EDM is an agile, spiral methodology developed specifically for business intelligence. It is a complete end-to-end methodology including assessment, initiation, and delivery.
EDM incorporates a principles-based layered architecture, including business architecture, information systems architecture, and techology layers.
The document discusses digitalization through the use of domain-specific languages (DSLs). It suggests that DSLs can help accelerate development, simplify customization, and express business goals, requirements, design, and implementation in a single language. The document outlines considerations for whether an organization needs a DSL, how to structure a proof of concept, and how to ensure long term maintenance and adoption of the DSL approach.
Monolith to serverless service based architectures in the enterpriseSameh Deabes
Brief introductions about the following topics and how they relate to each other: SOA, ESB, Cloud, Cloud Native Architecture, Microservices, Multigrained Services, NoESB, API-First, Full Lifecycle API Management, etc.
The session will focus mainly on microservices pitfalls and what to do about it.
Why your employees should contribute to Open SourceRich Bowen
The document discusses the benefits of employees participating in open source projects. It argues that such participation improves technical skills, expands employees' skill sets, enhances communication abilities, and provides opportunities for leadership and mentorship. Engaging in open source is presented as a way for employees to become experts in their fields while developing valuable transferable skills for their jobs.
This document summarizes a presentation about the challenges faced by requirements engineers and professionals due to the rise of new technologies and amateur developers. It notes that tools like the internet have lowered barriers for non-professionals to create software. This has led to a gap between professional analysts and amateur developers working in marketing. The document gives examples of issues that can arise when marketing departments hire external agencies to quickly build applications without following proper requirements and security practices. While some applications become obsolete after campaigns, others take on more importance over time, leaving professionals struggling to maintain unstructured code. The document argues this approach does not lead to true success and discusses potential measures to improve coordination between professionals and amateurs developing customer-facing applications and websites.
Designing Digital Change, Synopsis Hong Kong, April 2016:
In this session Mr. Nigel Green shares his experience of preparing organisations for the Digital World. He introduces key concepts that will help open-up the discussion of the implications, risks, and opportunities, of a digital strategy. Whilst the popular definition of “Going Digital” is often focused on digital channels for Marketing purposes, Mr. Green explains why it also impacts many areas of the organisation, and explains why it is not simply the CMO’s, CDO’s, or CIO’s challenge alone. He will also share tools and techniques used in the design & execution of the transformation to a digitally enabled business. In addition, he will discuss pragmatic next steps to take, and share ideas on how to contribute to a business-wide discussion on the subject.
This session should be of interest to anyone trying to get to grips with what “Going Digital” means to their organization, and how to start planning the change:
- The components of a digitally-enabled Business Model
- The implications & risks of adopting “Bi-modal IT”
- How to design for the protection of existing core business systems whilst embracing the new
- Dealing with an unknown future, and adaptive long-range planning
- The dangers of “Big Design Up Front”, and perhaps paradoxically, why “Adaptive Design” is ever more crucial
- The business and technology architecture implications - including a perspective on the applicability of a pattern adopted by the “born digitals” (e.g. Netflix, Google, and Amazon)
- Suggested subject matter experts to track, follow-up research material, and next steps to take.
From Technical to Social Debt: Analyzing Software Development Communities usi...Damian Tamburri
An established body of knowledge discusses the importance of technical debt for product quality. In layman’s terms, Technical debt represents the current state of a software product as a result of accumulated technical decisions (e.g., architecture decisions, etc.). Techniques to study product quality limitations inherent to technical debt include technical data mining, code-analysis.
Nevertheless, quite recently we figured out that technical debt is only one face of the coin. In fact, social debt, the social and organisational counterpart to technical debt, plays a pivotal role in determining software product and process quality. Social debt reflects the social and organisational problems occurring in software development communities. Social debt reflects socio-technical decisions (e.g., adopting agile methods or outsourcing) and can compromise the quality of software development communities, eventually leading to software failure.
Studying and harnessing social debt is paramount to ensure successful software engineering in large-scale software development communities. This talk will focus on explaining the relations between technical and social debt while delineating techniques inherited from technical debt, organisational research and social networks research that could be rephrased to investigate social debt in software engineering (e.g., socio-technical code analysis, social-code graphs, socio-technical debt patterns, etc.).
David Bogaerts, ING Bank | Agile Turkey Summit 2013Agile Turkey
Building a Lean Agile Enterprise
The first Agile pilot at the domestic bank of ING Netherlands started at the end of 2010. Since that moment agility said foot in our IT department. Now we find ourselves in the middle of a transition we didn’t dare to think of in our wildest dreams. We are scaling up to more than 100 Agile teams with all the challenges but also all the advantages this brings.
In this session we will explore the Agile transition through the eyes of a Lean Agile coach. This session will cover:
• some of the interventions that brought us this far, but also
• the many mistakes we made on our way, and of course
• the challenges that are still ahead of us in our constant strive for agility
Lean Software Delivery with IBM Rational PlatformClay Nelson
This document discusses how principles of Lean Thinking from manufacturing can be applied to software delivery processes to improve quality and reduce waste. It defines Lean Thinking and the seven types of waste it aims to eliminate. Key principles for software delivery discussed include value flow to continuously deliver working software in a just-in-time manner, eliminating partially done work and extra features, and embracing iterative development approaches. The IBM Rational platform can help implement Lean approaches to transform software delivery.
The document discusses digitalization through the use of domain-specific languages (DSLs). It suggests that DSLs can help accelerate development, simplify customization, and express business goals, requirements, design, and implementation in a single language. The document outlines considerations for whether an organization needs a DSL, how to structure a proof of concept, and how to ensure long term maintenance and adoption of the DSL approach.
Monolith to serverless service based architectures in the enterpriseSameh Deabes
Brief introductions about the following topics and how they relate to each other: SOA, ESB, Cloud, Cloud Native Architecture, Microservices, Multigrained Services, NoESB, API-First, Full Lifecycle API Management, etc.
The session will focus mainly on microservices pitfalls and what to do about it.
Why your employees should contribute to Open SourceRich Bowen
The document discusses the benefits of employees participating in open source projects. It argues that such participation improves technical skills, expands employees' skill sets, enhances communication abilities, and provides opportunities for leadership and mentorship. Engaging in open source is presented as a way for employees to become experts in their fields while developing valuable transferable skills for their jobs.
This document summarizes a presentation about the challenges faced by requirements engineers and professionals due to the rise of new technologies and amateur developers. It notes that tools like the internet have lowered barriers for non-professionals to create software. This has led to a gap between professional analysts and amateur developers working in marketing. The document gives examples of issues that can arise when marketing departments hire external agencies to quickly build applications without following proper requirements and security practices. While some applications become obsolete after campaigns, others take on more importance over time, leaving professionals struggling to maintain unstructured code. The document argues this approach does not lead to true success and discusses potential measures to improve coordination between professionals and amateurs developing customer-facing applications and websites.
Designing Digital Change, Synopsis Hong Kong, April 2016:
In this session Mr. Nigel Green shares his experience of preparing organisations for the Digital World. He introduces key concepts that will help open-up the discussion of the implications, risks, and opportunities, of a digital strategy. Whilst the popular definition of “Going Digital” is often focused on digital channels for Marketing purposes, Mr. Green explains why it also impacts many areas of the organisation, and explains why it is not simply the CMO’s, CDO’s, or CIO’s challenge alone. He will also share tools and techniques used in the design & execution of the transformation to a digitally enabled business. In addition, he will discuss pragmatic next steps to take, and share ideas on how to contribute to a business-wide discussion on the subject.
This session should be of interest to anyone trying to get to grips with what “Going Digital” means to their organization, and how to start planning the change:
- The components of a digitally-enabled Business Model
- The implications & risks of adopting “Bi-modal IT”
- How to design for the protection of existing core business systems whilst embracing the new
- Dealing with an unknown future, and adaptive long-range planning
- The dangers of “Big Design Up Front”, and perhaps paradoxically, why “Adaptive Design” is ever more crucial
- The business and technology architecture implications - including a perspective on the applicability of a pattern adopted by the “born digitals” (e.g. Netflix, Google, and Amazon)
- Suggested subject matter experts to track, follow-up research material, and next steps to take.
From Technical to Social Debt: Analyzing Software Development Communities usi...Damian Tamburri
An established body of knowledge discusses the importance of technical debt for product quality. In layman’s terms, Technical debt represents the current state of a software product as a result of accumulated technical decisions (e.g., architecture decisions, etc.). Techniques to study product quality limitations inherent to technical debt include technical data mining, code-analysis.
Nevertheless, quite recently we figured out that technical debt is only one face of the coin. In fact, social debt, the social and organisational counterpart to technical debt, plays a pivotal role in determining software product and process quality. Social debt reflects the social and organisational problems occurring in software development communities. Social debt reflects socio-technical decisions (e.g., adopting agile methods or outsourcing) and can compromise the quality of software development communities, eventually leading to software failure.
Studying and harnessing social debt is paramount to ensure successful software engineering in large-scale software development communities. This talk will focus on explaining the relations between technical and social debt while delineating techniques inherited from technical debt, organisational research and social networks research that could be rephrased to investigate social debt in software engineering (e.g., socio-technical code analysis, social-code graphs, socio-technical debt patterns, etc.).
David Bogaerts, ING Bank | Agile Turkey Summit 2013Agile Turkey
Building a Lean Agile Enterprise
The first Agile pilot at the domestic bank of ING Netherlands started at the end of 2010. Since that moment agility said foot in our IT department. Now we find ourselves in the middle of a transition we didn’t dare to think of in our wildest dreams. We are scaling up to more than 100 Agile teams with all the challenges but also all the advantages this brings.
In this session we will explore the Agile transition through the eyes of a Lean Agile coach. This session will cover:
• some of the interventions that brought us this far, but also
• the many mistakes we made on our way, and of course
• the challenges that are still ahead of us in our constant strive for agility
Lean Software Delivery with IBM Rational PlatformClay Nelson
This document discusses how principles of Lean Thinking from manufacturing can be applied to software delivery processes to improve quality and reduce waste. It defines Lean Thinking and the seven types of waste it aims to eliminate. Key principles for software delivery discussed include value flow to continuously deliver working software in a just-in-time manner, eliminating partially done work and extra features, and embracing iterative development approaches. The IBM Rational platform can help implement Lean approaches to transform software delivery.
The document discusses technical debt in software development. Technical debt occurs when developers take shortcuts or make suboptimal design decisions to quickly deliver features. This debt accumulates interest over time as more changes are made, making the software harder to maintain. If left unchecked, technical debt can lead to "technical bankruptcy" where the cost of change becomes prohibitively high. Common causes of technical debt include schedule pressure, lack of skilled designers, and inadequate design principles and refactoring. Managing technical debt involves increasing awareness of it, detecting and repaying existing debt, and preventing further accumulation through monitoring and periodic repayment.
The document discusses the role of architects in software development organizations. It defines an architect as someone who provides an abstract description of a system across its lifecycle. Effective architects communicate well, maintain an abstract view while also being hands-on, and work as part of a "council" rather than alone to leverage peer feedback. Architectural styles need to balance completeness with flexibility to withstand changing technologies over multiple eras. Overall the role requires both a broad technical expertise and an understanding of both technical and business perspectives.
[IBM Pulse 2014] #1579 DevOps Technical Strategy and RoadmapDaniel Berg
Hey everyone. Here is the presentation that I had the pleasure of presenting the following deck with Maciej Zawadzki and Ruth Willenborg describing IBM's technical strategy and roadmap.
Enjoy!!!
This document discusses challenges of agile software development based on a literature review. It identifies three main challenges: the vague definition and principles of agile, the lack of support for complex environments, and the gap between academia and industry. The review examines papers that explore revising agile principles, tailoring agile for distributed teams, and collecting challenges from practitioners to compare to research topics. It concludes by calling for further refinement of principles, hybrid agile-traditional methods, and reducing the divide between research and industry needs.
Researchers in model-driven development (MDD) should be intimately familiar with how MDD is used in industry. If they are not, there is a danger that new methods and tools are developed without proper consideration for the way that MDD developers actually work and think. A thorough understanding of current MDD industrial practice can inform research problems and ensure that research solutions are actually adopted.
This talk will describe results from a year long study, which applied methods from social science to understand how MDD is actually used in industry. Based on a survey of over 400 MDD practitioners, in-depth interviews with 22 industry professionals from 17 different companies, and a small number of on-site observational studies, the talk will discuss the current state-of-practice in industrial use of MDD, and will offer some insights on current research gaps.
Role of the Agile Leader in Reconfiguring the BusinessIsrael Gat
The document discusses the role of agile leaders in reconfiguring businesses for constant disruption. It covers techno-economic cycles over decades and centuries and how the pace of change is now exponential. The agile leader must help the business adapt continuously by crossing three chasms: connecting with customers, addressing cultural challenges, and leveraging software capabilities at scale. Software is becoming ubiquitous and a key factor in technological revolutions similar to oil.
The document discusses the evolving role of the business analyst. It outlines how the role has changed from a technical focus to now requiring excellent communication and business analysis skills. Additionally, it explores how industry trends, quality initiatives, and outsourcing have impacted the need for business analysts to excel at requirements gathering and management. The business analyst acts as a liaison between technical teams and stakeholders to ensure business needs are met.
This document discusses signs that can indicate whether a software development team is good or bad. Some red flags include developers complaining about lack of work or not understanding the codebase. A good process would make tasks and locations clear for new developers. Unit testing and issue tracking are also signs of a mature team, but many teams don't implement them properly or see their value. Overall, a good team is one where knowledge and skills continually grow to meet new challenges.
In this session we will discuss the use of Agile constructs within the domain of software architecture. This will include an exploration of how to balance emergent designs with intentional planning. Additional ancillary topics will also be addressed including: common architecture principles, guidelines for measuring good architecture, and an evaluation of agile techniques.
By the end of the session, attendees will have a new perspective on architecture that will empower them to create flexible software solutions.
Towards a Technical Debt Management Framework based on Cost-Benefit AnalysisM Firdaus Harun
This document proposes a technical debt management framework based on cost-benefit analysis (CoBeTDM). It discusses identifying technical debt using metrics, prioritizing debt repayment using a cost-benefit analysis to determine which issues provide the best return on investment, and using a meta-model to track debt over time. Examples are provided of identifying a debt item, assessing its costs and benefits, and prioritizing repayment. Open questions on monitoring and thresholds are also discussed, as well as plans for future work validating the approach with historical data and developing management tools.
Facebook, Netflix, Flickr, Etsy, LinkedIn, eSurance, Instagram and Salesforce.com; you know their names. As a consumer, you’ve probably used services provided by many of them. These are some of the “born on the web” companies of the last couple of decades that have helped pioneer new, web-based business models - and in the process become dominant players in their markets, or created new markets altogether. Call them the “Cool Kids”.
What you may not know, however, is that these companies are also strong adopters of a DevOps approach when it comes to software development and delivery. In this presentation we take a look at these companies to discern patterns related to how they have applied DevOps in the areas of Culture, Organization, Practices, Automation and Measurements.
Even if your company bears no resemblance at all to the Cool Kids, you can take away some important learnings from them as you look to apply DevOps to your own software initiatives.
This presentation is a result of a joint project executed by IBM strategists Bill Holtshouser and Carl Zetie, both of the Rational division in IBM Software Group, during the first half of 2014.
In this fast moving world, outsourcing is considered to be a primary part as business wanted to concentrate on their core assessment along with managing cost.
Read More...
http://goo.gl/HTEfrt
The document discusses the evolutionary revolution in computing from proprietary and physical systems to open source, virtualized, cloud-based and mobile systems. It outlines Bryan Harold's experience leading architecture and development teams through multiple technology shifts. His expertise includes areas like UNIX/Linux systems, virtualization, cloud computing, databases and programming languages gained over 27+ years in senior technical roles at companies like IBM, University of Texas, and through his own consulting firm.
Whether we know it or not, every time we deliver a feature we also deliver technical debt. This debt remains largely invisible, it isn't tracked, it isn't visible on our information radiators and we very seldom tell our clients about it. The closest we come to acknowledging technical debt is bugs, mainly because our users tell us there is a problem, so we can't ignore it. Technical debt shouldn't be invisible, it's as real as the features we deliver and we should start treating it so. In this talk I propose a technical debt model which can be used when identifying technical debt, furthermore I propose a low friction technique for integrating technical debt into your current SDLC process.
Comprehensive overview of using Test Driven Development (TDD), Behavior Driven Development (BDD), Continuous Integration (CI), Continuous Delivery (CD), Development Operations (DevOps), and Development Operations Security (DevOpsSec). Describes the current global environment, basic lean and agile principles, and the evolution of Microservices. From there, a detailed deep-dive of TDD, BDD, CI, CD, DevOps, and DevOpsSec principles and practices ensues. Closes by identifying key DevOps tool automation ecosystems/pipelines, metrics, case studies, return on investment (ROI)/business cases, implementation roadmaps, adoption statistics, leadership insights, and a summary. Contains a lot of helpful data for constructing DevOps strategic business cases as well as tactical implementation strategies (while not ignoring essential elements such as microservices, containerization, and application security).
Agile Architecture Agile Dev Practices 2013 KeynoteAdam Boczek
The document discusses the concept of "Agile Architecture" and whether it is an oxymoron. It explores Agile Architecture as an architectural process, flavor, or behavior. The author argues that Agile Architecture should mean "Architectural Intelligence" - the ability of a system to monitor, optimize, and heal itself through techniques like event sourcing and simplification. This would allow for operational intelligence, adaptive strategies, and automatic error removal.
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.
Lightweight processes are beginning to replace more formal methods. The motivation for this transition is based on many factors. The Internet, time to market, cost reduction, quality increases, market pressures, as well as the popularization of these programming methods. This series of articles will investigate the various lightweight methods, their impact on the management of software development projects and the processes by which managers can determine the appropriateness and usefulness of
the various processes.
The document provides an overview of several popular software development methodologies and frameworks, including Scrum, Extreme Programming (XP), Lean Software Development, the Unified Process (UP), Rational Unified Process (RUP), Dynamic Systems Development Method (DSDM), PRINCE2, the Project Management Body of Knowledge (PMBOK), and the Capability Maturity Model Integration (CMMI). It summarizes the origins and key aspects of each methodology.
This document provides information about the role of a Development Director in an enterprise IT organization. It begins with an introduction to the role and then discusses what the Development Director is responsible for, including all in-house and packaged applications and systems used across the business. It describes typical backgrounds of Development Directors and discusses who they report to and manage. It also provides a day-in-the-life example and discusses interactions with other IT roles. The document concludes with a glossary to help understand terminology relevant to the Development Director role.
Secrets of going codeless - How to build enterprise apps without codingNewton Day Uploads
The document discusses methods for building enterprise applications without coding, known as codeless development or CAAD (Computer Aided Applications Development). It describes how CAAD uses pre-built components and templates to create applications through a point-and-click interface, removing the need for extensive programming. The methodology involves four phases - plan, develop, release, and review. Key aspects of the CAAD process include defining the application purpose and requirements, prototyping the design, user testing iterations, and ongoing maintenance after release. Site constructs provide predefined user interface elements to help bridge communication gaps between technical and non-technical users.
The document discusses technical debt in software development. Technical debt occurs when developers take shortcuts or make suboptimal design decisions to quickly deliver features. This debt accumulates interest over time as more changes are made, making the software harder to maintain. If left unchecked, technical debt can lead to "technical bankruptcy" where the cost of change becomes prohibitively high. Common causes of technical debt include schedule pressure, lack of skilled designers, and inadequate design principles and refactoring. Managing technical debt involves increasing awareness of it, detecting and repaying existing debt, and preventing further accumulation through monitoring and periodic repayment.
The document discusses the role of architects in software development organizations. It defines an architect as someone who provides an abstract description of a system across its lifecycle. Effective architects communicate well, maintain an abstract view while also being hands-on, and work as part of a "council" rather than alone to leverage peer feedback. Architectural styles need to balance completeness with flexibility to withstand changing technologies over multiple eras. Overall the role requires both a broad technical expertise and an understanding of both technical and business perspectives.
[IBM Pulse 2014] #1579 DevOps Technical Strategy and RoadmapDaniel Berg
Hey everyone. Here is the presentation that I had the pleasure of presenting the following deck with Maciej Zawadzki and Ruth Willenborg describing IBM's technical strategy and roadmap.
Enjoy!!!
This document discusses challenges of agile software development based on a literature review. It identifies three main challenges: the vague definition and principles of agile, the lack of support for complex environments, and the gap between academia and industry. The review examines papers that explore revising agile principles, tailoring agile for distributed teams, and collecting challenges from practitioners to compare to research topics. It concludes by calling for further refinement of principles, hybrid agile-traditional methods, and reducing the divide between research and industry needs.
Researchers in model-driven development (MDD) should be intimately familiar with how MDD is used in industry. If they are not, there is a danger that new methods and tools are developed without proper consideration for the way that MDD developers actually work and think. A thorough understanding of current MDD industrial practice can inform research problems and ensure that research solutions are actually adopted.
This talk will describe results from a year long study, which applied methods from social science to understand how MDD is actually used in industry. Based on a survey of over 400 MDD practitioners, in-depth interviews with 22 industry professionals from 17 different companies, and a small number of on-site observational studies, the talk will discuss the current state-of-practice in industrial use of MDD, and will offer some insights on current research gaps.
Role of the Agile Leader in Reconfiguring the BusinessIsrael Gat
The document discusses the role of agile leaders in reconfiguring businesses for constant disruption. It covers techno-economic cycles over decades and centuries and how the pace of change is now exponential. The agile leader must help the business adapt continuously by crossing three chasms: connecting with customers, addressing cultural challenges, and leveraging software capabilities at scale. Software is becoming ubiquitous and a key factor in technological revolutions similar to oil.
The document discusses the evolving role of the business analyst. It outlines how the role has changed from a technical focus to now requiring excellent communication and business analysis skills. Additionally, it explores how industry trends, quality initiatives, and outsourcing have impacted the need for business analysts to excel at requirements gathering and management. The business analyst acts as a liaison between technical teams and stakeholders to ensure business needs are met.
This document discusses signs that can indicate whether a software development team is good or bad. Some red flags include developers complaining about lack of work or not understanding the codebase. A good process would make tasks and locations clear for new developers. Unit testing and issue tracking are also signs of a mature team, but many teams don't implement them properly or see their value. Overall, a good team is one where knowledge and skills continually grow to meet new challenges.
In this session we will discuss the use of Agile constructs within the domain of software architecture. This will include an exploration of how to balance emergent designs with intentional planning. Additional ancillary topics will also be addressed including: common architecture principles, guidelines for measuring good architecture, and an evaluation of agile techniques.
By the end of the session, attendees will have a new perspective on architecture that will empower them to create flexible software solutions.
Towards a Technical Debt Management Framework based on Cost-Benefit AnalysisM Firdaus Harun
This document proposes a technical debt management framework based on cost-benefit analysis (CoBeTDM). It discusses identifying technical debt using metrics, prioritizing debt repayment using a cost-benefit analysis to determine which issues provide the best return on investment, and using a meta-model to track debt over time. Examples are provided of identifying a debt item, assessing its costs and benefits, and prioritizing repayment. Open questions on monitoring and thresholds are also discussed, as well as plans for future work validating the approach with historical data and developing management tools.
Facebook, Netflix, Flickr, Etsy, LinkedIn, eSurance, Instagram and Salesforce.com; you know their names. As a consumer, you’ve probably used services provided by many of them. These are some of the “born on the web” companies of the last couple of decades that have helped pioneer new, web-based business models - and in the process become dominant players in their markets, or created new markets altogether. Call them the “Cool Kids”.
What you may not know, however, is that these companies are also strong adopters of a DevOps approach when it comes to software development and delivery. In this presentation we take a look at these companies to discern patterns related to how they have applied DevOps in the areas of Culture, Organization, Practices, Automation and Measurements.
Even if your company bears no resemblance at all to the Cool Kids, you can take away some important learnings from them as you look to apply DevOps to your own software initiatives.
This presentation is a result of a joint project executed by IBM strategists Bill Holtshouser and Carl Zetie, both of the Rational division in IBM Software Group, during the first half of 2014.
In this fast moving world, outsourcing is considered to be a primary part as business wanted to concentrate on their core assessment along with managing cost.
Read More...
http://goo.gl/HTEfrt
The document discusses the evolutionary revolution in computing from proprietary and physical systems to open source, virtualized, cloud-based and mobile systems. It outlines Bryan Harold's experience leading architecture and development teams through multiple technology shifts. His expertise includes areas like UNIX/Linux systems, virtualization, cloud computing, databases and programming languages gained over 27+ years in senior technical roles at companies like IBM, University of Texas, and through his own consulting firm.
Whether we know it or not, every time we deliver a feature we also deliver technical debt. This debt remains largely invisible, it isn't tracked, it isn't visible on our information radiators and we very seldom tell our clients about it. The closest we come to acknowledging technical debt is bugs, mainly because our users tell us there is a problem, so we can't ignore it. Technical debt shouldn't be invisible, it's as real as the features we deliver and we should start treating it so. In this talk I propose a technical debt model which can be used when identifying technical debt, furthermore I propose a low friction technique for integrating technical debt into your current SDLC process.
Comprehensive overview of using Test Driven Development (TDD), Behavior Driven Development (BDD), Continuous Integration (CI), Continuous Delivery (CD), Development Operations (DevOps), and Development Operations Security (DevOpsSec). Describes the current global environment, basic lean and agile principles, and the evolution of Microservices. From there, a detailed deep-dive of TDD, BDD, CI, CD, DevOps, and DevOpsSec principles and practices ensues. Closes by identifying key DevOps tool automation ecosystems/pipelines, metrics, case studies, return on investment (ROI)/business cases, implementation roadmaps, adoption statistics, leadership insights, and a summary. Contains a lot of helpful data for constructing DevOps strategic business cases as well as tactical implementation strategies (while not ignoring essential elements such as microservices, containerization, and application security).
Agile Architecture Agile Dev Practices 2013 KeynoteAdam Boczek
The document discusses the concept of "Agile Architecture" and whether it is an oxymoron. It explores Agile Architecture as an architectural process, flavor, or behavior. The author argues that Agile Architecture should mean "Architectural Intelligence" - the ability of a system to monitor, optimize, and heal itself through techniques like event sourcing and simplification. This would allow for operational intelligence, adaptive strategies, and automatic error removal.
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.
Lightweight processes are beginning to replace more formal methods. The motivation for this transition is based on many factors. The Internet, time to market, cost reduction, quality increases, market pressures, as well as the popularization of these programming methods. This series of articles will investigate the various lightweight methods, their impact on the management of software development projects and the processes by which managers can determine the appropriateness and usefulness of
the various processes.
The document provides an overview of several popular software development methodologies and frameworks, including Scrum, Extreme Programming (XP), Lean Software Development, the Unified Process (UP), Rational Unified Process (RUP), Dynamic Systems Development Method (DSDM), PRINCE2, the Project Management Body of Knowledge (PMBOK), and the Capability Maturity Model Integration (CMMI). It summarizes the origins and key aspects of each methodology.
This document provides information about the role of a Development Director in an enterprise IT organization. It begins with an introduction to the role and then discusses what the Development Director is responsible for, including all in-house and packaged applications and systems used across the business. It describes typical backgrounds of Development Directors and discusses who they report to and manage. It also provides a day-in-the-life example and discusses interactions with other IT roles. The document concludes with a glossary to help understand terminology relevant to the Development Director role.
Secrets of going codeless - How to build enterprise apps without codingNewton Day Uploads
The document discusses methods for building enterprise applications without coding, known as codeless development or CAAD (Computer Aided Applications Development). It describes how CAAD uses pre-built components and templates to create applications through a point-and-click interface, removing the need for extensive programming. The methodology involves four phases - plan, develop, release, and review. Key aspects of the CAAD process include defining the application purpose and requirements, prototyping the design, user testing iterations, and ongoing maintenance after release. Site constructs provide predefined user interface elements to help bridge communication gaps between technical and non-technical users.
Paolo Tortora is an Italian software engineer and architect from Milan. He has over 15 years of experience working in industries like telecommunications, retail, banking, energy, and IT consulting. Throughout his career, he has gained skills in areas such as software development, architecture, processes, enterprise architecture, and service management. He believes in continuous learning, embracing change, and helping colleagues.
Different Methodologies Used By Programming TeamsNicole Gomez
The document discusses different programming team methodologies including:
- System development life cycle (SDLC), which is used for large projects and includes waterfall models. It takes time but ensures high quality.
- Agile methodology, designed for small projects, combines methods for faster development that changes with customer needs.
- Extreme programming allows close communication between developers and customers so the software can change rapidly based on customer feedback.
Overall agile methodologies seem to have advantages over SDLC and extreme programming by allowing faster development that can change with customer desires.
Cutting Edge on Development Methodologies in ITAndrea Tino
The document provides an overview of the evolution of software development methodologies from Waterfall to Agile and DevOps. It discusses how software development moved from a sequential Waterfall model to iterative Agile methodologies as business needs changed and requirements became more dynamic. It then explains how DevOps further merged development and operations teams to enable continuous delivery in highly connected, microservices-based architectures needed to support modern digital businesses. Key practices like continuous integration, delivery, infrastructure as code, and monitoring are also summarized.
This modern engineering technique has grown from good old SOA (Service Oriented Architecture) with features like REST (vs. old SOAP) support, NoSQL databases and the Event driven/reactive approach sprinkled in.
Microservices
The criticism
Evolutionary approach
Best practices
Create a Separate Database for Each Service
Rely on contracts between services
Deploy in Containers
Treat Servers as Volatile
Related techniques and patterns
Design patterns
Integration techniques
Deployment of microservices
Serverless - Function as a Service
Continuous Deployment
Related technologies
Microservices based e-commerce platforms
Technologies that empower microservices achitecture
Distributed logging and monitoring
Case Studies: Re-architecting the monolith
DevOps is an exciting new management framework that combines software development and IT operations. It aims to shorten the systems development life cycle and provide continuous delivery with high software quality. DevOps is rapidly popularity across the IT industry due to the ease with which it can be used in combination with Agile software development.
Original Source: https://www.knowledgetrain.co.uk/it/devops/what-is-devops
This document discusses several topics related to IT project management and software development, including:
1. It provides a high-level overview of an evaluation of the Basecamp project management software, noting its intuitive interface and relevance for project management courses.
2. It examines reasons for diversity in systems development approaches, such as the field being young, changing technology, and different organizational needs.
3. It introduces an integrated project and systems management tool called IMPS that aims to improve remote communications and involve non-technical stakeholders using an agile development approach.
Tom van Ees - Academic and Commercial software DevelopmentDavinci software
The document provides an overview of similarities and differences between academic and commercial software development. It discusses types of software like bespoke vs product-based and their complexities. Key factors in commercial software sales like convincing decision-makers during demos and end-users during daily use are outlined. Important aspects of making software sellable like always considering the customer, focusing on aesthetics, and frequent releases are highlighted. The role of the developer in maintaining quality, using mainstream technologies, and not becoming too specialized is also discussed.
Advantages And Disadvantages Of The Activities Of Software...Amber Wheeler
The document discusses and compares various software development models including waterfall, prototype, rapid application development, incremental, spiral, build and fix, and V-shaped models. It outlines the advantages and disadvantages of each model. The aim is to select reliable and cost-effective models for software development. A comparative study is presented of the different models along with their defects and features to determine the most appropriate model for a given project.
Strengths And Weaknesses Of Software DevelopmentBrianna Johnson
The document discusses an overview for a system development assignment. It outlines the system being developed, requirements, use cases, domain model, and an agile approach to development. The system aims to manage a company's projects and tasks. Key requirements include assigning tasks, tracking progress, and reporting. Example use cases include creating a new project and updating a task. The domain model diagrams the main entities and their relationships. An iterative agile method like Scrum or Kanban is proposed to allow for adaptive planning, early delivery, and incorporating feedback throughout development.
International Journal of Engineering Research and Development (IJERD)IJERD Editor
This document discusses applying agile software development methodology in a dynamic business environment. It begins by defining the traditional software development life cycle and some common development methodologies. It then discusses the principles of agile development, focusing on the Agile Manifesto and Scrum methodology. Some key benefits of agile development discussed include continuous customer feedback, developing products faster through iterative releases, managing change through prioritized backlogs, and continuous risk management through short iterations. Overall, the document argues that agile methods allow for more flexibility and rapid response to changes that are needed in dynamic business environments.
Selection And Implementation Of An Enterprise Maturity...Jenny Calhoon
The passage discusses documentation in agile software development processes. While documentation is considered important, traditional agile processes provide little internal documentation and rely heavily on verbal communication. This can lead to lapses in memory over time and make it harder to understand design rationale, especially with team turnover. The main objective of documentation is to instruct those maintaining or upgrading the system about its structure, functionality, operation, and design. Documentation is important for stakeholders like users, testers, and project managers as well.
This document discusses agile adoption in real world contexts. It emphasizes that agile adoption takes time, typically 3-5 years, and requires executive commitment. Common pitfalls include terminology abuse and an overreliance on user stories without considering other requirements. Automating processes through continuous integration is important for agile development. While agile principles have remained relevant, some argue the manifesto could be updated to reflect a greater focus on learning and customer empathy over just responding to change. The presentation concludes with questions about bringing change to companies, encouraging reluctant employees, and measuring agile maturity.
The document provides an overview of Telelogic, a global software company. It discusses Telelogic's product offerings for requirements management, change management, and model-based development. It also covers challenges of global distributed software development and how Telelogic addresses these challenges through an iterative development approach and tools that support requirements-driven development.
Building digital product masters to prevail in the age of accelerations parts...Jeffrey Stewart
This document discusses the importance of building Digital Product Masters (DPMs) to help organizations adapt and succeed in today's rapidly changing environment. It argues that DPMs can help mitigate risks, reduce costs, and improve revenue. The document is presented in three parts:
Part 1 discusses how the world is accelerating and the new risks organizations face. It suggests that DPMs can help lower costs, mitigate risks, and create stronger customer lock-ins.
Part 2 explains what a DPM is and how it models activities, tools, flows, teams, capabilities, processes, technology, and people. It shows how a DPM can help align these different elements.
Part 3 will provide a case study
In this edition of our business magazine, "Top 10 Low-Code/No Code Development Platforms" that are helping Code Development Platforms.
Read More: https://www.insightssuccess.com/top-10-low-code-no-code-development-platforms-february2022/
Interaction Room - Creating Space for Developments (Software Projects)adesso Turkey
The Interaction Room serves several purposes:
1) The focus on mission-critical aspects
2) Identification and elimination of risks associated with intuitive visualization methods at an early stage
3) Improving teamwork and the establishment of joint project responsibility between the IT and specialist departments.
The Interaction Room makes the relationships between processes, data and the application environment transparent and creates the basis for efficient decision-making processes. It is a method which steers the interest of those involved in the project’s progress and contributes to ensuring that all participants continuously work on the vision of the software that is being developed. The Interaction Room is not a theoretical concept but has proven itself in the business environment, as can be seen in successful projects in which the Interaction Room has already been used effectively.
This document provides an overview of software engineering and its models. It discusses the evolution of software engineering from the 1960s to present day. It describes key software engineering concepts like the software development life cycle, capability maturity models, and various software development models including waterfall, iterative enhancement, prototyping, spiral, and RAD approaches. The document emphasizes that software engineering applies systematic and disciplined processes to software development in order to address challenges like increasing complexity, high costs, and quality issues.
Redwing Greenfield BI: our work with clientsDonna Kelly
Redwing Business Intelligence: our work on greenfield business intelligence programme delivery.
Incorporates Evolutionary Development Methodology® (EDM).
EDM is an agile, spiral methodology developed specifically for business intelligence. It is a complete end-to-end methodology including assessment, initiation, and delivery.
EDM incorporates a principles-based layered architecture, including business architecture, information systems architecture, and technology layers.
The methodology delivers business functionality in discrete releases prioritized by a steering group. Each release has a detailed 3-4 page plan approved by the steering group. Within each release, data is integrated into the data warehouse and reports are created iteratively with business users. Releases provide value to the business roughly every three months while reporting releases can have a monthly tempo. The steering group can modify the release strategy and provide in-flight guidance without locking the enterprise into large commitments.
Evolutionary Development Methodology® in one page.
EDM is an agile, spiral methodology developed specifically for business intelligence. It is a complete end-to-end methodology including assessment, initiation, and delivery.
EDM incorporates a principles-based layered architecture, including business architecture, information systems architecture, and technology layers.
EDM is an agile, spiral methodology developed specifically for business intelligence. It is a complete end-to-end methodology including assessment, initiation, and delivery.
EDM incorporates a principles-based layered architecture, including business architecture, information systems architecture, and techology layers.
Notes for Trust Turnaround through Business IntelligenceDonna Kelly
Donna Kelly has over 20 years of experience in business intelligence and has worked for various NHS organizations. She specializes in creating business intelligence frameworks and architectures for healthcare organizations. Some of her past roles include providing best practices for data warehousing to the NHS National Programme, acting as an enterprise architect for multiple trusts to build out their technical and business intelligence capabilities, and working as an interim manager or consultant to help organizations improve their use of data and business intelligence.
Notes for Business Intelligence Jargon BusterDonna Kelly
Comprehensive and explanatory notes pages to accompany presentation. All the business user ever needs to know about business intelligence terms, definitions, and meanings.
Non-technical and easy to read. Key facts without information overload.
Notes for Mental health business architectureDonna Kelly
Comprehensive and explanatory notes pages to accompany presentation. Top layer in the Redwing Architecture. Part of our business intelligence and hospital performance series.
This document discusses the business architecture for mental health trusts. It outlines key context such as the large burden of mental health on primary care and society. The architectural framework focuses on strategy, patient experiences, clinical quality, access, finance, efficiency and workforce. The architecture has layers including technology, applications, data, information systems and business. The goal is to define processes and events to understand performance, quality, safety and safeguarding through a data warehouse and business intelligence system. This would help mental health trusts improve processes, governance and ultimately patient care.
All the business user ever needs to know about business intelligence terms, definitions, and meanings.
Non-technical and easy to read. Key facts without information overload.
This document discusses business intelligence (BI) within the context of the UK's National Health Service (NHS). It identifies the key drivers for BI as focusing on patients, processes, departments, and organizational goals. There is also a need to control spending and understand costs. BI can help by creating a single version of truth from detailed data and providing consistent reporting, trends, and analytics. Successful BI requires executive commitment, clear goals, and involvement from key players like sponsors, champions, and IT. The first six weeks should establish governance, analyze needs and technology, prioritize projects, and plan workstreams. Ongoing costs and measuring return on investment are also discussed.
The Building Blocks of QuestDB, a Time Series Databasejavier ramirez
Talk Delivered at Valencia Codes Meetup 2024-06.
Traditionally, databases have treated timestamps just as another data type. However, when performing real-time analytics, timestamps should be first class citizens and we need rich time semantics to get the most out of our data. We also need to deal with ever growing datasets while keeping performant, which is as fun as it sounds.
It is no wonder time-series databases are now more popular than ever before. Join me in this session to learn about the internal architecture and building blocks of QuestDB, an open source time-series database designed for speed. We will also review a history of some of the changes we have gone over the past two years to deal with late and unordered data, non-blocking writes, read-replicas, or faster batch ingestion.
STATATHON: Unleashing the Power of Statistics in a 48-Hour Knowledge Extravag...sameer shah
"Join us for STATATHON, a dynamic 2-day event dedicated to exploring statistical knowledge and its real-world applications. From theory to practice, participants engage in intensive learning sessions, workshops, and challenges, fostering a deeper understanding of statistical methodologies and their significance in various fields."
Global Situational Awareness of A.I. and where its headedvikram sood
You can see the future first in San Francisco.
Over the past year, the talk of the town has shifted from $10 billion compute clusters to $100 billion clusters to trillion-dollar clusters. Every six months another zero is added to the boardroom plans. Behind the scenes, there’s a fierce scramble to secure every power contract still available for the rest of the decade, every voltage transformer that can possibly be procured. American big business is gearing up to pour trillions of dollars into a long-unseen mobilization of American industrial might. By the end of the decade, American electricity production will have grown tens of percent; from the shale fields of Pennsylvania to the solar farms of Nevada, hundreds of millions of GPUs will hum.
The AGI race has begun. We are building machines that can think and reason. By 2025/26, these machines will outpace college graduates. By the end of the decade, they will be smarter than you or I; we will have superintelligence, in the true sense of the word. Along the way, national security forces not seen in half a century will be un-leashed, and before long, The Project will be on. If we’re lucky, we’ll be in an all-out race with the CCP; if we’re unlucky, an all-out war.
Everyone is now talking about AI, but few have the faintest glimmer of what is about to hit them. Nvidia analysts still think 2024 might be close to the peak. Mainstream pundits are stuck on the wilful blindness of “it’s just predicting the next word”. They see only hype and business-as-usual; at most they entertain another internet-scale technological change.
Before long, the world will wake up. But right now, there are perhaps a few hundred people, most of them in San Francisco and the AI labs, that have situational awareness. Through whatever peculiar forces of fate, I have found myself amongst them. A few years ago, these people were derided as crazy—but they trusted the trendlines, which allowed them to correctly predict the AI advances of the past few years. Whether these people are also right about the next few years remains to be seen. But these are very smart people—the smartest people I have ever met—and they are the ones building this technology. Perhaps they will be an odd footnote in history, or perhaps they will go down in history like Szilard and Oppenheimer and Teller. If they are seeing the future even close to correctly, we are in for a wild ride.
Let me tell you what we see.
06-04-2024 - NYC Tech Week - Discussion on Vector Databases, Unstructured Data and AI
Round table discussion of vector databases, unstructured data, ai, big data, real-time, robots and Milvus.
A lively discussion with NJ Gen AI Meetup Lead, Prasad and Procure.FYI's Co-Found
Learn SQL from basic queries to Advance queriesmanishkhaire30
Dive into the world of data analysis with our comprehensive guide on mastering SQL! This presentation offers a practical approach to learning SQL, focusing on real-world applications and hands-on practice. Whether you're a beginner or looking to sharpen your skills, this guide provides the tools you need to extract, analyze, and interpret data effectively.
Key Highlights:
Foundations of SQL: Understand the basics of SQL, including data retrieval, filtering, and aggregation.
Advanced Queries: Learn to craft complex queries to uncover deep insights from your data.
Data Trends and Patterns: Discover how to identify and interpret trends and patterns in your datasets.
Practical Examples: Follow step-by-step examples to apply SQL techniques in real-world scenarios.
Actionable Insights: Gain the skills to derive actionable insights that drive informed decision-making.
Join us on this journey to enhance your data analysis capabilities and unlock the full potential of SQL. Perfect for data enthusiasts, analysts, and anyone eager to harness the power of data!
#DataAnalysis #SQL #LearningSQL #DataInsights #DataScience #Analytics
Predictably Improve Your B2B Tech Company's Performance by Leveraging DataKiwi Creative
Harness the power of AI-backed reports, benchmarking and data analysis to predict trends and detect anomalies in your marketing efforts.
Peter Caputa, CEO at Databox, reveals how you can discover the strategies and tools to increase your growth rate (and margins!).
From metrics to track to data habits to pick up, enhance your reporting for powerful insights to improve your B2B tech company's marketing.
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This is the webinar recording from the June 2024 HubSpot User Group (HUG) for B2B Technology USA.
Watch the video recording at https://youtu.be/5vjwGfPN9lw
Sign up for future HUG events at https://events.hubspot.com/b2b-technology-usa/