Klasiskā un iteratīvā projektu vadīšanas metode - atšķirības un kopīgaisWhiteflo
Prezentācija aplūko populārākās klasiskās projektu vadīšanas metodes, kā arī iteratīvās metodes. Vai abas pieejas savietojamas, un kas tām ir atšķirīgs? Jautājums ir, vai tās var apvienot vienā projektā.
The basics of Agile and Waterfall Project management methodologies. Description when each approach can be applied.
Advices How to create a Product backlog and how to colect requirements. Sprint planning, Burndown chart, Demonstration, Retrospective, Tasks board examples.
Tikko uzgāju Projektu vadības prezentāciju, kuru ap 2007.gadu gatavoju CMC sertifikācijas programmai. Neiedziļinoties detaļās, sertifikācijas process mainīja formātu un šī prezentācija vairs nebija vajadzīga.
Mūsdienās pastāv uzskats, ka projektu vadība nozīmē dabūt naudu un pareizi rakstīt atskaites, lai tā nauda nav jādod atpakaļ.
Ja vēlies lejuplādējamu versiju ar animācijām un slaidu komentāriem, tad sazinies ar mani
Prezentācija projektā "Apmācību cikls „17 soļi Eiropas nākotnē”".
Projekts tiek finansēts no Eiropas Savienības struktūrfondu 3. mērķa „Eiropas teritoriālā sadarbība” Centrālā Baltijas jūras reģiona INTERREG IVA pārrobežu sadarbības programmas 2007. - 2013. gadam projekta „Jauniešu iesaiste NVO, sporta un interešu izglītības programmās” Rīgas jaunatnes organizāciju kapacitātes veicināšanas projektu konkursa ietvaros.
Scaling Agile With SAFe (Scaled Agile Framework)Andreano Lanusse
This document provides an overview of the Scaled Agile Framework (SAFe) for applying Lean and Agile practices at an enterprise scale. It discusses the key aspects of SAFe including the three levels (Team, Program, Portfolio), roles and activities within a Program like Release Planning and the Agile Release Train, and how features flow from the Portfolio through Epics and Programs down to individual Teams. The goal is to show how 5-10 Agile Teams can deliver shared objectives using SAFe to scale Agile practices beyond a single team.
Waterfall vs Agile : A Beginner's Guide in Project ManagementJonathan Donado
The document compares the Waterfall and Agile project management methodologies. Waterfall follows a sequential design process with distinct stages and heavy documentation, while Agile uses short iterative cycles, embraces change, and values team collaboration and customer feedback. Some advantages of Waterfall are its structure and clear expectations, while disadvantages include inflexibility. Agile allows for changes and prioritizes delivering working software frequently for customer input, though the dynamic process may lack formal planning. The document recommends selecting the methodology based on the project's needs and characteristics.
This document introduces agile project management. It discusses that business management scope of work is based on projects and project managers coordinate projects. The objectives are to understand agile project management principles and choose the most suitable method for each project. A project is defined as a unique set of connected activities with a goal that must be completed on time and on budget. The document recommends choosing traditional project management when goals and solutions are clear, agile project management when goals are clear but solutions are not, and extreme project management when both goals and solutions are unclear. It then illustrates the life cycles of traditional versus agile project management and some agile project management tools.
Klasiskā un iteratīvā projektu vadīšanas metode - atšķirības un kopīgaisWhiteflo
Prezentācija aplūko populārākās klasiskās projektu vadīšanas metodes, kā arī iteratīvās metodes. Vai abas pieejas savietojamas, un kas tām ir atšķirīgs? Jautājums ir, vai tās var apvienot vienā projektā.
The basics of Agile and Waterfall Project management methodologies. Description when each approach can be applied.
Advices How to create a Product backlog and how to colect requirements. Sprint planning, Burndown chart, Demonstration, Retrospective, Tasks board examples.
Tikko uzgāju Projektu vadības prezentāciju, kuru ap 2007.gadu gatavoju CMC sertifikācijas programmai. Neiedziļinoties detaļās, sertifikācijas process mainīja formātu un šī prezentācija vairs nebija vajadzīga.
Mūsdienās pastāv uzskats, ka projektu vadība nozīmē dabūt naudu un pareizi rakstīt atskaites, lai tā nauda nav jādod atpakaļ.
Ja vēlies lejuplādējamu versiju ar animācijām un slaidu komentāriem, tad sazinies ar mani
Prezentācija projektā "Apmācību cikls „17 soļi Eiropas nākotnē”".
Projekts tiek finansēts no Eiropas Savienības struktūrfondu 3. mērķa „Eiropas teritoriālā sadarbība” Centrālā Baltijas jūras reģiona INTERREG IVA pārrobežu sadarbības programmas 2007. - 2013. gadam projekta „Jauniešu iesaiste NVO, sporta un interešu izglītības programmās” Rīgas jaunatnes organizāciju kapacitātes veicināšanas projektu konkursa ietvaros.
Scaling Agile With SAFe (Scaled Agile Framework)Andreano Lanusse
This document provides an overview of the Scaled Agile Framework (SAFe) for applying Lean and Agile practices at an enterprise scale. It discusses the key aspects of SAFe including the three levels (Team, Program, Portfolio), roles and activities within a Program like Release Planning and the Agile Release Train, and how features flow from the Portfolio through Epics and Programs down to individual Teams. The goal is to show how 5-10 Agile Teams can deliver shared objectives using SAFe to scale Agile practices beyond a single team.
Waterfall vs Agile : A Beginner's Guide in Project ManagementJonathan Donado
The document compares the Waterfall and Agile project management methodologies. Waterfall follows a sequential design process with distinct stages and heavy documentation, while Agile uses short iterative cycles, embraces change, and values team collaboration and customer feedback. Some advantages of Waterfall are its structure and clear expectations, while disadvantages include inflexibility. Agile allows for changes and prioritizes delivering working software frequently for customer input, though the dynamic process may lack formal planning. The document recommends selecting the methodology based on the project's needs and characteristics.
This document introduces agile project management. It discusses that business management scope of work is based on projects and project managers coordinate projects. The objectives are to understand agile project management principles and choose the most suitable method for each project. A project is defined as a unique set of connected activities with a goal that must be completed on time and on budget. The document recommends choosing traditional project management when goals and solutions are clear, agile project management when goals are clear but solutions are not, and extreme project management when both goals and solutions are unclear. It then illustrates the life cycles of traditional versus agile project management and some agile project management tools.
The document provides an overview of Agile methodology. It begins with a brief history of the waterfall software development process and its limitations. It then discusses the Agile Manifesto and its core values that favor individuals, collaboration, responding to change, and working software over processes, tools, contracts and plans. Specific Agile frameworks like Scrum and Kanban are then outlined, with Scrum focusing on sprints, daily stand-ups, and no changes during a sprint, while Kanban emphasizes visualizing and limiting work in progress and managing lead times. The document aims to explain the key concepts and differences of Agile approaches.
This document provides an overview of Agile Project Management. It begins by describing some of the limitations of traditional project management approaches, such as long timelines and products becoming outdated. It then introduces Agile Project Management as an alternative approach that allows for flexibility and incorporating feedback throughout the project. Several key aspects of Agile Project Management are summarized, including focusing on short "sprints" of work, daily stand-up meetings, emphasizing customer collaboration, and being able to change direction based on learning. Comparisons are made between Agile and traditional approaches, with Agile noted as particularly suitable for unstable or changing environments.
The document discusses the roles in Scrum, an agile software development methodology. It describes the three main roles: the Scrum Team which develops the software; the Product Owner who prioritizes features and represents customers; and the Scrum Master who leads the team and ensures they follow Scrum practices. The roles work together iteratively with the Scrum Team delivering working software increments each sprint while the Product Owner and Scrum Master provide feedback and guidance.
The document discusses scope creep, providing cases and preventative actions. It defines scope and scope creep, noting that scope creep is a common issue on many projects that can lead to going over budget and missing deadlines. The document then provides tips for controlling scope creep such as thoroughly understanding requirements, having a well-defined WBS, using change control forms, and expect some scope creep to occur. It encourages sharing lessons learned from experience to help improve projects and careers.
The document discusses goals for adopting agile practices like predictability, quality, early ROI, lower costs, and innovation. It then covers considerations for transformation based on organization size, dependencies between teams, and resistance to change. Finally, it outlines key elements of transformation including backlogs, teams, and working tested software and discusses governance structures with portfolio, program, and delivery teams.
O documento fornece uma visão geral dos principais papéis ágeis em três frases:
Discute os papéis do Product Owner, que representa o lado do negócio, e do Scrum Master, que facilita o time e promove a melhoria contínua do processo. Apresenta também o papel do time, que é responsável pelo planejamento, execução e revisão dos Sprints junto com o Product Owner.
Презентация была представлена в ходе вебинара "Scrum с нуля". Ведущая: Анна Чащина – разработчик 1С, руководитель отдела внедрения компании "Кодерлайн".
Основная тема для обсуждения: почему IT - самая передовая отрасль во всем мире отдает предпочтение именно Scrum.
http://www.koderline.ru/
A couple years ago, a company I was working with, asked me to share with them the use cases and benefits of Scrum. It must have really sparked the management’s interest as they asked me to come up with an Agile implementation strategy for the company. This is the presentation I would like to share with you as I believe many curious, mid size, web development shops out there might be seriously thinking about adopting Agile or some hybrid form to supplement their Waterfall process.
Agile software development is an iterative approach that emphasizes collaboration between self-organizing teams. It promotes adaptive planning, evolutionary development, and rapid response to change. Key characteristics include breaking work into small increments, short iterations of 1-4 weeks with full development cycles, cross-functional teams without hierarchy, and face-to-face communication. Agile differs from traditional methods by focusing more on collaboration and working software than documentation. Common challenges to adopting agile include getting individuals to work as cohesive teams and increasing transparency.
This document provides an overview of the Scrum framework. It defines Scrum as a process framework for developing complex software products. The document outlines the key aspects of Scrum including the Agile Manifesto and principles, Scrum roles, events, and artifacts. It describes the Scrum process as occurring in sprints of one month or less where a potentially shippable product increment is created. The document summarizes the Scrum roles of Product Owner, Development Team, and Scrum Master. It also summarizes the Scrum events of Sprint Planning, Daily Stand-up, Sprint Review, and Sprint Retrospective.
Introduction to the scrum framework: roles, activities and artifacts.
Scrum is an agile methodology for project management, to create a high quality product.
www.nieldeckx.be
The presenter discussed limitations of predictive project management and how agile project management addresses these through its values of prioritizing individuals and interactions, working software, customer collaboration, and responding to change. Key aspects of agile include self-organizing cross-functional teams, frequent delivery of working software, and emphasis on individuals and interactions over processes. Popular agile methodologies like Scrum were explained, involving rituals like daily stand-ups and artifacts like product backlogs. Career opportunities in agile project management were explored along with typical job roles and required skills.
O documento descreve os principais conceitos e processos do framework Scrum. Resume os papéis do Product Owner, Scrum Master e Time de Desenvolvimento, e explica os conceitos-chave de Product Backlog e Sprint.
The document discusses various best practices used in Agile project management. Some key Agile practices mentioned include iterations, customer-oriented approach, product backlog, user stories, Scrum meetings, and automated testing. It provides details on how each practice works and its benefits. For example, it notes that iterations allow teams to select work based on available hours, while product backlogs help prioritize and detail customer requirements to guide development work.
From project to product mindset and onwards to product platform architecturesJorn Bettin
Is it possible to stay innovative and economically manage many hundreds or even thousands of products or product variants?
Organisations interested in benefiting from a product line and product platform approach must adopt values and organisational principles that encourage the development of deep domain expertise. This includes a deep understanding of the forces that continuously change the environment of the product line. These forces can then be harnessed as part of the architectural foundation for the product line.
The pervasive digitisation of services and the desire to create and operate platforms that can support large digital service ecosystems that include many organisations, have put the spotlight on design principles for product lines, product platforms, and related organisational structures.
These slides relate to a talk at ProductTank Auckland (https://www.meetup.com/ProductTank-Auckland/events/252496542/). The video recording is available at https://twitter.com/pmauckland/status/1021272934416109568.
Learn from the Experts: Using DORA Metrics to Accelerate Value Stream FlowDevOps.com
This document outlines a webinar on using DORA metrics to accelerate value stream flow. The webinar will be led by Helen Beal and Jeff Keyes and will discuss why measuring performance is important, what the DORA metrics are, insights into optimizing flow, and how to manage value streams. Key aspects that will be covered include culture, automation, lean principles, measurement, sharing best practices, lead time, cycle time, deployment frequency, change fail rate, mean time to restore service, value stream mapping, and value stream management platforms and tools.
Mondrian MDX requests can be slow in production environments for several reasons: large schemas with many dimensions and measures can cause performance issues; querying large datasets from the database can also impact performance. To address these issues, the document discusses profiling Mondrian requests, optimizing the JVM and database, using caching, and tuning the Mondrian schema. A Mondrian schema pool is also described that reuses schema objects and periodically flushes unused schemas to free memory.
The document discusses improving MDX usability in Mondrian through user defined functions (UDFs). It provides examples of UDFs that allow accessing member properties, parsing dates, performing date calculations, calculating cumulative totals over time periods, aggregating calculated members, and setting default context. The UDFs extend MDX capabilities and make queries more readable and maintainable.
The document provides an overview of Agile methodology. It begins with a brief history of the waterfall software development process and its limitations. It then discusses the Agile Manifesto and its core values that favor individuals, collaboration, responding to change, and working software over processes, tools, contracts and plans. Specific Agile frameworks like Scrum and Kanban are then outlined, with Scrum focusing on sprints, daily stand-ups, and no changes during a sprint, while Kanban emphasizes visualizing and limiting work in progress and managing lead times. The document aims to explain the key concepts and differences of Agile approaches.
This document provides an overview of Agile Project Management. It begins by describing some of the limitations of traditional project management approaches, such as long timelines and products becoming outdated. It then introduces Agile Project Management as an alternative approach that allows for flexibility and incorporating feedback throughout the project. Several key aspects of Agile Project Management are summarized, including focusing on short "sprints" of work, daily stand-up meetings, emphasizing customer collaboration, and being able to change direction based on learning. Comparisons are made between Agile and traditional approaches, with Agile noted as particularly suitable for unstable or changing environments.
The document discusses the roles in Scrum, an agile software development methodology. It describes the three main roles: the Scrum Team which develops the software; the Product Owner who prioritizes features and represents customers; and the Scrum Master who leads the team and ensures they follow Scrum practices. The roles work together iteratively with the Scrum Team delivering working software increments each sprint while the Product Owner and Scrum Master provide feedback and guidance.
The document discusses scope creep, providing cases and preventative actions. It defines scope and scope creep, noting that scope creep is a common issue on many projects that can lead to going over budget and missing deadlines. The document then provides tips for controlling scope creep such as thoroughly understanding requirements, having a well-defined WBS, using change control forms, and expect some scope creep to occur. It encourages sharing lessons learned from experience to help improve projects and careers.
The document discusses goals for adopting agile practices like predictability, quality, early ROI, lower costs, and innovation. It then covers considerations for transformation based on organization size, dependencies between teams, and resistance to change. Finally, it outlines key elements of transformation including backlogs, teams, and working tested software and discusses governance structures with portfolio, program, and delivery teams.
O documento fornece uma visão geral dos principais papéis ágeis em três frases:
Discute os papéis do Product Owner, que representa o lado do negócio, e do Scrum Master, que facilita o time e promove a melhoria contínua do processo. Apresenta também o papel do time, que é responsável pelo planejamento, execução e revisão dos Sprints junto com o Product Owner.
Презентация была представлена в ходе вебинара "Scrum с нуля". Ведущая: Анна Чащина – разработчик 1С, руководитель отдела внедрения компании "Кодерлайн".
Основная тема для обсуждения: почему IT - самая передовая отрасль во всем мире отдает предпочтение именно Scrum.
http://www.koderline.ru/
A couple years ago, a company I was working with, asked me to share with them the use cases and benefits of Scrum. It must have really sparked the management’s interest as they asked me to come up with an Agile implementation strategy for the company. This is the presentation I would like to share with you as I believe many curious, mid size, web development shops out there might be seriously thinking about adopting Agile or some hybrid form to supplement their Waterfall process.
Agile software development is an iterative approach that emphasizes collaboration between self-organizing teams. It promotes adaptive planning, evolutionary development, and rapid response to change. Key characteristics include breaking work into small increments, short iterations of 1-4 weeks with full development cycles, cross-functional teams without hierarchy, and face-to-face communication. Agile differs from traditional methods by focusing more on collaboration and working software than documentation. Common challenges to adopting agile include getting individuals to work as cohesive teams and increasing transparency.
This document provides an overview of the Scrum framework. It defines Scrum as a process framework for developing complex software products. The document outlines the key aspects of Scrum including the Agile Manifesto and principles, Scrum roles, events, and artifacts. It describes the Scrum process as occurring in sprints of one month or less where a potentially shippable product increment is created. The document summarizes the Scrum roles of Product Owner, Development Team, and Scrum Master. It also summarizes the Scrum events of Sprint Planning, Daily Stand-up, Sprint Review, and Sprint Retrospective.
Introduction to the scrum framework: roles, activities and artifacts.
Scrum is an agile methodology for project management, to create a high quality product.
www.nieldeckx.be
The presenter discussed limitations of predictive project management and how agile project management addresses these through its values of prioritizing individuals and interactions, working software, customer collaboration, and responding to change. Key aspects of agile include self-organizing cross-functional teams, frequent delivery of working software, and emphasis on individuals and interactions over processes. Popular agile methodologies like Scrum were explained, involving rituals like daily stand-ups and artifacts like product backlogs. Career opportunities in agile project management were explored along with typical job roles and required skills.
O documento descreve os principais conceitos e processos do framework Scrum. Resume os papéis do Product Owner, Scrum Master e Time de Desenvolvimento, e explica os conceitos-chave de Product Backlog e Sprint.
The document discusses various best practices used in Agile project management. Some key Agile practices mentioned include iterations, customer-oriented approach, product backlog, user stories, Scrum meetings, and automated testing. It provides details on how each practice works and its benefits. For example, it notes that iterations allow teams to select work based on available hours, while product backlogs help prioritize and detail customer requirements to guide development work.
From project to product mindset and onwards to product platform architecturesJorn Bettin
Is it possible to stay innovative and economically manage many hundreds or even thousands of products or product variants?
Organisations interested in benefiting from a product line and product platform approach must adopt values and organisational principles that encourage the development of deep domain expertise. This includes a deep understanding of the forces that continuously change the environment of the product line. These forces can then be harnessed as part of the architectural foundation for the product line.
The pervasive digitisation of services and the desire to create and operate platforms that can support large digital service ecosystems that include many organisations, have put the spotlight on design principles for product lines, product platforms, and related organisational structures.
These slides relate to a talk at ProductTank Auckland (https://www.meetup.com/ProductTank-Auckland/events/252496542/). The video recording is available at https://twitter.com/pmauckland/status/1021272934416109568.
Learn from the Experts: Using DORA Metrics to Accelerate Value Stream FlowDevOps.com
This document outlines a webinar on using DORA metrics to accelerate value stream flow. The webinar will be led by Helen Beal and Jeff Keyes and will discuss why measuring performance is important, what the DORA metrics are, insights into optimizing flow, and how to manage value streams. Key aspects that will be covered include culture, automation, lean principles, measurement, sharing best practices, lead time, cycle time, deployment frequency, change fail rate, mean time to restore service, value stream mapping, and value stream management platforms and tools.
Mondrian MDX requests can be slow in production environments for several reasons: large schemas with many dimensions and measures can cause performance issues; querying large datasets from the database can also impact performance. To address these issues, the document discusses profiling Mondrian requests, optimizing the JVM and database, using caching, and tuning the Mondrian schema. A Mondrian schema pool is also described that reuses schema objects and periodically flushes unused schemas to free memory.
The document discusses improving MDX usability in Mondrian through user defined functions (UDFs). It provides examples of UDFs that allow accessing member properties, parsing dates, performing date calculations, calculating cumulative totals over time periods, aggregating calculated members, and setting default context. The UDFs extend MDX capabilities and make queries more readable and maintainable.
Analyze and Visualize Git Log for Fun and Profit - DevTernity 2015Raimonds Simanovskis
This document discusses analyzing and visualizing git commit logs to gain insights. It provides examples of visualizing commit data by time, authors, files changed, and other dimensions. Examples shown include contributions over time to Rails and Node.js, top contributors, and analyzing patterns in commit times. The document advocates using git logs for code metrics and "Mining" them to learn from a codebase's history.
The document discusses data warehouses and multi-dimensional data analysis. It provides an example of modeling sales data across multiple tables in a relational database and shows how long queries take on large amounts of data. It then introduces dimensional modeling and how to structure data in a data warehouse using fact and dimension tables. Finally, it demonstrates how to model the sales data multidimensionally using a data cube and discusses OLAP technologies like Mondrian for multi-dimensional analysis.
The document describes mondrian-olap, a JRuby library that allows querying Mondrian OLAP schemas using Ruby and provides examples of defining Mondrian schemas, connecting to databases, executing MDX queries, and extending functionality through user-defined functions in Ruby, JavaScript, and CoffeeScript. It proposes defining Mondrian schemas directly in CoffeeScript for increased brevity and readability.
This document discusses embedding the Mondrian OLAP engine in other applications. It describes how eazyBI embeds Mondrian in its integrated business intelligence application to provide ETL, reports, charts, dashboards and the ability to embed analytics in other apps. It also discusses options for deploying Mondrian in embedded and multi-tenant configurations, current issues with long running threads and calculated measures, and additional user defined functions developed for Mondrian.
This document discusses JavaScript unit testing with Jasmine. It provides an overview of Jasmine's syntax including describes, contexts, matches, spies and stubs. It also discusses tools that can be used with Jasmine like jasmine-jquery for DOM testing and jasmine-given for behavior-driven development style tests.
This document discusses Ruby, an object-oriented scripting language, and its integration with Java via JRuby. It provides an overview of Ruby concepts like classes, modules, and metaprogramming. It then discusses how JRuby allows embedding Ruby as a scripting language in Java applications and using Java classes from Ruby. It also covers Ruby on Rails and how JRuby can be used to deploy Rails applications on the JVM. Finally, it discusses performance improvements in JRuby 1.7 and some benefits of using JRuby.
1) Agile values and practices can be applied to operations by focusing on individuals and interactions, comprehensive automation through infrastructure as code, and responding quickly to changes rather than following a predefined plan.
2) Typical system administration involves manual and repetitive installation and configuration tasks, whereas automating infrastructure build through version control and continuous deployment allows infrastructure to be provisioned and configured in a consistent, automated way.
3) Monitoring everything from end-user experience to applications, databases, and operating systems enables detecting problems early. Automated alerts and root cause analysis facilitate fast problem resolution.
Presented at DevClub.lv meeting http://devclub.lv/announcing-6th-devclub-lv
(video recording of talk is here http://devclub.lv/test-driven-development-tdd-why-and-how-raimonds-simanovskis) and at Agile Tour Vilnius 2013 conference (http://www.agileturas.lt/vilnius#raimonds_simanovskis).
This document discusses analyzing and visualizing Git commit logs to gain insights from a codebase's history. It describes analyzing commits across dimensions like authors, file extensions, times, and dates to understand contributor patterns and identify opportunities for improvement. Visualizations are shown examining contributions by time zone, hour of day, and day of week to learn about developer workflows and prevent burnout.
This document discusses unit testing PL/SQL code using Ruby. It introduces the ruby-plsql-spec gem, which allows writing PL/SQL unit tests in Ruby with a readable RSpec-style syntax. The gem provides powerful testing features and best practices from the Ruby community. A demo shows connecting to a database and calling PL/SQL procedures from Ruby tests. The benefits highlighted are compact readable syntax, support for complex tests, following best practices, and being open-source. More information is provided in blog posts and the GitHub repository for ruby-plsql-spec.
opendata.lv Case Study - Promote Open Data with Analytics and VisualizationsRaimonds Simanovskis
This case study promotes opening up government data through analytics and visualizations to make the information more engaging and reusable. It suggests crawling Latvian government websites to publish analytical reports and dashboards using open data from sources like election donations, university applications, and traffic accidents. The main challenges are a lack of awareness about open data in the country, data published in undocumented XMLs or PDFs instead of open formats, and no regulations around open data.
This document discusses extending Oracle E-Business Suite using Ruby on Rails. It provides an overview of how to extend EBS functionality by embedding EBS data in other systems or customizing forms and reports. It then discusses the evolution of EBS extension approaches over time from custom PL/SQL to various Java-based frameworks. It introduces Ruby on Rails as an alternative approach, describing how Rails uses an MVC architecture and Active Record pattern. It demonstrates how to connect Rails to Oracle databases using enhanced Oracle adapters and call PL/SQL from Ruby. Finally, it discusses deployment options and provides references for more information.
Rails-like JavaScript Using CoffeeScript, Backbone.js and JasmineRaimonds Simanovskis
The document discusses using CoffeeScript to write JavaScript code in a more Ruby-like style. It provides examples of CoffeeScript code for functions, objects, classes, and other concepts. CoffeeScript allows JavaScript code to be written in a cleaner syntax that resembles Ruby. This helps address problems with JavaScript code appearing "ugly" and unfamiliar to developers experienced in Ruby. CoffeeScript transpires to regular JavaScript, enabling the Ruby-like code to run in browsers.
This document discusses multidimensional data analysis using JRuby and OLAP. It covers relational and multidimensional data models, SQL and MDX query languages, commercial OLAP vendors, and defining OLAP schemas and querying data in Ruby. Example queries are provided to illustrate getting analytical data such as total sales by product groups for a time period and location.
This document discusses why every tester should learn Ruby. It notes that testers often use scripting languages like VBScript, SQABasic, RobotJ, and VU to automate tests, but that Ruby is a better alternative being a simple yet powerful object-oriented and dynamic programming language. Ruby has a high testing culture in its community and is used for test automation with frameworks like Selenium and Watir for web testing, JRuby for GUI testing with Java libraries, and can interface with databases using Ruby-PLSQL-Spec for testing Oracle PL/SQL code. The document provides examples of test scripts in Ruby and argues that Ruby allows tests to serve as executable specifications.
This document discusses multidimensional data analysis using JRuby and OLAP technologies. It provides examples of SQL queries for relational data that become complex for analytical queries. It then introduces multidimensional data modeling and cubes with dimensions, hierarchies and measures. Examples are given of MDX queries and equivalent Ruby queries against OLAP cubes for analytical reporting. Finally, it discusses defining an OLAP schema to map cubes to database tables.
This document summarizes Rails on Oracle and the Oracle enhanced ActiveRecord adapter. It discusses the main components, how the adapter maps data types between Ruby/Rails and Oracle, and how it handles legacy schemas, PL/SQL CRUD procedures, and full-text indexes. It also provides information on testing, contributing, reporting issues and related libraries.
4. Tradicionālās
pieejas problēmas
Pārāk agra prasību Ilgi jāgaida uz
fiksēšana rezultātu
Fokuss uz
dokumentiem nevis
programmatūru Nepietiekoša
atgriezeniskā saite
Pretestība izmaiņām
Pārtērēts budžets un
Riski tiek atklāti vēlu nokavēti termiņi
8. Agile Manifesto
Cilvēki un Procesiem
pāri
mijiedarbība un rīkiem
Strādājoša Visaptverošai
pāri
programmatūra dokumentācijai
Sadarbība Līgumu
pāri
ar klientu saskaņošanai
Reaģēšana Sekošanai
pāri
uz izmaiņām plānam
21. “Kalsnā” (Lean)
ražošana
Ražot vērtību
Samazināt lieko patēriņu
22. Liekais laika patēriņs
(Waste)
• Daļēji pabeigts darbs
• Lieki procesi
• Liekas iespējas / funkcionalitāte
• Pārslēgšanās starp darbiem
• Gaidīšana
• Lieka kustēšanās
• Defekti
• Vadīšanas aktivitātes
24. Iteratīvā plānošana
Produkta
prasības Ikdienas
Iterācijas darbs
Iterācijas
darbi gatavais
Prioritāte
rezultāts
Regulāra 1 - 4 nedēļas
pārskatīšana
1-3 mēnešos
26. Lietotāju stāsti
User stories
Lietotājs var pieslēgties
sistēmai ar savu
lietotājvārdu un paroli
3
27. Lietotāju stāstu
akcepttesti
1) var pieslēgties ar pareizu
lietotājvārdu un paroli
2) nevar pieslēgties ar
nepareizu paroli
3) nobloķē lietotāju pēc 3
neveiksmīgām pieslēgšanām
