This document discusses the experience of a team at Huawei Technologies India in adopting Theory of Constraints (TOC) and Kanban practices. The team analyzed constraints through TOC to identify gaps like inefficient processes and lack of resources. They developed a future state tree to break conflicts with win-win solutions. This led them to adopt agile development using Scrum and share team members across components. Further TOC analysis identified challenges of reduced testing time and high workload bursts. The team addressed this by prioritizing work daily in one piece flow and using Kanban to control queues and delays. This improved efficiency by ensuring continuity of workflow.
Using Six Sigma to Drive Tangible Service Desk Improvement and SavingsITSM Academy, Inc.
Kirk Holmes, itSMF USA National Capital President Emeritus, President of Holmes and Associates, will present his experience with using Sig Sigma to answer the question; How do you reduce Service Desk costs, improve quality, and fulfill the Service Desk mission?
Using Six Sigma to Drive Tangible Service Desk Improvement and SavingsITSM Academy, Inc.
Kirk Holmes, itSMF USA National Capital President Emeritus, President of Holmes and Associates, will present his experience with using Sig Sigma to answer the question; How do you reduce Service Desk costs, improve quality, and fulfill the Service Desk mission?
This program was designed for those Maintenance and Reliability Engineers who are ready to make a serious impact in asset reliability. This is a 7 Day Workshop Coupled with 52 iLearning Modules plus a Coach. 10:1 ROI is expected from all students.
Scrum is magic. Scrum is a silver bullet. Scrum will solve all your project issues... Really? Don't believe in fairy tales! Scrum can sure help you boost your team performance and spirit. Real life experience from 6 projects doing scrum within the SAP world.
Twan van den Broek
Presentation by Green Mountain Coffee Roasters on benefits realized using the Paperless PeopleSoft Employee Onboarding solution by Smart ERP Solutions. With rapid growth, operational efficiencies and improved experience for new-hires as drivers the employee onboarding process is automated eliminating paper forms and visibility/accountability increased.
Extend Your PPM Application for Projects Products and ServicesEPM Live
A Project and Portfolio Management (PPM) system is a common need within most IT organizations. In addition to PPM, IT organizations must also have systems in place for the management of other types of work such as products and services. Now, IT organizations are thinking outside of the box. If you must do more with less, what better way to protect your PPM investment and minimize costs then to leverage the same platform to bring Project Management, Product Development and Service Management to your IT organization?
This program was designed for those Maintenance and Reliability Engineers who are ready to make a serious impact in asset reliability. This is a 7 Day Workshop Coupled with 52 iLearning Modules plus a Coach. 10:1 ROI is expected from all students.
Scrum is magic. Scrum is a silver bullet. Scrum will solve all your project issues... Really? Don't believe in fairy tales! Scrum can sure help you boost your team performance and spirit. Real life experience from 6 projects doing scrum within the SAP world.
Twan van den Broek
Presentation by Green Mountain Coffee Roasters on benefits realized using the Paperless PeopleSoft Employee Onboarding solution by Smart ERP Solutions. With rapid growth, operational efficiencies and improved experience for new-hires as drivers the employee onboarding process is automated eliminating paper forms and visibility/accountability increased.
Extend Your PPM Application for Projects Products and ServicesEPM Live
A Project and Portfolio Management (PPM) system is a common need within most IT organizations. In addition to PPM, IT organizations must also have systems in place for the management of other types of work such as products and services. Now, IT organizations are thinking outside of the box. If you must do more with less, what better way to protect your PPM investment and minimize costs then to leverage the same platform to bring Project Management, Product Development and Service Management to your IT organization?
This is a presentation I gave to the Ohio Valley LIG of the Service Management Forum in April of 2010.
I focused the presentation on three main themes:
1) The refinement or removal of non value-added processes in IT (the "big" idea of Lean IT)
2) The institution of metrics (if you don't know where you are now, how do you know where you're going in the future?)
3) The enhancement of communications (manage projects throughout their lifecycle using normalized interfaces)
Precis Book Agile mgmt software engineering david j andreson summary viramdas...Vishwanath Ramdas
my personal notes on Agile management Book By David Anderson.. used as a reference for projects and programs in lean agile for software and services organizations
Managed Services refers to the practice of using specialized service providers for executing specified operating tasks leading to cost & delivery efficiencies and releasing management bandwidth for mission critical activities.
Telecom, BFSI, IT, ITES, Consumer Products
Planning Expansion and Adding Scope to your Current Shared Services OperationScottMadden, Inc.
Successful scope expansion for an existing shared services operation requires careful planning. Scope expansion can take a number of forms such as new services, new customer groups, and new geographies. “Shared Service Expansion” is the fourth session of a HR Shared Services learning series that ScottMadden is presenting along with Shared Services & Outsourcing Network (SSON). In this session, we cover an approach for planning expansion and keys to adding scope while balancing the demands of your current shared services operation.
Everyone has stories of failure. That time you fell off your bike. The day you wore your jumper backwards without realising . That wireframe that confused your customers. The new feature no one used.
Failure is an inevitable part of life and as our delivery practices have matured we’ve celebrated the role that failure plays in building our products.
We Fail Fast. We Fail Forward. We Fail Better.
It almost feels like we want to fail.
It’s as if failure itself is our goal.
Has this obsession with failure clouded our thinking and distracted us from what we are actually trying to achieve?
In this session I will explore the prevailing ideas around failure and how they limit our ability to grow our teams and, just as importantly, the individuals that make up those teams. This talk will leave you with practical actions you can take to create a culture of learning and empowerment…and ultimately create a culture of success rather than failure.
More details:
https://confengine.com/agile-india-2019/proposal/8456/lessons-about-failure-from-the-girl-who-came-last
Conference link: https://2019.agileindia.org
As part of Nedbank's nWoW initiative we also started implementing DevOps practices within product teams; breaking down cultural biases, redefining new processes and standardizing on our DevOps toolchain. Today, months later we’re successfully doing production releases on a weekly basis, fully automated.
More details:
https://confengine.com/agile-india-2019/proposal/8422/devops-in-action-how-nedbank-went-from-quarterly-to-weekly-releases-in-no-time
Conference link: https://2019.agileindia.org
Join me for a very short Design Sprint, where we go through the motions meant for 5 days in just 90 minutes, with a commentary from me about my personal experience in facilitating these.
More details:
https://confengine.com/agile-india-2019/proposal/8407/a-very-short-design-sprint
Conference link: https://2019.agileindia.org
Based on 12 years of experience in numerous transformations, some small, some mammoth, some successful and some not, this talk will outline how to craft a successful Agility transformation from scratch to finish.
The talk will address the following million-dollar questions:
Why would you even want to transform and why is Business Agility one of the most popular options today?
Once you’ve decided to transform, where do you start and how to plan and set up the transformation for success?
What are the parts of a business or organization that need to be transformed? Think of the 3 ‘S’s – Structure, Systems, and Style.
What is the target transformation state?
How do you manage the transformation and tackle the issue of scale?
What to do when the organizational antibodies come for you?
What does success look like and how do you measure it?
When should you stop and get the hell out?
A talk filled with real-world stories and ‘too funny to be true’ incidents that will show you the way, or what to avoid?
More details:
https://confengine.com/agile-india-2019/proposal/8363/how-to-successfully-craft-a-business-agility-transformation
Conference link: https://2019.agileindia.org
Getting new teams to work together is hard. Really. Hard.
Is it because there is so much hype around new Agile teams? Or is it because there is such a focus on “doing things right” (or “doing” Agile right), that we forget about the people actually doing the work? Regardless of the reason, before we can change the way people work... we need to focus on the things that are important for teamwork to work!
We believe that the key to high-performance teams is creating an intentional culture that respects and embraces diversity - whether it be race, gender, class, culture, age, beliefs, language, skills or background. So join us as we explore the Team Canvas – sort of like a Business Model Canvas for teamwork - covering nine essential teamwork elements:
Purpose - Why we are doing what we are doing?
People & Roles - What are our names, roles and responsibilities?
Common goals - What do we as a group want to achieve together?
Personal goals - What do I as an individual want to achieve?
Team values - What do we really stand for and believe in?
Needs and expectations - What do each of us need to be successful in a diverse team?
Rules & Activities - How do we communicate and keep everyone up to date?
Strengths & Assets - What skills do we have in the team?
Weaknesses & Risks - What are the weaknesses we have, as an individual and as a team?
We will walk through our agenda for team lift-offs, facilitation posters and preparation work required, materials needed, and facilitation tips and tricks. All packaged in a handy pocket guide, that you can use to explore tried and tested techniques for each essential element. We will also have an opportunity to practice some of these techniques during the session.
Get ready to lift-off your team in T-minus 10... 9... 8...
More details:
https://confengine.com/agile-india-2019/proposal/8348/t-minus-10-9-8-we-have-lift-off
Conference link: https://2019.agileindia.org
Test Encapsulation has its basis in a research paper I wrote about a decade back for Testing Experience magazine and later presented in a some conferences. At the heart of test encapsulation is introspection - making 'test' the most powerful component of the test automation engine, providing all meta data to it so that it can make run time decisions for itself. It's a complete rethinking of the way test automation engines are architected internally.
The ideas were at a very nascent stage at that time. And well, they were just ideas and I was told how impossible they were. So, I ended up experimenting with the concept for almost a decade, creating 20+ automation engines, big and small, touching the philosophies to various levels. They had varying amount of success w.r.t. where I wanted them to be.
At last, I have got it right to a fair extent. This presentation would be more than theoretical exploration of possibilities. I would demonstrate a test engine that achieves many of the ideas that I discuss. The engine would be free and open-sourced so that attendees can freely experiment further.
More details:
https://confengine.com/agile-india-2019/proposal/8347/test-encapsulation-automated-tests-that-decide-for-themselves
Conference link: https://2019.agileindia.org
What a joy to be in a key leadership position in one of the largest-ever corporate experiments - the transition to new ways of working. I'm accountable for establishing and operating the Centre of Expertise, New Ways of Delivering - how we uplift culture, delivery & technical capability. We're doing this through consulting, coaching, educating, facilitating & mentoring.
The scope - 5000 people, 500 squads, 6 regions.
The process - Think systemically, optimise locally.
The result - it's a process...
More details:
https://confengine.com/agile-india-2019/proposal/8344/from-dogma-to-pragma-helping-500-squads-on-the-road-to-agile-maturity
Conference link: https://2019.agileindia.org
Anti-Patterns are like patterns, only more informative. With anti-patterns you will first see what patterns reoccur in "bad" retrospectives and then you will see how to avoid, or remedy, the situation.
Based on her experience with facilitating retrospectives, join Aino for an entertaining and informative presentation on the anti-patterns she has seen and how to overcome the problems. We also encourage the audience to chip-in with their experiences or questions along the way.
More details:
https://confengine.com/agile-india-2019/proposal/8342/retrospective-anti-patterns
Conference link: https://2019.agileindia.org
Today success comes from building products people love, creating loyal customers and serving the broader stakeholder community. In this thoughtful exploration on the future of work, the authors explore the past, present and future of the “project”. And why, in today’s fast changing & hyper-competitive world, running a temporary endeavour is the wrong approach to building sustainable products and how #noprojects is fundamentally changing the way companies work.
The metrics by which we have historically defined success are no longer applicable and we need to re-examine the way value is delivered in the new economy. This book starts from the premise that our goal is to create value, for the customer, for the organisation and for society as a whole and shows how to empower and optimise our teams to achieve this.
The authors draw on modern management approaches to provide proven techniques and tools for producing, and sustaining, creative products that go beyond “meeting requirements”. By creating teams who are accountable for business outcomes, engineering for customer delight, and creating value for all stakeholders - profitability, customer satisfaction and employee engagement are all increased.
This book is far more than just a catalogue of practices and tools which you can apply in your product development. It contains inspirational stories from individuals, teams and organisations who have switched to this new way of thinking and working. It exposes the risks on the pathway and how others have overcome these obstacles
More details:
https://confengine.com/agile-india-2019/proposal/8313/noprojects-why-what-how
Conference link: https://2019.agileindia.org
Deep Work™ is real. It's effective. It's immensely valuable for knowledge work. And yet, it's rare.
Organizations write software in two modes, the focussed mode centered around individual technical skill, and the collaboration mode centered around the communication within the team.
By nature, these two styles are at odds with each other and preferring one means downplaying the other. We know that stellar quality work can come out of an intensely focused mode of working. But we also know that equally stellar quality of work comes from highly aligned teams that work together like a well-oiled engine.
How then should we find a balance between the two? What can leaders and managers do to encourage both? How do we keep the changes small but fundamental?
Modern work cultures and environments are tailored for collaborative work and do not give enough thought to deep work. We will look at how making small changes to the work-day schedule, and the work environment can bridge the gap and support knowledge workers to do the best work of their life.
More details:
https://confengine.com/agile-india-2019/proposal/8290/the-deep-work-divide
Conference link: https://2019.agileindia.org
The default use of an "estimate-driven" approach is pervasive in software development efforts. While estimates can be useful, it is worthwhile to scrutinize our use of estimates, and to seek better ways to manage the development of software when estimates are not appropriate. [NOTE: For this session, I am referring to the use of estimates of cost, time, or effort for software projects, features, or tasks.]
There are a number of things to explore. For example, do we really need estimates for everything we currently use them for? Are we getting a reasonable benefit from them? Is it possible to manage software development without them?
In this session we will start with an information gathering exercise to help us gain a shared idea of our current understanding of the purpose and use of estimates. From here we'll move on to examine the nature of software development projects and a few possible other ways to approach our work.
More details:
https://confengine.com/agile-india-2019/proposal/8277/beyond-estimates-estimates-or-noestimates
Conference link: https://2019.agileindia.org
Five people at one computer? How can that possibly be productive?
While this seems like a reasonable question, it's not easily answered - until we begin to understand the power of flow.
Mob Programming grew from the quest of one team to learn how to work well together. Once we started We almost immediately noticed that working this way provided better results in a variety of ways:
We were getting more done, and they were the more important thing
The quality of our work was increasing dramatically
Our Knowledge, skills, and capabilities were improving rapidly
And all while we were having a lot of fun as well!
While we noticed these benefits and more, and it was clear this was in a large part due to working well together throughout the day - we didn't have an understanding of why this was working so wonderfully for us.
A hint came early on when we recognized we were achieving a one-piece flow - but we didn't realize the importance of this until we started exploring the meaning and power of "flow".
In this presentation, we'll share the results of that exploration, and see if we can get a better understanding of Mob Programming and the power of flow.
More details:
https://confengine.com/agile-india-2019/proposal/8275/mob-programming-and-the-power-of-flow
Conference link: https://2019.agileindia.org
This day is all about the “Agile Mindset”, but what about the “Kanban Mindset?” What’s the same and what is different? Kanban is certainly consistent with the “Agile Mindset,” but also brings in concepts from Lean and other management approaches.
Join Todd as he shares how the Kanban Method focuses on the following areas in order to drive continuous improvement:
Understand the system
Manage the flow of value
Balance Demand and Capacity
Limit WIP to improve predictability
Find and address bottlenecks
Make Policies Explicit
Incremental improvement through experiment and measurement
Double loop learning (process improvement & product improvement)
Scale through the enterprise
More details:
https://confengine.com/agile-india-2019/proposal/8214/the-kanban-mindset
Conference link: https://2019.agileindia.org
The talk is to share experiences and learnings with the digital transformation at the company Siemens.
All of us who work in large, traditional cooperation can undoubtedly learn a lot from agile showcase companies like Spotify and Airbnb. But we also understand that these approaches are not easy to transfer in every context. Large companies with structures, processes and culture that evolved over decades have very special challenges in such a transformation.
A few years ago, Siemens embarked on its transformation journey. We are in the middle of the transformation from a classic industrial company of the 20th century to a digital company of the 21st century.
Some typical questions addressed by specific Siemens examples
What scaling framework to apply; if any?
Top-down or bottom-up transformation?
What are the pillars of a transformation initiative?
How to become efficient and adaptable at the same time?
How to accelerate leadership development on all levels?
More details:
https://confengine.com/agile-india-2019/proposal/8188/travel-notes-from-the-journey-of-a-170-year-old-industrial-company-to-a-digital-company-siemens-case-study
Conference link: https://2019.agileindia.org
Quality in Eurofins Genomics is a central focus point - analysis we do or products we produce have critical applications, be it production of drugs, identifying rare diseases or gene editing. IT is a driving force behind the scenes which challenges us to ensure the highest quality standards without compromising on speed.
When we start a new project, we do it with enthusiasm and feeling of doing something meaningful or even cool. Following scrum we quickly establish our velocity and deliver soon first release into production. Overall quality is quite good; results from testing acceptable, deadlines are coming so nothing can stop us. Let’s prioritize last bugs, fix critical, move rest into backlog – now we can be proud of having delivered value to users!
We continue delivering at ever increasing speed as team matures! Unfortunately the idyllic scenery gets soon destroyed by first, more and more effort needs to be spent addressing issues from both QA and production. We spend time arguing with QA and users on what is bug or if this defect is P2 or P3 or can even be seen as P4, from time to time we take a sprint to “stabilize”, but all too often nothing changes. User stories are getting spilled to next sprints, we postpone releases to have more time for testing, club them with next releases and finally find ourselves in downward spiral..
As quality cannot be compromised we quickly decide that Agile is fine, but as we work in regulated environment we need to be pragmatic and adjust Agile to our needs. What comes out is unfortunately not much different to Waterfall or V-Model, we still keep sprints and do reviews, but realize that only form is left. I am directly responsible for IT in Eurofins Genomics so will share experience from the field on how did we overcome this and reanimated Agile.
More details:
https://confengine.com/agile-india-2019/proposal/8187/regulations-eat-agile-for-breakfast
Conference link: https://2019.agileindia.org
In 2008 I was member of a leadership team at Ericsson starting the transformation towards agility for a 2000 people organization. Soon we heard, that agile is a mindset and somehow that sounded right. But it was so hard to get: for me that full mindset change journey took about a year. Through it, I have become one of the transformation drivers at enterprise level. Today I am driving the transformation of a 15000 people business unit as organizational coach/inhouse consultant. Having worked with all kinds of people in all kinds of roles on all levels in the hierarchy across the company gave me a lot of experience with how to get the mindset across. One key learning is, that there is no one-size-fits all approach to it. People are different and different groups of people react in different ways through the group dynamics.
In this talk I will share my 10-year-experience with facilitating mindset change. I will share several examples of different kinds of people and groups of people I encountered and what I found working to facilitate the mindset change.
More details:
https://confengine.com/agile-india-2019/proposal/8182/10-years-of-transforming-mindset
Conference link: https://2019.agileindia.org
Adaptive handling and flow of financials are an important ingredient to business agility. Essentially what we want to achieve is, to have the money in a company flow to where it creates most value. In the modern dynamic business environment this is an increasing challenge as we on one side see the need to be very adaptive throughout the year to cope with the changes in the business and on the other side people in enterprises as well as suppliers and partners would like to have sufficient financial stability to plan their work. On top of that come regulatory requirements.
For ICAgile I led an international team of professionals in 2018 to create a learning curriculum outlining the most important things you need to know about finance in an agile enterprise. This curriculum is published under creative commons license. In this talk you will get an overview of finance agility based on the professional knowledge of this team.
More details:
https://confengine.com/agile-india-2019/proposal/8181/agile-finance-enabling-business-agility
Conference link: https://2019.agileindia.org
Modifying the schema of a production database is hard. If something goes wrong, the impact on both customers and the team can be enormous. And it can be hard or even impossible to rollback a database schema change if things go wrong. And the same is true for any architectural change for a production application.
The Branch by Abstraction and Strangler Pattern makes significant application changes easier. Are there any similar patterns we can use to make production database changes less risky?
Indeed, there are. The Expand/Collapse pattern is a blueprint for making the database migration. It makes the remodelling both reversible and safe. By expanding the application to accommodate both the old and the new schemas in parallel, we can give ourselves time to:
Migrate any downstream dependencies on the old database schema
Gain confidence that the migration is safe
We contract the application to the new version, once we’ve satisfied that the old schema is no longer needed.
The pattern helps to make significant, but necessary refactorings to your data model in a continuous delivery way. Most importantly, without threatening the robustness of your production applications.
While working with our product, I’ve successfully applied this pattern to make major changes to the core of the application, all while serving customers in production. I’ve learned some important lessons about how to best implement the Expand/Contract pattern.
In this session, I’ll share my experiences on how to avoid pitfalls and succeed at these kinds of major data remodelling with hardly any downtime.
More details:
https://confengine.com/agile-india-2019/proposal/8174/expand-contract-pattern-for-continuous-delivery-of-databases
Conference link: https://2019.agileindia.org
I'll present how the dynamics of today's world means that old ways of organizing power in businesses are no longer working.
We need to re-look at our organization structures so that the emerging culture allows for more effective ways of using power.
I'll cover:
The Decay of Power and What It Means For Your Organization
Current Structures Make it Difficult to Get Things Done
Holacracy — A New Social Technology To Organize Power in Pursuit of Purpose
5 Ways Holacracy Organizes Power to Thrive in a Rapidly Changing World
1. The purpose is the new Boss
2. Autonomy: Everyone is a Leader (but lead roles not people)
3. Create Fractal structures (not Hierarchical or Flat)
4. Power vested in rules (not people)
5. Dynamic org structure that evolves (instead of rigid top-down ones)
More details:
https://confengine.com/agile-india-2019/proposal/8145/re-thinking-how-power-is-organized-in-businesses-to-thrive-in-a-rapidly-changing-world
Conference link: https://2019.agileindia.org
Do you want to hire the best? I suppose yes. Do you want them to grow, to improve their skills continuously and to develop your company? Hope so? But what happens if people grow quicker than the company itself? That might be an issue and you need serious changes in your company to keep employees interested to stay, to grow and to develop your company. We are using open salaries, money transparency and an advice process in ScrumTrek company to retain interest, to have a new source of enthusiasm and motivation of our employees. We started our journey 2.5 years ago and we are happy to share how it feels from inside.
More details:
https://confengine.com/agile-india-2019/proposal/8090/open-salaries-from-employees-to-managing-partners
Conference link: https://2019.agileindia.org
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
LF Energy Webinar: Electrical Grid Modelling and Simulation Through PowSyBl -...DanBrown980551
Do you want to learn how to model and simulate an electrical network from scratch in under an hour?
Then welcome to this PowSyBl workshop, hosted by Rte, the French Transmission System Operator (TSO)!
During the webinar, you will discover the PowSyBl ecosystem as well as handle and study an electrical network through an interactive Python notebook.
PowSyBl is an open source project hosted by LF Energy, which offers a comprehensive set of features for electrical grid modelling and simulation. Among other advanced features, PowSyBl provides:
- A fully editable and extendable library for grid component modelling;
- Visualization tools to display your network;
- Grid simulation tools, such as power flows, security analyses (with or without remedial actions) and sensitivity analyses;
The framework is mostly written in Java, with a Python binding so that Python developers can access PowSyBl functionalities as well.
What you will learn during the webinar:
- For beginners: discover PowSyBl's functionalities through a quick general presentation and the notebook, without needing any expert coding skills;
- For advanced developers: master the skills to efficiently apply PowSyBl functionalities to your real-world scenarios.
Kubernetes & AI - Beauty and the Beast !?! @KCD Istanbul 2024Tobias Schneck
As AI technology is pushing into IT I was wondering myself, as an “infrastructure container kubernetes guy”, how get this fancy AI technology get managed from an infrastructure operational view? Is it possible to apply our lovely cloud native principals as well? What benefit’s both technologies could bring to each other?
Let me take this questions and provide you a short journey through existing deployment models and use cases for AI software. On practical examples, we discuss what cloud/on-premise strategy we may need for applying it to our own infrastructure to get it to work from an enterprise perspective. I want to give an overview about infrastructure requirements and technologies, what could be beneficial or limiting your AI use cases in an enterprise environment. An interactive Demo will give you some insides, what approaches I got already working for real.
Accelerate your Kubernetes clusters with Varnish CachingThijs Feryn
A presentation about the usage and availability of Varnish on Kubernetes. This talk explores the capabilities of Varnish caching and shows how to use the Varnish Helm chart to deploy it to Kubernetes.
This presentation was delivered at K8SUG Singapore. See https://feryn.eu/presentations/accelerate-your-kubernetes-clusters-with-varnish-caching-k8sug-singapore-28-2024 for more details.
PHP Frameworks: I want to break free (IPC Berlin 2024)Ralf Eggert
In this presentation, we examine the challenges and limitations of relying too heavily on PHP frameworks in web development. We discuss the history of PHP and its frameworks to understand how this dependence has evolved. The focus will be on providing concrete tips and strategies to reduce reliance on these frameworks, based on real-world examples and practical considerations. The goal is to equip developers with the skills and knowledge to create more flexible and future-proof web applications. We'll explore the importance of maintaining autonomy in a rapidly changing tech landscape and how to make informed decisions in PHP development.
This talk is aimed at encouraging a more independent approach to using PHP frameworks, moving towards a more flexible and future-proof approach to PHP development.
State of ICS and IoT Cyber Threat Landscape Report 2024 previewPrayukth K V
The IoT and OT threat landscape report has been prepared by the Threat Research Team at Sectrio using data from Sectrio, cyber threat intelligence farming facilities spread across over 85 cities around the world. In addition, Sectrio also runs AI-based advanced threat and payload engagement facilities that serve as sinks to attract and engage sophisticated threat actors, and newer malware including new variants and latent threats that are at an earlier stage of development.
The latest edition of the OT/ICS and IoT security Threat Landscape Report 2024 also covers:
State of global ICS asset and network exposure
Sectoral targets and attacks as well as the cost of ransom
Global APT activity, AI usage, actor and tactic profiles, and implications
Rise in volumes of AI-powered cyberattacks
Major cyber events in 2024
Malware and malicious payload trends
Cyberattack types and targets
Vulnerability exploit attempts on CVEs
Attacks on counties – USA
Expansion of bot farms – how, where, and why
In-depth analysis of the cyber threat landscape across North America, South America, Europe, APAC, and the Middle East
Why are attacks on smart factories rising?
Cyber risk predictions
Axis of attacks – Europe
Systemic attacks in the Middle East
Download the full report from here:
https://sectrio.com/resources/ot-threat-landscape-reports/sectrio-releases-ot-ics-and-iot-security-threat-landscape-report-2024/
Connector Corner: Automate dynamic content and events by pushing a buttonDianaGray10
Here is something new! In our next Connector Corner webinar, we will demonstrate how you can use a single workflow to:
Create a campaign using Mailchimp with merge tags/fields
Send an interactive Slack channel message (using buttons)
Have the message received by managers and peers along with a test email for review
But there’s more:
In a second workflow supporting the same use case, you’ll see:
Your campaign sent to target colleagues for approval
If the “Approve” button is clicked, a Jira/Zendesk ticket is created for the marketing design team
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Akshay Agnihotri, Product Manager
Charlie Greenberg, Host
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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
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https://arxiv.org/abs/2306.08302
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Key Trends Shaping the Future of Infrastructure.pdfCheryl Hung
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Cheryl Hung, ochery.com
Sr Director, Infrastructure Ecosystem, Arm.
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Key Trends Shaping the Future of Infrastructure.pdf
Toc and kanban in embedded domain
1. TOC & Kanban in Embedded Domain
An Experience share
Rajith R & Girish Hegde
Huawei Technologies India Pvt. Ltd.
www.huawei.com
HUAWEI TECHNOLOGIES CO., LTD.
2. The SCOPE
TOC – Wave1 TOC – Wave2
Project Background Kanban experience sharing
• Need for change Learning
• Gaps and challenges observed
• Strategies to overcome challenges
• Benefits seen
HUAWEI TECHNOLOGIES CO., LTD. Page 2
3. Background - Business Line: 2010
Huawei India’s Central R & D Business Line predominantly works on Platform Development for
Telecom products (e.g. Protocol Stacks, NMS, OS Middleware, Data Middleware, Cloud based solutions, BI System and so on)
• 90% teams use agile • Lean Thinking to Improve Efficiency
• Time-to-Market still a challenge. Further • VSM to find gaps in process flow
Analysis
• Wanted efficiency to improve Lead to consider • Deeper analysis of lean practices
This is an experience sharing of one of the teams that used TOC and Kanban
HUAWEI TECHNOLOGIES CO., LTD. Page 3
4. Project Background
60+ protocols Maintain over
150+ Product teams 3M LOC
300+
Deployed
requirements/per
In 500000+ NEs
year
Network-critical • NE: Network Elements
• LOC: Lines of Code
We are a Market facing, platform development team and address the demands of
various product family teams located worldwide, primarily Shenzhen China
HUAWEI TECHNOLOGIES CO., LTD. Page 4
5. TOC Analysis to find & overcome limiting assumptions (2008)
Why Change What to change What to change to How to cause the change
System Goal, constraint & Gap Conflicts and current reality Future reality tree Implementation
Based on VOC Conflicts association with UDE Break Conflicts with Win-Win How to Change
Handling new requirement
is not optimized
Manage HR better –
GAP
More HR – better efficiency Deliver frequently using agile
Less HR to handle high and faster delivery?
load • Shared members,
• Manage work in sprints of 3
• Increase availability for active weeks; Use Scrum.
components
PRS process is • Share members across
time consuming More lightweight components in a domain
Process?
Do it IID way -
Follow agile
Where we are
• UDE: Undesirable Effects
• HR: Human Resource
HUAWEI TECHNOLOGIES CO., LTD. Page 5
6. What to change: Conflicts associated with UDEs
High
Quality
Existing
procedure
Good & PRS process is
Fast time consuming
Lightweight
Fast procedure
response
Better
efficiency
Existing HR
Efficient & Less HR to handle
Fast high load
Deliver More HR
faster
HUAWEI TECHNOLOGIES CO., LTD. Page 6
7. What to change to? Break conflicts with Win : Win
Assumption Injection How to
UDE: PRS process is time consuming
Current PRS procedures cannot ensure fast Current PRS procedures can ensure fast
Do it the IID way. Follow Agile development method.
response response
UDE: Less HR to handle high load
HR can be managed better to ensure faster
HR should be added to ensure faster delivery Deliver frequently using IID/Agile.
delivery
HR can be managed better to ensure good Share HR across related domains, across more than one
Adding HR will reduce efficiency
efficiency component.
Adoption of Iterative Incremental Development was a Radical Change to the team
which addressed many of our problems
HUAWEI TECHNOLOGIES CO., LTD. Page 7
8. TOC Analysis to find & overcome further challenges (2010)
Why Change What to change What to change to How to cause the change
System Goal, Constraint & Gap Conflicts and current reality Future reality tree Implementation
Team Challenges Conflicts association with UDE Break Conflicts with Win-Win How to Change
Inability to de-scope
deliverables
• Prioritize work every day and
Improve multitasking ability Multitasking is taxing; One finish till end as one piece of
GAP
Reduced time for to improve efficiency? Piece Flow is efficient
System Testing work, to deliver faster
• Use Kanban mode with agile
High outburst tasks Extend iteration length to
to control queues and delays
Control queues and delays
accommodate Testing? to get more time • Strengthen visual indicators to
see problems early
Where we are
HUAWEI TECHNOLOGIES CO., LTD. Page 8
9. What to change to? Break conflicts with Win : Win
Assumption Injection How to
UDE: Insufficient time for Testing
Working independently is not a concern.
Independently working members pile up the Have better mechanism to visualize the flow. Ensure study
Ensuring continuity in the flow is important to
work in the end, reduces testing time flow of value across different states, reduce queues.
improve efficiency.
Don’t have to reduce testing cycle, if work is
Re-plan sprints or reduce testing cycle Operate in One Piece Flow mode to have continuity in flow.
processed to DONE without discontinuity
UDE: High outburst activities, but unable to de-scope
A process based on task flow visualization
Need to improve Multitasking ability to handle 1. Limit Work In Progress at any point of time, so that
and management can be a better alternative
many outburst activities. changing the scope even later in the iteration is possible.
to multi-tasking
2. Optimize “in process lead time” by applying Kanban in
De-scoping is not an option because effort De-scoping is possible even later in the and improve efficiency;
has already been burnt. iteration. A medium size requirement be delivered in < 7 Cal Days.
Adoption of Kanban was one top deed we thought would work for us and found to
be the point of highest leverage
HUAWEI TECHNOLOGIES CO., LTD. Page 9
10. Specific approaches taken
• Apply Kanban process within the Scrum Measure and Optimize Lead Time
Framework
Set lead time goal
• Adaptations to Scrum
User Stories to MMF (Minimum Marketable Measure lead time using Kanban process
Feature)
Continuous flow preferred over timeboxed Trigger kaizen when actual lead time > goal
sprint
Retrospectives to Kaizen Find root cause for exceeding lead time goal
Focused on the longest queue and the one
top improvement.
Identify top improvement
Relevant metrics measured:
Lead time (Small/Medium/Large)
Update and systemize new process
HUAWEI TECHNOLOGIES CO., LTD. Page 10
11. Focus areas and strategies
• Lean knowledge in team • Study group • Internal coaching
• Kanban framework • Limit WIP • Work cells & swim lanes
• Optimize lead time • Lead time goal • kaizen
• Improve the lean knowledge in the team by forming
study group and employing an internal coach
• Create the Kanban board by identifying work cells &
deciding the Work-In-Progress (WIP) limits
• Measure and optimize lead time using kaizen
HUAWEI TECHNOLOGIES CO., LTD. Page 11
12. Kanban Visualization
• Restructured Story wall: Defined 6 States
• Limiting WIP at each state
• Split teams into two 3 lanes to enable One Piece Flow;
Lane1 - 2 components, Lane2 – 2 components, Lane3 – Quality Improvement
TODO Analysis (2) Development (2) Testing (2) Release (2) Done
L1 F34 F33 F32 F31
L2 F43 F42 F41
QI QI2 QI1
• Rule: Tasks can be moved from one state to next only if WIP space is available. No tasks movement if WIP limit has
reached
• Simple template for Kanban cards to record start date, end date to measure the lead time
• Bi-Weekly Kaizen, focus on optimizing lead time
HUAWEI TECHNOLOGIES CO., LTD.
13. Challenges Faced & How we addressed
Challenges Initiatives taken
• Limiting WIP was tough
• Started recording Expected End date (lead time goal)
• Sharing team members resulted in some task & time taken at each state to know about big delays.
states reaching the WIP limit often
• Record backflow items & reasons for delays on the
• Lead time measurement & optimizing Kanban cards.
• Reducing task switch due to frequent outburst
tasks
HUAWEI TECHNOLOGIES CO., LTD.
14. Further improvements
Added 1 new swim-lane and
reduced WIP limit for some
task states
• Revisit WIP limits • Improvise swim lanes • Green channel
• Measure lead time • Event triggered kaizen • Quality Improvements
Green Channel – for
handling outburst tasks
Event triggered kaizen –
Don’t delay improvements
TODO Analysis (1) Implementation(1) Review (2) Testing (2) Release (2) Done
F37 F32 F35 F31
L1 F34 F36
F33 Green channel - Express Way
L2
HUAWEI TECHNOLOGIES CO., LTD. Page 14
15. Benefits observed
WIP limits & one piece flow helped in reducing task switch &
waiting
Kaizen helped in Lead time optimization & identifying rework
queues. Improvements based on this helped in reducing many
quality risks (e.g. through Quality Improvement task force, preventive patches)
Explicit visual management (e.g. Green Channel) & work-cells
helped in handling outburst tasks like patches & urgent
requirements better
Could restrain from delivering the requirement which will not be
used by Product Teams immediately
Could make intermediate releases without much delay, which was
earlier linked with time boxed iterations
HUAWEI TECHNOLOGIES CO., LTD.
16. Key lessons learnt from TOC, Kanban & Kaizen
Highest Leverage Visualization Flow Optimize
Methods used: Kanban Methods used: Work Methods used: Measure
Method used
board, swim lanes, cells, WIP limits lead time , kaizen
POOGI green channel
Lessons Lessons Lessons Lessons
learnt learnt learnt learnt
Highest leverage points are Visualization helps in Regulated flow helps you Optimizing lead time helps
often counter intuitive making your process to identify the rocks in reducing the time spent in
explicit (problems) queues
Keep finding areas of highest leverage to continuously improve
HUAWEI TECHNOLOGIES CO., LTD. Page 16