, then what is the need for equity securities. Companies have to cover multiple expenses and expansion of business. They can also use equity instruments for repayment of debits. So, there are multiple uses for securities. As an investor, you need tools for analysis. Investment decisions are made by carefully analyzing the market. For better analysis of the stock market, investors often employ financial analysis of companies.
17. Effect of Estimation Accuracy 100% >100% < 100% Target as a Percentage of Nominal Estimate Overestimation Underestimation Cost Effort Schedule Linear impact due to Parkinson’s Law Non-linear impact due to planning errors, upstream defects, high-risk practices
23. Myth #5 You Can Trade-Off Quality for Schedule or Cost
24.
25. Late Defect Correction is Expensive Phase That a Defect Is Created Cost to Correct Requirements Architecture Detailed design Construction Requirements Architecture Detailed design Construction Release 50-200X 1X Phase That a Defect Is Corrected 50-200X 1X
26. Fix More Defects Earlier! Phase That a Defect Is Created Cost to Correct Requirements Architecture Detailed design Construction Requirements Architecture Detailed design Construction Release 50-200X 1X Phase That a Defect Is Corrected 50-200X 1X Fix Here Not Here
27. Reduce Defect Cost Increase! Phase That a Defect Is Created Cost to Correct Requirements Architecture Detailed design Construction Requirements Architecture Detailed design Construction Release 10X? 1X Phase That a Defect Is Corrected 10X? 1X
28.
29.
30. Myth #6 Customers and Management Want Rapid Development
31. Speed-Oriented Practices 6 Months: Nominal Schedule Competitor will release next version of their product Average Project “ Rapid” Project Risk of Overrun
32. Risk-Oriented Practices 6 Months: Nominal Schedule Beginning of Holiday Sales Season or Trade Show Average Project “ Rapid” Project Risk of Overrun
33. Visibility-Oriented Practices 6 Months: Nominal Schedule Risk of Overrun Average Project “ Rapid” Project Project review meeting where project is cancelled due to general nervousness
34. Myth #7 Smart Programmers Exert the Biggest Productivity Impact
35.
36.
37.
38.
39.
40. Myth #8 Software Processes Apply Only to Large, Old-Fashioned, Bureaucratic Projects
41.
42. Good Processes are Based on Common Sense Source: Telcordia Technologies: The Journey to High Maturity, Bill Pitterman, IEEE Software, July 2000 Quality Creative Chaos Mindless Chaos Mindless Bureaucracy Yes No Yes No Documented Process Common Sense
Churchill Joke -- “Churchill was asked if he didn’t start to get a big head because…” Woody Allen “We need the eggs” joke? -- seems appropriate for the “myths” topic Need to get Albertus font installed on this machine
These mistakes have been made so often and by so many different people that they deserve to be called ‘classics’.
These mistakes have been made so often and by so many different people that they deserve to be called ‘classics’.
These mistakes have been made so often and by so many different people that they deserve to be called ‘classics’.
From “A Correlational Study of the CMM and Software Development Performance” Dr. Patricia K. Lawlis, Capt. Robert M. Flowe, and Capt. James B. Thordahl , CrossTalk, September 1995
From “A Correlational Study of the CMM and Software Development Performance” Dr. Patricia K. Lawlis, Capt. Robert M. Flowe, and Capt. James B. Thordahl , CrossTalk, September 1995
From “A Correlational Study of the CMM and Software Development Performance” Dr. Patricia K. Lawlis, Capt. Robert M. Flowe, and Capt. James B. Thordahl , CrossTalk, September 1995
Message: it’s more important to get the right requirements than...
Message: it’s more important to get the right requirements than...
5 Why did I change the subtitle of the talk to “Taming Wild Software Schedules?” Why not just call it “Developing as Fast as Possible?” It’s because it turns out that there is a lot more to rapid development than all-out development speed. Kinds of Effective, Schedule-Oriented Practices Speed-Oriented Practices (Do 12 month project in 9 months) ( Evolutionary Prototyping, RDLs, Timeboxing, Outsourcing ) These are clearly needed, as the introduction illustrated. Schedule-Risk Practices (Contain 12 month project to 12 months) ( Change Board, Top 10 risks list, Design for Change ) These practices are for damage containment—for preventing big overruns Visibility-Oriented Practices ( Evidence that 12 month project will take 12 months) ( Miniature Milestones, Staged Delivery, Project Status on Intranet ) This is how organizations choose ill-suited practices They choose speed-oriented practices when what they really need to do is manage risk better, etc. The bottom line is that you need to employ all three kinds of practices within a well-considered framework
5 Why did I change the subtitle of the talk to “Taming Wild Software Schedules?” Why not just call it “Developing as Fast as Possible?” It’s because it turns out that there is a lot more to rapid development than all-out development speed. Kinds of Effective, Schedule-Oriented Practices Speed-Oriented Practices (Do 12 month project in 9 months) ( Evolutionary Prototyping, RDLs, Timeboxing, Outsourcing ) These are clearly needed, as the introduction illustrated. Schedule-Risk Practices (Contain 12 month project to 12 months) ( Change Board, Top 10 risks list, Design for Change ) These practices are for damage containment—for preventing big overruns Visibility-Oriented Practices ( Evidence that 12 month project will take 12 months) ( Miniature Milestones, Staged Delivery, Project Status on Intranet ) This is how organizations choose ill-suited practices They choose speed-oriented practices when what they really need to do is manage risk better, etc. The bottom line is that you need to employ all three kinds of practices within a well-considered framework
5 Why did I change the subtitle of the talk to “Taming Wild Software Schedules?” Why not just call it “Developing as Fast as Possible?” It’s because it turns out that there is a lot more to rapid development than all-out development speed. Kinds of Effective, Schedule-Oriented Practices Speed-Oriented Practices (Do 12 month project in 9 months) ( Evolutionary Prototyping, RDLs, Timeboxing, Outsourcing ) These are clearly needed, as the introduction illustrated. Schedule-Risk Practices (Contain 12 month project to 12 months) ( Change Board, Top 10 risks list, Design for Change ) These practices are for damage containment—for preventing big overruns Visibility-Oriented Practices ( Evidence that 12 month project will take 12 months) ( Miniature Milestones, Staged Delivery, Project Status on Intranet ) This is how organizations choose ill-suited practices They choose speed-oriented practices when what they really need to do is manage risk better, etc. The bottom line is that you need to employ all three kinds of practices within a well-considered framework