The document discusses the problems with using rollups to track progress on multi-team projects. Rollups hide valuable information about individual team and program progress. They can inaccurately forecast completion dates and set incorrect expectations. The document recommends tracking each team's progress separately without masking data and correlating program objectives with project progress to provide better visibility.
New barriers of transformation at DevOpsDays LisbonMirco Hering
My talk about what is holding us back from achieving the DevOps transformation outcomes we are all hoping for. This talk takes inspiration from many areas of Agile and Culture change.
Slide of the presentation I did at Vodafone Village on 2018/11/15 describing how the Funambol Android Team moved from 3 releases/yr to biweekly releases, what we learned from that and the impact it had inside the team and the company
Анна Лаврова — Certified Scrum Master, Сertified SAFe Agilist. Опыт работы в управлении проектами более 9 лет, за это время была в роли PM-а в Outsource, Outstaff, Product, Startup компаниях. Внедряла техники Agile с нуля на трех проектах. Работала с государственными проектами США, запустила несколько стартапов.
New barriers of transformation at DevOpsDays LisbonMirco Hering
My talk about what is holding us back from achieving the DevOps transformation outcomes we are all hoping for. This talk takes inspiration from many areas of Agile and Culture change.
Slide of the presentation I did at Vodafone Village on 2018/11/15 describing how the Funambol Android Team moved from 3 releases/yr to biweekly releases, what we learned from that and the impact it had inside the team and the company
Анна Лаврова — Certified Scrum Master, Сertified SAFe Agilist. Опыт работы в управлении проектами более 9 лет, за это время была в роли PM-а в Outsource, Outstaff, Product, Startup компаниях. Внедряла техники Agile с нуля на трех проектах. Работала с государственными проектами США, запустила несколько стартапов.
Daily & Weekly Production Meetings Agenda ProposalsLevente Dudas
An example daily and weekly production meeting agenda in a digital agency environment/company.
Meetings in which we catch up on projects, get updates on timelines and discuss any potential blockers for the week.
Our Journey to Agile in the Microsoft Developer DivisionTechWell
This is the story about the Microsoft Developer Division and their two-year journey to agile—from shipping every three years to shipping every three weeks. In the old days, long stabilization phases were part of its DNA. Managers were rewarded for micromanagement. Commitments were made months in advance. Maintaining the appearance of meeting commitments was valued over transparency. Gregg Boer shares how this organization within Microsoft transitioned to one that values agile principles—controlling technical debt, enabling teams, eliminating bogus commitments, and rewarding transparency. When applying agile to such a large, traditional organization, the key to success is allowing autonomy at the team level, while ensuring alignment with the organization. Gregg shares successes as well as colossal failures. Learn how management sets direction while teams own their own backlog, how communication up and down can be transparent and healthy, and other lessons on their journey to agile.
We all know, given the right mindset, that Agile approaches are a great way to get results and for people to go home feeling that they have contributed.
But no one really asks why. Why does it work?
This presentation, given at the Agile Business Conference in London in 2013 provides a collection of Agile-independant thoughts and ideas to make people think.
Above all, it provides some take aways to help judge if the team has a solid understanding of purpose and if the team is just well, how can on say, "dysfunctional".
Can a team with 3 software developers build a “tailored” product in a few months and replace an enterprise solution that no longer fully satisfies business needs?
In this talk I will tell you how we managed to put a first working version of the new product into production in a few months, combining a strong desire for simplicity, good technical practices, and a lean approach.
At the end of the talk, you will understand that collaboration, feedback, and a process to support the product make any kind of goal achievable!
The ultimate guide to maintaining product focusGoSquared
3 key principles for maintaining focus when creating a product in a team of developers and designers. Originally presented at ProductTank in London in May 2014.
General introduction to agile practices like Scrum and Kanban. Also covers what situations Agile is best at, what situations Agile doesn't help with, and what an Agile team should look like. This deck is a general intro to Agile for OpenSource Connections clients.
Empowered development teams are the backbone of the agile development idea.
Ideally each team incorporates the complete knowledge needed in the development process, including front end development, quality assurance techniques and site operation know-how.
At mobile.international we tried to achieve this with including specialists of the different disciplines in our teams. In 2012 we presented this topic at the TechCon in Lissabon, an eBay internal technology event. We gave an overview of the former and current team structures and the benefits and challenges we encountered so far (yes, there are challenges…), with an special emphasis on the QA discipline. Here we included the slides of the presentation for the interested readers.
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Time Management Plan Guidelines
PURPOSE
The purpose of this assignment is to allow the learner to use effective strategies to manage time as a professional nurse and online student.
COURSE OUTCOMES
This assignment enables the student to meet the following course outcomes.
CO #3. Demonstrate effective verbal, written, and technological communication using legal and ethical standards for transferring knowledge. (PO #3)
CO #4. Integrate critical thinking and judgment in professional decision-making in collaboration with faculty and peers. (PO #4)
CO #5. Integrate application of professional values, service, and accountability when planning for personal, intellectual, and professional development. (PO #5)
CO #9. Demonstrates responsibility for personal and professional development by assessing computer competence, implementing plans for upgrading computer skills, and using effective strategies for online student success. (PO #5)
DUE DATE
Submit the assignment to the Week 1 Dropbox by Sunday, 11:59 p.m. MT.
POINTS
This assignment is worth a total of 50 points.
PREPARING THE TIME MANAGEMENT PLAN
1. Read this document (Time Management Plan Guidelines), including the Rubric.
2. From Doc Sharing, download the Time Management Plan Template. Rename that document as Your Last Name Time Management Plan.docx. Save it to your own computer or flash drive in a location where you will be able to retrieve it later. Type your assignment directly on the saved document. Remember that only Microsoft Word 2010 or a later version is acceptable. The document must be saved as a .docx. Save your work frequently as you type to prevent loss of your work.
3. As you prepare your Time Management Plan, consider your own life. When do you work, sleep, and spend time with family and friends? How will the addition of online coursework impact your time management?
4. Complete the Time Management Plan with your schedule for an upcoming course week. Be sure to consider all the activities you will do during that week. Work on this assignment during Week 1. Don’t wait until the due date to begin your work!
5. An example of a plan may be found at the end of this document.
6. When your assignment is complete, save and close the document. Enter the course and submit the document as an attachment to the Week 1 Dropbox. See the Week 1 Assignments page for step-by-step instructions on how to use the Dropbox.
DIRECTIONS AND GRADING CRITERIA
Category
Points
%
Description: See Rubric for details.
Categories Used
10 points
20%
Use at least five categories for the week that clearly describe the activities in which you participate. You may add additional categories and labels.
Logical Sequence
10 points
20%
Plan for each day of the week follows a very logical sequence.
Schedule
10 points
20%
Schedule completed for 24 hours each day during 7 days of the week.
...
This deck describes the key learnings from a coaching engagement I did in early 2009 for VersionOne. . Might be called... how to do Scrum and deliver nothing ;-)
Like Herding Cats: How to Get Engineers to Update Their StatusAtlassian
Many engineering teams at Akamai Technologies have different software development cycles and unique ways of using Jira. We're working on a critical muli-year, cross-team project, and need to provide frequent updates to senior management. So, how do I get my teams to update a status I can use for reporting?
Learn how our agile engineering teams navigate work with management team with a waterfall mindset and see how we use Jira, Confluence and Structure to streamline the status tracking and reporting process.
The 5 Immutable principles of project managementGlen Alleman
Software development methods are sometimes confused with Project Management principles. There are 5 irreducible principles used to manage projects, no matter the domain or context. We need to assure our development work is guided by these 5 Project Management principles.
Points 200Term Paper Using Agile Project Management to Impleme.docxharrisonhoward80223
Points: 200
Term Paper: Using Agile Project Management to Implement a Complex Marketing Campaign System
Criteria
Unacceptable
Below 60% F
Meets Minimum Expectations
60-69% D
Fair
70-79% C
Proficient
80-89% B
Exemplary
90-100% A
Section 1: Written Project Plan
1. Write a ten to fifteen (10-15) page paper in which you:
1a. Suggest an Agile project management framework to the sponsors and justify why the framework you suggested is best suited for this project.
Weight: 5%
Did not submit or incompletely suggested an Agile project management framework to the sponsors and did not submit or incompletely justified why the framework you suggested is best suited for this project.
Insufficientlysuggested an Agile project management framework to the sponsors and insufficiently justified why the framework you suggested is best suited for this project.
Partially suggested an Agile project management framework to the sponsors and partially justified why the framework you suggested is best suited for this project.
Satisfactorily suggested an Agile project management framework to the sponsors and satisfactorily justified why the framework you suggested is best suited for this project.
Thoroughly suggested an Agile project management framework to the sponsors and thoroughly justified why the framework you suggested is best suited for this project.
1b. Develop a release plan through the use of graphical tools in Microsoft Word or Visio, or an open source alternative such as Dia.
Weight: 5%
Did not submit or incompletely developed a release plan through the use of graphical tools in Microsoft Word or Visio, or an open source alternative such as Dia.
Insufficiently developed a release plan through the use of graphical tools in Microsoft Word or Visio, or an open source alternative such as Dia.
Partially developed a release plan through the use of graphical tools in Microsoft Word or Visio, or an open source alternative such as Dia.
Satisfactorily developed a release plan through the use of graphical tools in Microsoft Word or Visio, or an open source alternative such as Dia.
Thoroughly developed a release plan through the use of graphical tools in Microsoft Word or Visio, or an open source alternative such as Dia.
1c. Explain how to use Agile methods to scale the release plan you developed for retiring the legacy applications.
Weight: 5%
Did not submit or incompletely explained how to use Agile methods to scale the release plan you developed for retiring the legacy applications.
Insufficiently explained how to use Agile methods to scale the release plan you developed for retiring the legacy applications.
Partially explained how to use Agile methods to scale the release plan you developed for retiring the legacy applications.
Satisfactorily explained how to use Agile methods to scale the release plan you developed for retiring the legacy applications.
Thoroughly explained how to use Agile methods to scale the release plan you developed for retiring the legacy a.
Daily & Weekly Production Meetings Agenda ProposalsLevente Dudas
An example daily and weekly production meeting agenda in a digital agency environment/company.
Meetings in which we catch up on projects, get updates on timelines and discuss any potential blockers for the week.
Our Journey to Agile in the Microsoft Developer DivisionTechWell
This is the story about the Microsoft Developer Division and their two-year journey to agile—from shipping every three years to shipping every three weeks. In the old days, long stabilization phases were part of its DNA. Managers were rewarded for micromanagement. Commitments were made months in advance. Maintaining the appearance of meeting commitments was valued over transparency. Gregg Boer shares how this organization within Microsoft transitioned to one that values agile principles—controlling technical debt, enabling teams, eliminating bogus commitments, and rewarding transparency. When applying agile to such a large, traditional organization, the key to success is allowing autonomy at the team level, while ensuring alignment with the organization. Gregg shares successes as well as colossal failures. Learn how management sets direction while teams own their own backlog, how communication up and down can be transparent and healthy, and other lessons on their journey to agile.
We all know, given the right mindset, that Agile approaches are a great way to get results and for people to go home feeling that they have contributed.
But no one really asks why. Why does it work?
This presentation, given at the Agile Business Conference in London in 2013 provides a collection of Agile-independant thoughts and ideas to make people think.
Above all, it provides some take aways to help judge if the team has a solid understanding of purpose and if the team is just well, how can on say, "dysfunctional".
Can a team with 3 software developers build a “tailored” product in a few months and replace an enterprise solution that no longer fully satisfies business needs?
In this talk I will tell you how we managed to put a first working version of the new product into production in a few months, combining a strong desire for simplicity, good technical practices, and a lean approach.
At the end of the talk, you will understand that collaboration, feedback, and a process to support the product make any kind of goal achievable!
The ultimate guide to maintaining product focusGoSquared
3 key principles for maintaining focus when creating a product in a team of developers and designers. Originally presented at ProductTank in London in May 2014.
General introduction to agile practices like Scrum and Kanban. Also covers what situations Agile is best at, what situations Agile doesn't help with, and what an Agile team should look like. This deck is a general intro to Agile for OpenSource Connections clients.
Empowered development teams are the backbone of the agile development idea.
Ideally each team incorporates the complete knowledge needed in the development process, including front end development, quality assurance techniques and site operation know-how.
At mobile.international we tried to achieve this with including specialists of the different disciplines in our teams. In 2012 we presented this topic at the TechCon in Lissabon, an eBay internal technology event. We gave an overview of the former and current team structures and the benefits and challenges we encountered so far (yes, there are challenges…), with an special emphasis on the QA discipline. Here we included the slides of the presentation for the interested readers.
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Time Management Plan Guidelines
PURPOSE
The purpose of this assignment is to allow the learner to use effective strategies to manage time as a professional nurse and online student.
COURSE OUTCOMES
This assignment enables the student to meet the following course outcomes.
CO #3. Demonstrate effective verbal, written, and technological communication using legal and ethical standards for transferring knowledge. (PO #3)
CO #4. Integrate critical thinking and judgment in professional decision-making in collaboration with faculty and peers. (PO #4)
CO #5. Integrate application of professional values, service, and accountability when planning for personal, intellectual, and professional development. (PO #5)
CO #9. Demonstrates responsibility for personal and professional development by assessing computer competence, implementing plans for upgrading computer skills, and using effective strategies for online student success. (PO #5)
DUE DATE
Submit the assignment to the Week 1 Dropbox by Sunday, 11:59 p.m. MT.
POINTS
This assignment is worth a total of 50 points.
PREPARING THE TIME MANAGEMENT PLAN
1. Read this document (Time Management Plan Guidelines), including the Rubric.
2. From Doc Sharing, download the Time Management Plan Template. Rename that document as Your Last Name Time Management Plan.docx. Save it to your own computer or flash drive in a location where you will be able to retrieve it later. Type your assignment directly on the saved document. Remember that only Microsoft Word 2010 or a later version is acceptable. The document must be saved as a .docx. Save your work frequently as you type to prevent loss of your work.
3. As you prepare your Time Management Plan, consider your own life. When do you work, sleep, and spend time with family and friends? How will the addition of online coursework impact your time management?
4. Complete the Time Management Plan with your schedule for an upcoming course week. Be sure to consider all the activities you will do during that week. Work on this assignment during Week 1. Don’t wait until the due date to begin your work!
5. An example of a plan may be found at the end of this document.
6. When your assignment is complete, save and close the document. Enter the course and submit the document as an attachment to the Week 1 Dropbox. See the Week 1 Assignments page for step-by-step instructions on how to use the Dropbox.
DIRECTIONS AND GRADING CRITERIA
Category
Points
%
Description: See Rubric for details.
Categories Used
10 points
20%
Use at least five categories for the week that clearly describe the activities in which you participate. You may add additional categories and labels.
Logical Sequence
10 points
20%
Plan for each day of the week follows a very logical sequence.
Schedule
10 points
20%
Schedule completed for 24 hours each day during 7 days of the week.
...
This deck describes the key learnings from a coaching engagement I did in early 2009 for VersionOne. . Might be called... how to do Scrum and deliver nothing ;-)
Like Herding Cats: How to Get Engineers to Update Their StatusAtlassian
Many engineering teams at Akamai Technologies have different software development cycles and unique ways of using Jira. We're working on a critical muli-year, cross-team project, and need to provide frequent updates to senior management. So, how do I get my teams to update a status I can use for reporting?
Learn how our agile engineering teams navigate work with management team with a waterfall mindset and see how we use Jira, Confluence and Structure to streamline the status tracking and reporting process.
The 5 Immutable principles of project managementGlen Alleman
Software development methods are sometimes confused with Project Management principles. There are 5 irreducible principles used to manage projects, no matter the domain or context. We need to assure our development work is guided by these 5 Project Management principles.
Points 200Term Paper Using Agile Project Management to Impleme.docxharrisonhoward80223
Points: 200
Term Paper: Using Agile Project Management to Implement a Complex Marketing Campaign System
Criteria
Unacceptable
Below 60% F
Meets Minimum Expectations
60-69% D
Fair
70-79% C
Proficient
80-89% B
Exemplary
90-100% A
Section 1: Written Project Plan
1. Write a ten to fifteen (10-15) page paper in which you:
1a. Suggest an Agile project management framework to the sponsors and justify why the framework you suggested is best suited for this project.
Weight: 5%
Did not submit or incompletely suggested an Agile project management framework to the sponsors and did not submit or incompletely justified why the framework you suggested is best suited for this project.
Insufficientlysuggested an Agile project management framework to the sponsors and insufficiently justified why the framework you suggested is best suited for this project.
Partially suggested an Agile project management framework to the sponsors and partially justified why the framework you suggested is best suited for this project.
Satisfactorily suggested an Agile project management framework to the sponsors and satisfactorily justified why the framework you suggested is best suited for this project.
Thoroughly suggested an Agile project management framework to the sponsors and thoroughly justified why the framework you suggested is best suited for this project.
1b. Develop a release plan through the use of graphical tools in Microsoft Word or Visio, or an open source alternative such as Dia.
Weight: 5%
Did not submit or incompletely developed a release plan through the use of graphical tools in Microsoft Word or Visio, or an open source alternative such as Dia.
Insufficiently developed a release plan through the use of graphical tools in Microsoft Word or Visio, or an open source alternative such as Dia.
Partially developed a release plan through the use of graphical tools in Microsoft Word or Visio, or an open source alternative such as Dia.
Satisfactorily developed a release plan through the use of graphical tools in Microsoft Word or Visio, or an open source alternative such as Dia.
Thoroughly developed a release plan through the use of graphical tools in Microsoft Word or Visio, or an open source alternative such as Dia.
1c. Explain how to use Agile methods to scale the release plan you developed for retiring the legacy applications.
Weight: 5%
Did not submit or incompletely explained how to use Agile methods to scale the release plan you developed for retiring the legacy applications.
Insufficiently explained how to use Agile methods to scale the release plan you developed for retiring the legacy applications.
Partially explained how to use Agile methods to scale the release plan you developed for retiring the legacy applications.
Satisfactorily explained how to use Agile methods to scale the release plan you developed for retiring the legacy applications.
Thoroughly explained how to use Agile methods to scale the release plan you developed for retiring the legacy a.
Similar to How do you get accurate visibility on a multi-team project? (20)
The Toyota Way, also known as Lean, was born from hardship and survival. It is an approach that does not rely on the accidental fortunate circumstance of being in a positive business climate. The system that propelled Toyota to the top of the global automotive industry is designed to succeed in both good times and bad.
Lean thinking fundamentally changes the engagement model between IT and the business, challenging traditional relationships with staff,customers and partners.
This session, presented by a partnership between ThoughtWorks and KM&T, explains the Lean approach to challenges, continuous improvement, productivity, and quality, and how these principles can help you deliver high-value,high-quality software solutions to reduce operational costs, increase profitability, and survive.
With presenters bringing deep expertise from Toyota, Lean and Agile principles, learn how to:
-Identify and eliminate non-value adding work and cost (i.e., waste)
-Build quality into processes to remove unnecessary rework
-Apply Just-in-Time (JIT) principles to software delivery
-Build processes that optimise use of resources and productivity for the entire end-to-end value stream
-Engage everyone to continuously improve your team and practices
-Understand the differences between repetitive processes, product development and software development
Join us to discover how to do more with less.
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BRISBANE
Tuesday 17 March, 2009
8am –- 9.30am
Hilton
190 Elizabeth Street, Brisbane
SYDNEY
Tuesday 24 March, 2009
8am –- 9.30am
Hilton
488 George Street, Sydney
MELBOURNE
Tuesday 31 March, 2009
8am –- 9.30am
Marriott
Cnr Exhibition & Lonsdale
Streets, Melbourne
PERTH
Tuesday 7 April, 2009
8am –- 9.30am
Hilton
14 Mill Street, Perth
A light buffet breakfast will be provided *
*
ThoughtWorks Luminary and Conference Presenter Extraordinaire Neal Ford will be presenting:
Emergent Design & Evolutionary Architecture
Most of the software world has realised that Big Design Up Front (BDUF) doesn’t work well in software. But lots of developers struggle with this notion when it applies to architecture and design, surely you can’t start coding, right? You need some level of understanding before you can start work.
This seminar will explore the current thinking about Emergent Design and Evolutionary Architecture, including:
• Proactive approaches with test driven development
• Reactive approaches including both refactoring and composed methods
• Strategies and techniques for allowing design to emerge from projects as they proceed, keeping your code in sync with the problem domain
• Real world examples of these techniques in action
Neal Ford, Software Architect and Meme Wrangler, ThoughtWorks
Neal is an acclaimed international speaker and expert on designing and building of large-scale enterprise applications. Neal has spoken at over 100 conferences worldwide, delivering more than 600 talks. Neal is also the designer and developer of applications, instructional materials, magazine articles, courseware, video/DVD presentations and author and/or editor of 6 books spanning a variety of technologies, including the most recent The Productive Programmer.
Improving business outcomes through rapid data visualisationThoughtWorks Studios
Visualising data provides clarity, increases engagement and delivers unexpected insights. A rapid and adaptive approach to building visualisations can help you realise value with a minimal investment.
David and Ray shared thoughts and client stories from work in Perth and Melbourne at an evening briefing in Perth, Western Australia, on 29 October 2013. David is a lead management consultant with a mathematical visualisation bent (find him on LinkedIn or see his blog). Ray is a lead developer consultant who enjoys thinking up and building products (twitter @grassdog).
A talk by Stewart Gleadow and Jonny LeRoy at Thoughtworks Live in Sydney and Melbourne in May 2013. It's a high level look at how you can approach mobile development and strategies to evolve for a future of many APIs and many front end clients.
How to implement continuous delivery with enterprise java middleware?ThoughtWorks Studios
The goal of Continuous Delivery is to move your production release frequency from months to weeks or even days. This all sounds great, but is Continuous Delivery achievable in a complex enterprise IT environment running Java EE middleware such as WebLogic, WebSphere or JBoss?
In this deck, Andrew Phillips, VP Products, XebiaLabs and Sriram Narayan, Product Principal, ThoughtWorks Studios examine the challenges of Continuous Delivery in a complex environment, the key drivers and benefits for moving to Continuous Delivery and simple ways to get started. We also demonstrate a Java EE delivery pipeline using ThoughtWorks Go and XebiaLabs Deployit that helps you get started and addresses the challenges commonly encountered in enterprise environments.
Patricia Carlin, General Manager ThoughtWorks talks about Metrics versus Diagnostics, Reporting Progress and Providing Visibility. And also the necessity of producing metrics that add value and eliminating metrics that are now deemed irrelevant. The discussion also comprises guidelines on effectively using metrics on an Agile Project as well as different types of metrics used on ThoughtWorks projects.
Mingle Case-study with Minnesotta State Colleges and UniversitiesThoughtWorks Studios
While adopting Agile processes for their state-wide
development teams at Minnesota State Colleges & Universities (MNSCU), the
Enterprise Software Development division sought to develop more mature
Agile processes among their teams, and to find a tool that would facilitate
those Agile ideas in a distributed team culture. By using Mingle, they can
customize the tool to mirror and support their development, collaboration and
reporting needs. They also now deliver software products that are more timely
and well tested and better meet the needs of their customers, the students and
staff at MNSCU.
UiPath Test Automation using UiPath Test Suite series, part 3DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 3. In this session, we will cover desktop automation along with UI automation.
Topics covered:
UI automation Introduction,
UI automation Sample
Desktop automation flow
Pradeep Chinnala, Senior Consultant Automation Developer @WonderBotz and UiPath MVP
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Neuro-symbolic is not enough, we need neuro-*semantic*Frank van Harmelen
Neuro-symbolic (NeSy) AI is on the rise. However, simply machine learning on just any symbolic structure is not sufficient to really harvest the gains of NeSy. These will only be gained when the symbolic structures have an actual semantics. I give an operational definition of semantics as “predictable inference”.
All of this illustrated with link prediction over knowledge graphs, but the argument is general.
JMeter webinar - integration with InfluxDB and GrafanaRTTS
Watch this recorded webinar about real-time monitoring of application performance. See how to integrate Apache JMeter, the open-source leader in performance testing, with InfluxDB, the open-source time-series database, and Grafana, the open-source analytics and visualization application.
In this webinar, we will review the benefits of leveraging InfluxDB and Grafana when executing load tests and demonstrate how these tools are used to visualize performance metrics.
Length: 30 minutes
Session Overview
-------------------------------------------
During this webinar, we will cover the following topics while demonstrating the integrations of JMeter, InfluxDB and Grafana:
- What out-of-the-box solutions are available for real-time monitoring JMeter tests?
- What are the benefits of integrating InfluxDB and Grafana into the load testing stack?
- Which features are provided by Grafana?
- Demonstration of InfluxDB and Grafana using a practice web application
To view the webinar recording, go to:
https://www.rttsweb.com/jmeter-integration-webinar
Elevating Tactical DDD Patterns Through Object CalisthenicsDorra BARTAGUIZ
After immersing yourself in the blue book and its red counterpart, attending DDD-focused conferences, and applying tactical patterns, you're left with a crucial question: How do I ensure my design is effective? Tactical patterns within Domain-Driven Design (DDD) serve as guiding principles for creating clear and manageable domain models. However, achieving success with these patterns requires additional guidance. Interestingly, we've observed that a set of constraints initially designed for training purposes remarkably aligns with effective pattern implementation, offering a more ‘mechanical’ approach. Let's explore together how Object Calisthenics can elevate the design of your tactical DDD patterns, offering concrete help for those venturing into DDD for the first time!
Generating a custom Ruby SDK for your web service or Rails API using Smithyg2nightmarescribd
Have you ever wanted a Ruby client API to communicate with your web service? Smithy is a protocol-agnostic language for defining services and SDKs. Smithy Ruby is an implementation of Smithy that generates a Ruby SDK using a Smithy model. In this talk, we will explore Smithy and Smithy Ruby to learn how to generate custom feature-rich SDKs that can communicate with any web service, such as a Rails JSON API.
Dev Dives: Train smarter, not harder – active learning and UiPath LLMs for do...UiPathCommunity
💥 Speed, accuracy, and scaling – discover the superpowers of GenAI in action with UiPath Document Understanding and Communications Mining™:
See how to accelerate model training and optimize model performance with active learning
Learn about the latest enhancements to out-of-the-box document processing – with little to no training required
Get an exclusive demo of the new family of UiPath LLMs – GenAI models specialized for processing different types of documents and messages
This is a hands-on session specifically designed for automation developers and AI enthusiasts seeking to enhance their knowledge in leveraging the latest intelligent document processing capabilities offered by UiPath.
Speakers:
👨🏫 Andras Palfi, Senior Product Manager, UiPath
👩🏫 Lenka Dulovicova, Product Program Manager, UiPath
UiPath Test Automation using UiPath Test Suite series, part 4DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 4. In this session, we will cover Test Manager overview along with SAP heatmap.
The UiPath Test Manager overview with SAP heatmap webinar offers a concise yet comprehensive exploration of the role of a Test Manager within SAP environments, coupled with the utilization of heatmaps for effective testing strategies.
Participants will gain insights into the responsibilities, challenges, and best practices associated with test management in SAP projects. Additionally, the webinar delves into the significance of heatmaps as a visual aid for identifying testing priorities, areas of risk, and resource allocation within SAP landscapes. Through this session, attendees can expect to enhance their understanding of test management principles while learning practical approaches to optimize testing processes in SAP environments using heatmap visualization techniques
What will you get from this session?
1. Insights into SAP testing best practices
2. Heatmap utilization for testing
3. Optimization of testing processes
4. Demo
Topics covered:
Execution from the test manager
Orchestrator execution result
Defect reporting
SAP heatmap example with demo
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
24. Rollups of both teams
Incorrect forecasted end date of Jan 15th
The problem with
Rollups
Example
25. Rollups of both teams
Incorrect forecasted end date of Jan 15th
The problem with when it should be Jan 21st
Rollups
Example
26. Rollups of both teams
Incorrect forecasted end date of Jan 15th
The problem with when it should be Jan 21st
Rollups with no visibility of individual team progress
Example
27. What do we recommend for better
visibility of your program’s progress?
28. Correlate progress of program objectives with project progress
For better program
visibility
29. Correlate progress of program objectives with project progress
Track the progress of each project without masking information
For better program
visibility
30. Correlate progress of program objectives with project progress
Track the progress of each project without masking information
Get alerts when attention is needed to project schedules
For better program
visibility
31. Correlate progress of program objectives with project progress
Track the progress of each project without masking information
Get alerts when attention is needed to project schedules
For better program
Forecast the effects of scope changes on project timelines
visibility
33. Agile workers talk often and welcome change. Mingle creates a shared space to
make quick decisions and track details, even when the team can’t be together.
See how Mingle can help you effectively track the progress of your project or program