Trust is the bedrock of self-organizing Agile teams. Trust allows Agile teams to communicate quickly and respond rapidly to changes as they emerge. Without sufficient trust, team members can waste effort and energy by hoarding information, forming cliques, dodging blame, and covering their tracks. A climate of trust provides the foundation for effective team processes, adaptability, and high performance. By paying attention to membership, interactions, credibility, respect, and behaviors, team leaders can stimulate and accelerate trustworthiness and trust. In this session, Diana Larsen describes ways to accelerate trust-building within your team, including a working definition of professional trust, a model for team interactions that leverages trust, ways to recognize when a team has “trust issues,” and skills that help teams develop greater trust.
http://www.agiles2009.org
Read our presentation on 7 ways to improve team performance and find out how leaders build highly effective teams. In order to improve team working, and build a highly effective team, be sure to spend some time focusing on the points we listed in this presentation.
AS DIFFICULT as it is to build a cohesive team, it is not
complicated. In fact, keeping it simple is critical,
whether you run the executive staff at a multinational
company, a small department within a
larger organization, or even if you are merely a
member of a team that needs improvement. In that
spirit, this section is designed to provide a clear,
concise, and practical guide to using the Five Dysfunctions
Model to improve your team. Credits: Patrick Lencioni
Building Better Teams - Overcoming the 5 DysfunctionsJoel Wenger
Trust, Conflict, Commitment, Accountability, Results; these are the hallmarks of effective teams, as described by Patrick Lencioni in his book "The Five Dysfunctions of a Team". This presentation contains an overview of each one, as well as my take on the tools and actions leaders can take to address each one.
Read our presentation on 7 ways to improve team performance and find out how leaders build highly effective teams. In order to improve team working, and build a highly effective team, be sure to spend some time focusing on the points we listed in this presentation.
AS DIFFICULT as it is to build a cohesive team, it is not
complicated. In fact, keeping it simple is critical,
whether you run the executive staff at a multinational
company, a small department within a
larger organization, or even if you are merely a
member of a team that needs improvement. In that
spirit, this section is designed to provide a clear,
concise, and practical guide to using the Five Dysfunctions
Model to improve your team. Credits: Patrick Lencioni
Building Better Teams - Overcoming the 5 DysfunctionsJoel Wenger
Trust, Conflict, Commitment, Accountability, Results; these are the hallmarks of effective teams, as described by Patrick Lencioni in his book "The Five Dysfunctions of a Team". This presentation contains an overview of each one, as well as my take on the tools and actions leaders can take to address each one.
Pursuing the Elusive High Performance TeamBen Thorp
We all remember being on "that team." The team that banded together through tight deadlines to deliver great products. The team that was a safe place for professional conflict. The team that went to lunch and happy hour together. The team that felt more like a family. Now, 20 years after Scrum was first introduced, why are these teams still so scarce? Can we intentionally reproduce those outcomes? This presentation will fill some of the (intentional) gaps left in Scrum by its creators by exploring the leading research on high performance teams.
Most Effective Team Building Training - Tonex TrainingBryan Len
Price: $2,450.00
Length: 3 Days
Team building training course plans to enable you to develop incredible, proficient teams in your workplace.
This hands-on training will instruct you to recognize the hugeness of teamwork, decide the highlights of a viable team, grasp the characteristics of a productive team part, and help with building effective teams to achieve urgent results.
Learn More About:
Evaluating leadership style
Teambuilding issues
Leader or a manager?
Crucial management competencies
Establishing standards and follow up
Creating your own leadership development style
Inspiration theory and practice
Dealing with conflict
Appraisal skills
Assessing training needs
Decision making
Developing a team identity
Forestalling conflict
For what reason Do You Need Teambuilding Training?
Improved productivity of work, with the whole team teaming up to achieve one objective
Better quality, as more individuals with more thoughts and brains can consider increasingly productive and better alternatives to get things done
Increasingly customizable capacities, as teams utilize pivotal ventures and work with different teams over the work;
Improved development, with individuals teaming up to produce imaginative thoughts;
Higher security, as teams focus on taking care of wellbeing issues and producing more secure systems;
Sharp motivation, with everybody occupied with authoritative achievement.
Course Outline:
Overview of Teambuilding
Team Development Stages
Development and Leadership
Becoming An Inspired Leader
Team Players
Teamwork Solving Problems
Leading A Team to Brilliance
Inspiring Teamwork
Principals of Teambuilding
A Team Approach to Handle Unacceptable Incidents
What Do Your Team Members Expect You to Do as A Leader?
Case Studies: Various Team Examples
Group Activity Sample: Effective Team Communication
Request more information regarding effective teambuilding techniques training. Visit Tonex.com for course link.
Most Effective Team Building Training - Tonex Training
https://www.tonex.com/training-courses/teambuilding-training/
A leader is one who is committed to taking individuals along towards the fruition of a certain mission and creates an environment in which people can be actively involved. There is no magic in the way in which inspirational leaders operate. However an inspirational leader is considered more effective and efficient than a good leader. So, who is an inspirational leader? What are the qualities that set a good leader apart from an inspirational leader? How can a good leader be transformed into an inspirational leader? Here is presentation that answers all these questions.
In this book, Marshall Goldsmith begins by examining the trouble with
success, explaining how previous accomplishments often prevent leaders
from gaining more success. He analyzes why high achievers are so resistant
to change due to their delusion of success, pointing out that they can’t see
that what got them here won’t get them there.
These are people who do one annoying thing repeatedly on the job and don’t realize that this small flaw may sabotage their otherwise golden career. Worse yet, they do not realize that it’s happening and that they can fix it. Goldsmith details the 20 habits that hold you back from the top rung of the corporate ladder. In his experience, these are the most irritating interpersonal issues in the workplace. For each habit, he gives examples
and practical solutions you can implement. He then describes the 21st habit, which stands separate from the other 20 habits –– not because it is a flaw, but because it is often the root of an annoying behavior.
Finally, Goldsmith addresses the problem of how you can change your interpersonal relationships for the better, and ensure that you make your behavioral changes permanent.
This summary reveals how you can identify which of these 20 habits apply to you, and how to choose the one or two you should focus on.
In addition, you will learn:
The four key beliefs that make you successful but also resistant to change.
Why the higher you go, the more your problems are behavioral.
Why the 21st habit, goal obsession, may be the most destructive of all.
How to get good 360-degree feedback from your colleagues on your own.
How to overcome special challenges if you’re the one in charge at the workplace.
CHANGETHIS True Team Building: More Than a Recreational RetreatBernard Moon
Presentation by Kevin Eikenberry. Discusses the CARB Model (Commitment, Alignment, Relationships, Behaviors). Created February 2006.
"ChangeThis is a vehicle, not a publisher. We make it easy for big ideas to spread. It is supported by the love and tender care of 800-CEO-READ."
A snapshot of your preferences
A Zip Code, not your home address
Tool to help understand your strengths and limitations
Tool to help build relationships
Creating trust in teams is key if you want to get them to a high performance state. This talk revolves around the 5 dysfunctions of a team model by Patrick Lencioni and in particular provide tools for you to help build and develop trust in your team.
Slide deck from Team Building webinar.
American organizations have realized that teams, not individuals are the success for competition in the global marketplace.
Teamwork consists of leadership, cooperation, time management and especially communication.
This presentataion of Working as a Team will explore the benefits of bringing together individuals with interactive skills aimed at accomplishing a common goal.
Pursuing the Elusive High Performance TeamBen Thorp
We all remember being on "that team." The team that banded together through tight deadlines to deliver great products. The team that was a safe place for professional conflict. The team that went to lunch and happy hour together. The team that felt more like a family. Now, 20 years after Scrum was first introduced, why are these teams still so scarce? Can we intentionally reproduce those outcomes? This presentation will fill some of the (intentional) gaps left in Scrum by its creators by exploring the leading research on high performance teams.
Most Effective Team Building Training - Tonex TrainingBryan Len
Price: $2,450.00
Length: 3 Days
Team building training course plans to enable you to develop incredible, proficient teams in your workplace.
This hands-on training will instruct you to recognize the hugeness of teamwork, decide the highlights of a viable team, grasp the characteristics of a productive team part, and help with building effective teams to achieve urgent results.
Learn More About:
Evaluating leadership style
Teambuilding issues
Leader or a manager?
Crucial management competencies
Establishing standards and follow up
Creating your own leadership development style
Inspiration theory and practice
Dealing with conflict
Appraisal skills
Assessing training needs
Decision making
Developing a team identity
Forestalling conflict
For what reason Do You Need Teambuilding Training?
Improved productivity of work, with the whole team teaming up to achieve one objective
Better quality, as more individuals with more thoughts and brains can consider increasingly productive and better alternatives to get things done
Increasingly customizable capacities, as teams utilize pivotal ventures and work with different teams over the work;
Improved development, with individuals teaming up to produce imaginative thoughts;
Higher security, as teams focus on taking care of wellbeing issues and producing more secure systems;
Sharp motivation, with everybody occupied with authoritative achievement.
Course Outline:
Overview of Teambuilding
Team Development Stages
Development and Leadership
Becoming An Inspired Leader
Team Players
Teamwork Solving Problems
Leading A Team to Brilliance
Inspiring Teamwork
Principals of Teambuilding
A Team Approach to Handle Unacceptable Incidents
What Do Your Team Members Expect You to Do as A Leader?
Case Studies: Various Team Examples
Group Activity Sample: Effective Team Communication
Request more information regarding effective teambuilding techniques training. Visit Tonex.com for course link.
Most Effective Team Building Training - Tonex Training
https://www.tonex.com/training-courses/teambuilding-training/
A leader is one who is committed to taking individuals along towards the fruition of a certain mission and creates an environment in which people can be actively involved. There is no magic in the way in which inspirational leaders operate. However an inspirational leader is considered more effective and efficient than a good leader. So, who is an inspirational leader? What are the qualities that set a good leader apart from an inspirational leader? How can a good leader be transformed into an inspirational leader? Here is presentation that answers all these questions.
In this book, Marshall Goldsmith begins by examining the trouble with
success, explaining how previous accomplishments often prevent leaders
from gaining more success. He analyzes why high achievers are so resistant
to change due to their delusion of success, pointing out that they can’t see
that what got them here won’t get them there.
These are people who do one annoying thing repeatedly on the job and don’t realize that this small flaw may sabotage their otherwise golden career. Worse yet, they do not realize that it’s happening and that they can fix it. Goldsmith details the 20 habits that hold you back from the top rung of the corporate ladder. In his experience, these are the most irritating interpersonal issues in the workplace. For each habit, he gives examples
and practical solutions you can implement. He then describes the 21st habit, which stands separate from the other 20 habits –– not because it is a flaw, but because it is often the root of an annoying behavior.
Finally, Goldsmith addresses the problem of how you can change your interpersonal relationships for the better, and ensure that you make your behavioral changes permanent.
This summary reveals how you can identify which of these 20 habits apply to you, and how to choose the one or two you should focus on.
In addition, you will learn:
The four key beliefs that make you successful but also resistant to change.
Why the higher you go, the more your problems are behavioral.
Why the 21st habit, goal obsession, may be the most destructive of all.
How to get good 360-degree feedback from your colleagues on your own.
How to overcome special challenges if you’re the one in charge at the workplace.
CHANGETHIS True Team Building: More Than a Recreational RetreatBernard Moon
Presentation by Kevin Eikenberry. Discusses the CARB Model (Commitment, Alignment, Relationships, Behaviors). Created February 2006.
"ChangeThis is a vehicle, not a publisher. We make it easy for big ideas to spread. It is supported by the love and tender care of 800-CEO-READ."
A snapshot of your preferences
A Zip Code, not your home address
Tool to help understand your strengths and limitations
Tool to help build relationships
Creating trust in teams is key if you want to get them to a high performance state. This talk revolves around the 5 dysfunctions of a team model by Patrick Lencioni and in particular provide tools for you to help build and develop trust in your team.
Slide deck from Team Building webinar.
American organizations have realized that teams, not individuals are the success for competition in the global marketplace.
Teamwork consists of leadership, cooperation, time management and especially communication.
This presentataion of Working as a Team will explore the benefits of bringing together individuals with interactive skills aimed at accomplishing a common goal.
Managing Interdependencies in Complex OrganizationsNicolay Worren
Presentation held at the Organization Design Forum conference in the US, 2006.
For more on this and related topics, see my blog http://www.organizationdesign.net
From a workshop I facilitated at Vizthink 2009 on why stories are more effective than fact based methods at communicating complex ideas and inspiring people to want to change.
Discovering Trustworthiness:How Do You Define a Reliable IndividualbluetroyvictorVinay
Trust is the foundation of all healthy relationships, be they personal or professional. Whether it’s a friend, family member, colleague, or business partner, we rely on trust to build connections and achieve common goals. But what exactly makes a person trustworthy? Is it a set of specific traits, behaviors, or something more elusive? In this exploration, we delve into the essence of trustworthiness and how to define a reliable individual.
Are unresolved conflicts affecting team functioning? Would you like to make conflict a source of growth for your team? Would like a road map to get there?
Managing team conflict effectively is the art of fostering trust, resolving conflicts as they arise and facilitating productive communication. Highly functioning teams can debate challenging topics, make tough decisions, and hold each other accountable for results.
CVS Surveyors |Hows build-up trust in Business | PresentationCVSSurveyors701
Chief Executive of CVS business rates specialists CVS,CVS Surveyors, Mark Rigby, explains exactly what the Revaluation is, and what impact it will have on you as a business ratepayer.For many businesses this Revaluation has provided some relief. Rateable Values were last assigned in 2008 and were followed almost immediately by the recession, which saw commercial property values collapse. The Government then, for reasons somewhat unknown, decided to extend the Rating List (the length of time a business pays their assigned bills for). This means that businesses throughout the UK were stuck paying outdated values for an additional 2 years. The recent Revaluation is a chance to rebalance the situation.
Trust Building as the Cornerstone of Effective Leadership | Enterprise WiredEnterprise Wired
This comprehensive exploration delves into the significance of trust building in leadership, examining its definition, key elements, strategies, and the profound impact it has on fostering collaboration, innovation, and sustained success within an organization.
3 Key Competencies: Leadership, Communication, and TrustLisa Combest
Discussion of three key competencies for business analysts. Leadership, excellent communication, and trust buildings are valuable to BAs as they seek to succeed in their work.
Esta palestra é a versão de 1 hora da Palestra O que não te contaram sobre entregar projetos ágeis:
Nem só de sucesso vive uma empresa Ágil. Através de projetos mal sucedidos, experiências falhas e muita tentativa, aprendemos muito sobre como conduzir projetos ágeis no mundo Real. Como uma empresa de outsourcing, que é contratada para realizar projetos e entregar valor onde outros falharam, gostaríamos de compartilhar as práticas que hoje nos permitem sermos mais produtivos, eficazes e eficientes. Acreditamos que muitas dessas experiências podem ser úteis para inúmeros times que neste momento enfrentam desafios maiores que o escopo de seus projetos. Pragmatismo, valores e princípios podem ajudá-lo a ampliar sua possibilidades na entrega de software.
O que não te contaram sobre entregar projetos Ágeis - TDC2017Victor Hugo Germano
Nem só de sucesso vive uma empresa Ágil. Através de projetos mal sucedidos, experiências falhas e muita tentativa, aprendemos muito sobre como conduzir projetos ágeis no mundo Real. Como uma empresa de outsourcing, que é contratada para realizar projetos e entregar valor onde outros falharam, gostaríamos de compartilhar as práticas que hoje nos permitem sermos mais produtivos, eficazes e eficientes. Acreditamos que muitas dessas experiências podem ser úteis para inúmeros times que neste momento enfrentam desafios maiores que o escopo de seus projetos. Pragmatismo, valores e princípios podem ajudá-lo a ampliar sua possibilidades na entrega de software.
Existe ainda uma grande incerteza sobre o papel e as possíveis atuações de um Agile Coach no contexto das organizações. Agente de Mudanças? Mentor? Especialista? Todas essas opções? Além disso, uma aspirante ao trabalho de Agile Coach, pode ter dificuldades de encontrar um caminho que lhe ajude a avançar e crescer na carreira. Esta palestra visa apresentar uma visão consistente sobre as possibilidades e os diferentes caminhos de carreira para um Agile Coach. Através de um Framework de Competências e skills, a intenção é trazer um pouco de luz ao tema. Uma ótima oportunidade de se encontrar nessa profissão tão prazerosa!
Obrigado Caio Cestari pelo material de apoio para construção dos slides
O que faz times se tornarem o melhor que eles podem ser? Como identificar quais os aspectos de uma equipe que a tornam produtiva? Como identificar problemas em seu casamento, equipe do trabalho, grupo de voluntário da igreja ou o pessoal do futebol de domingo? Bem, esta apresentação é para você. Usando como pano de fundo o famoso livro de Patrick Lencioni, vamos apresentar alguns dos aspectos que tornam times mais eficazes, e como tirar proveito deste conhecimento para ampliar a realidade de trabalho em sua empresa. Tuckman apresenta em seus estudos os estágios que um time passa até encontrar a estabilidade de atuação, e estarem disponíveis para produtividade. Só que a busca pela alta produtividade dos times não termina ai. No dia-a-dia é possível encontrar as disfunções que atingem times de trabalho, e atuar em cima de cada uma delas para construir o melhor time possível.
O que faz times se tornarem o melhor que eles podem ser? Como identificar quais os aspectos de uma equipe que a tornam produtiva? Como identificar problemas em seu casamento, equipe do trabalho, grupo de voluntário da igreja ou o pessoal do futebol de domingo? Bem, esta apresentação é para você. Usando como pano de fundo o famoso livro de Patrick Lencioni, vamos apresentar alguns dos aspectos que tornam times mais eficazes, e como tirar proveito deste conhecimento para ampliar a realidade de trabalho em sua empresa. Tuckman apresenta em seus estudos os estágios que um time passa até encontrar a estabilidade de atuação, e estarem disponíveis para produtividade. Só que a busca pela alta produtividade dos times não termina ai. No dia-a-dia é possível encontrar as disfunções que atingem times de trabalho, e atuar em cima de cada uma delas para construir o melhor time possível.
Esta palestra é a versão do Victor Hugo Germano do trabalho de Paulo Caroli, feito no livro Direto ao Ponto:
"Um projeto ágil bem executado coloca ênfase em entregas de valor, de acordo com objetivos de negócios e as necessidades dos principais usuários. Promovem a liberação incremental de software – chegando ao MVP, o produto mínimo viável, ou versão mais simples de um produto que pode ser disponibilizada para o negócio. Mas como realizar o entendimento do MVP e a iniciação do projeto ágil o mais rápido possível? E como garantir que o time comece o projeto com entendimento compartilhado, direção, prioridade e um plano bem definido? Conheça nessa palestra a técnica 'Direto ao Ponto', para compreender e planejar as entregas incrementais dos MVPs. Essa técnica organiza as ideias e funcionalidades em um modelo que ajuda a compreender o objetivo principal do produto, considerando as jornadas dos usuários e os incrementos de entrega. Com atividades eficazes e rápidas, a técnica desafia as considerações tradicionais de projeto, como análise de requisitos, estimativas, escopo, capacidade e planejamento detalhado."
Nesta apresentação, Victor Hugo Germano, apresenta sua visão sobre métricas de desenvolvimento de software, e exemplos de modelos de métricas não tradicionais, focando no que realmente importa para um time de desenvolvimento, independente do que o mercado tem usado há anos.
Apresento algumas métricas novas e modelos de alinhamento do negócio, auxiliando times a focarem no que realmente importa.
Auto-gestão, negócios e produtividade - Agile Floripa 2016Victor Hugo Germano
Os tempos mudaram. Transparência, Responsabilidade e Informação são as ferramentas do futuro da Gestão. Colaboração extrema no processo gerencial será o principal fator transformador das empresas altamente produtivas.
Sua empresa tem uma escolha: se preparar para um mundo altamente competitivo e conectado, que clama por novos modelos de gestão e produtividade, ou ficar para trás.
Nesta apresentação Victor Hugo Germano apresenta sua visão sobre Agile, gestão e desenvolvimento de software no mundo moderno.
Numa apresentação feita para o time da Lambda3, Victor Hugo Germano apresenta seu estudo sobre OKRs (Objective and Key Results), seu uso em algumas empresas modernas.
Nesta introdução, apresentamos conceitos, usos e riscos do modelo.
O Mundo passa por problemas. Estamos num período de transição entre modelos de Gestão antiquados e resultados ruins em nossas empresas. Qual é o futuro do mundo da Gestão? Como se preparar para esse futuro? Existe futuro para a Gestão?
Equipes desmotivadas, alta competitividade e falência das empresas pede por novas formas de conduzir a Gestão dentro das Empresas.
Nesta Palestra Victor Hugo Germano explora os problemas atuais e exemplos inovadores na gestão mundial.
Auto-organização, auto-gestão, descentralização de poder são todos valores da comunidade ágil. Mas por algum motivo eles terminam dentro do time de desenvolvimento. O que aconteceria se esses valores fosse além? Se toda a empresa trabalhasse com liderança servidora? Se toda a hierarquia fosse meritocrática e flexível? Se não houvessem gerentes comandando e controlando, em nenhum ponto da empresa? Teríamos uma empresa democrática. E é possível. Há décadas temos casos de sucesso que seguem a filosofia da democracia organizacional. Nesta palestra faremos uma análise histórica das origens da hierarquia e avaliaremos suas consequências. Avaliaremos então as opções democráticas e alguns casos de sucesso com empresas de todos os tamanhos, demonstrando como eles fizeram para dar certo.
E então surgiu o Desenvolvimento Ágil.
E lá se foram 10 anos num modelo de desenvolvimento que nos trouxe muitos benefícios: Inúmeras ferramentas, cerimônias, sopas de letrinhas e uma forte tendência aos flamewars, fazendo nossa vida muito mais feliz.
Entretanto, fica a dúvida: Só isso?
Pois a vida agora num projeto Ágil não passa de encontrar o próximo framework de testes, a nova prática de restrospectiva ou a nova forma de escrever user stories?
Entregamos software mais rápido, mas será que estregamos o software correto?
Nesta palestra, Victor descreve sua visão parcial e influenciada dos caminhos que estão se formando, apresentando o que está por vir, e como sua vida pode mudar mais uma vez.
O fato de existirem inúmeras linguagens que rodam na JVM já não é novidade nenhuma, principalmente com o sucesso de Scala e JRuby. Seguindo a linha das principais linguagens do mercado, Groovy apresenta-se como uma ótima alternativa para aqueles que querem tentar uma nova linguagem, mas ainda gostam na sintaxe Java. Ganhando popularidade nos últimos tempos, Groovy é uma linguagem dinâmica inspirada em Python, Ruby e Smalltalk que pode ampliar e muito a produtivade em seu dia-a-dia.
Quanto tempo você leva para fazer um site utilizando as principais ferramentas Java? Pois em Grails isso pode ser ainda mais rápido! Inspirado no framework Ruby on Rails, Grails tem ganhado popularidade entre as opções para desenvolvimento web devido ao seu alto grau de integração com a plataforma Java, e adicionando a isso conceitos como interceptors, tag libs, Groovy Servers Pages (GSP), além de uma grande variedade de plugins para facilitar ainda mais o desenvolvimento web.
Victor's presentation about xmpp and Jabber bots at Pycon Ireland 2010
Imagine the possibility of creating a real time channel, capable of notifying and interact, using a simple instant messaging application. Integrating such tool on your application could bring real value to you and customers. The main focus of this presentation is to show an easy way to create and use computer bots through the Python language, suggesting useful applications, and bring together some advanced considerations about security and natural language processing.
Learn how to create a bot using jabberBot (5 minute tutorial):
basics
testing
live example
How to make it useful?
Real time notification system
Integration with Yahoo, Exchange APIs
System administration
Getting serious
Alternative libraries
Language Processing
O quanto você está satisfeito com o código que produz? Mais ainda: o quanto você está satisfeito como profissional? Na busca pela melhoria de nossas aplicações, caímos num grande desafio: melhorar a nós mesmos!
Numa conversa franca e descontraída, Samuel e Victor tentarão apresentar idéias sobre como você pode melhorar seu próprio trabalho e sentir orgulho do que faz.
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
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.
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.
Transcript: Selling digital books in 2024: Insights from industry leaders - T...BookNet Canada
The publishing industry has been selling digital audiobooks and ebooks for over a decade and has found its groove. What’s changed? What has stayed the same? Where do we go from here? Join a group of leading sales peers from across the industry for a conversation about the lessons learned since the popularization of digital books, best practices, digital book supply chain management, and more.
Link to video recording: https://bnctechforum.ca/sessions/selling-digital-books-in-2024-insights-from-industry-leaders/
Presented by BookNet Canada on May 28, 2024, with support from the Department of Canadian Heritage.
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.
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.
Builder.ai Founder Sachin Dev Duggal's Strategic Approach to Create an Innova...Ramesh Iyer
In today's fast-changing business world, Companies that adapt and embrace new ideas often need help to keep up with the competition. However, fostering a culture of innovation takes much work. It takes vision, leadership and willingness to take risks in the right proportion. Sachin Dev Duggal, co-founder of Builder.ai, has perfected the art of this balance, creating a company culture where creativity and growth are nurtured at each stage.
DevOps and Testing slides at DASA ConnectKari Kakkonen
My and Rik Marselis slides at 30.5.2024 DASA Connect conference. We discuss about what is testing, then what is agile testing and finally what is Testing in DevOps. Finally we had lovely workshop with the participants trying to find out different ways to think about quality and testing in different parts of the DevOps infinity loop.
Software Delivery At the Speed of AI: Inflectra Invests In AI-Powered QualityInflectra
In this insightful webinar, Inflectra explores how artificial intelligence (AI) is transforming software development and testing. Discover how AI-powered tools are revolutionizing every stage of the software development lifecycle (SDLC), from design and prototyping to testing, deployment, and monitoring.
Learn about:
• The Future of Testing: How AI is shifting testing towards verification, analysis, and higher-level skills, while reducing repetitive tasks.
• Test Automation: How AI-powered test case generation, optimization, and self-healing tests are making testing more efficient and effective.
• Visual Testing: Explore the emerging capabilities of AI in visual testing and how it's set to revolutionize UI verification.
• Inflectra's AI Solutions: See demonstrations of Inflectra's cutting-edge AI tools like the ChatGPT plugin and Azure Open AI platform, designed to streamline your testing process.
Whether you're a developer, tester, or QA professional, this webinar will give you valuable insights into how AI is shaping the future of software delivery.
Smart TV Buyer Insights Survey 2024 by 91mobiles.pdf91mobiles
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GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
2. Name
Gifts to Offer Challenges
Personal “Later”
Objectives
Personal Motto or Life Lesson
2
3. We work as a Team when:
Common purpose & performance goals
Complementary skills for interdependent work
Shared approach to work
Joint accountability
Small number of peers
Mutual History
3
4. Characteristics of Highly
Collaborative Teams
Group of peers
Owns and controls the core of the work
Chooses and manages work as whole team
Responsible for problem-solving
Committed to continuous improvement
Prepared to deal with complexity
4
5. “…[R]eal teams do not emerge unless the
individuals on them take risks involving conflict,
trust, interdependence, and hard work. Of the risks
required, the most formidable involve building the
trust and interdependence necessary to move from
individual accountability to mutual accountability.”
“Trust must be earned and demonstrated
repeatedly if it is to change behavior.”
Katzenback and Smith, The Wisdom of Teams
The Five Persistent Feelings of Superior Work Teams:
inclusion, commitment, loyalty, pride, trust.
Kinlaw, Developing Superior Work Teams
5
6. Trust is a significant factor in project success. Trust
in leaders and other team members relates to
higher organizational performance. The level of
trust positively correlates to:
• job performance
• organizational citizenship behavior
• turnover intentions
• job satisfaction
• organizational commitment
• commitment to decisions
summarized from
Dirks & Ferrin, 2002
6
7. • “The key, we believe, is trust. When members
of a group trust one another’s motives, their
competence, and their concern for the task, the
work of any becomes the work of all. Group
dynamicists know that. It’s one reason they try to
build interpersonal trust from the very start.”
Lipman-Blumen and Leavitt.
Hot Groups
8. Contractual Trust:
A mutual understanding
that people in a
relationship will do what
they say they will do.
Reina & Reina. Trust and
Betrayal in the Workplace.
11. Signs of Professional Trust
1) Team members report confident expectations
about each other’s behavior and intentions.
2) Team members extend trust when others offer
basic support.
3) Team members value and show appreciation for
everyone’s contributions to team’s effectiveness.
4) Team members talk as openly with one another
about work-related failures, weaknesses and
fears as about competencies, strengths, and
achievements.
11
14. Build credibility:
Share information openly and broadly
Stay accessible and visible to each other
Engage hard questions; answer them where possible
Offer objective, candid insights about the organization
or team
14
16. Show support:
Recognize and appreciate each other
Exhibit sincere personal concern for each
other’s well-being
Maintain civil discourse and courteous
interactions
16
19. Through repeated
interactions, we reach
awareness of shared values
& personal goals.
IBT: Identification-based Trust
20. Teamwork requires trust among team members—trust that members
can depend on one another, that all members will contribute their share
of the work, that the team will fairly distribute resources, and that the
team will include and inform everyone through open, honest
communication. High performing teams consciously establish and
maintain an environment of trust. Trust becomes a felt presence, an
accepted norm, and a foundation for all that the team does.
Think about all the teams you have been on. Tell the story of one that
you would say was characterized by an environment of trust.
A. Describe the team. What did it do? How did you know an
environment of trust was present? What did you see, hear and
experience? How was it established? What were the benefits to team
members? …to their work?…to their organization?
B. What one thing can we learn from this team that might help our
current teams build a stronger environment of trust?
adapted from Whitney et al,
Appreciative Team Building
20
21. Trust is Growing
When You Notice
Two Kinds of Trust on Teams
Trusting – Team members assume each other’s
competence, commitment, and positive intentions.
Perceptions of mutuality, dependency, and
confidence.
Trustworthiness – Team members’ actions are
consistent, reliable, supportive, known, competent,
and credible. Perceptions of respect, obligation,
and responsibility.
21
22. “The best way to find out if
you can trust someone is to
trust them.”
Ernest Hemingway
23. Team Members
Develop Interaction Skills
Self-disclose
Empathize
Generously interpret
puzzling behavior
Share information
Ask for help
Admit mistakes
Accept responsibility
Give and seek feedback
23
24. Prompt
Factual Specific
Feedback
Supportive Considerate
24
25. To encourage or discourage behavior, and
build or sustain trust, use this framework to
offer feedback with caring and respect:
1. Create an opening
2. Describe the behavior
3. State the impact
4. Make a request
25
26. Twenty-One Tips
for Growing Trust within a Team
Team Leaders
1. Trust first—To get trust, give trust and act
trustworthy
2. Set a tone for interaction and collaboration
3. Identify clear, consistent purpose and
performance goals
4. Expect and allow emotional release, find (or
provide) safe space to vent
5. Establish strong business ethics
26
27. As a Team
6. Communicate openly, freely, and honestly
7. Listen carefully and seek fairness
8. Develop comfort with discussing mistakes,
concerns, and limitations
9. Respect each other’s opinions
10. Learn about each other’s perspectives
11. Decide how the team will decide
12. Create social time for the team
13. Empower team members to take risks and act
27
28. As an individual Team Member
14. Interact with the team consistently and
predictably
15. Take responsibility for team action
16. Give credit to team members
17. Make yourself available, accessible, and
responsive
18. Show awareness, sensitivity, and support for
the needs of other team members
19. Maintain confidences
20. Watch your language
21. Visibly do what you say you’ll do
adapted from K. and M. Fisher, The Distance Manager
and Robbins and Finley, The New Why Teams Don’t Work
29. Seven team activities to
cultivate trust
1. Sponsor a Project Jump Start
2. Make and Discuss Personal Shields/
Posters
3. Develop Working Agreements
4. Hold Frequent Retrospectives
5. Plan Team Social Events
6. Explore Cultures and/or Individual Styles
7. Celebrate Small Successes
29
30. Working Agreements for Trust
We agree to assume positive intent and give generous
interpretations to actions or words we don’t understand, then
we seek clarity from one another.
We keep our agreements or, if we can’t, we advise teammates
of problems as soon as possible.
We cast no “silent vetos”. We speak up if we disagree.
We seek and offer feedback on the impact of our actions,
inactions, and interactions.
30
31. Team Members Decide When to Trust:
Ten Factors that Tip the Balance
Factor High or Low?
Risk Tolerance
Self Adjustment
Relative Power
Security
Similarity
Interest Alignment
Other
Benevolent Concern
Capability
Predictability/Integrity adapted from: Robert F. Hurley,
“The Decision to Trust,” HBR, 2006
Communication
31
33. The Enemies of
Organizational Trust
Inconsistent messages
Inequitable treatment from inconsistent
standards or policies
Misplaced kindness
Elephants in the Room (a.k.a. Dead fish
on the table)
Rumors in a vacuum
adapted from Galford and Drapeau,
The Enemies of Trust, HBR, 2003 33
34. Suspect Distrust
When You See or Hear These Symptoms
Rule-bound and rigid Payback or retaliation
Bullying Venting frustration on people
Insensitivity to the impact of Misunderstandings construed as
behavior on others betrayals
Focus on self-interest Over-personalized criticism
Apathy and low energy Hiding mistakes or poor performance
Ignoring feelings Wordy, defensive communication
Resentments Insincerity
34
35. But what about my team…?
Distributed
Dispersed
Diverse
35
36. Six Keys to Trust for Virtual Teams
Create Face Time
Set Clear Goals & Expectations
Make the Work Visible
Provide Ongoing Feedback
Showcase Team Members’ Competence
Foster Cultural Understanding
Ross. “Trust Makes the Team Go ‘Round”
HBR 2006
36
37. Bibliography - 1
Samuel A. Culbert and John J. McDonough. Radical Management: Power Politics
and the Pursuit of Trust. The Free Press. 1985.
Tom DeMarco and Timothy Lister, Peopleware: Productive Projects and Teams. 2nd
edition. Dorset House. 1999.
Esther Derby and Diana Larsen. Agile Retrospectives: Making Good Teams Great!
Pragmatic Programmers. 2006.
K. T. Dirks and D. L Ferrin, “Trust in Leadership: Meta-analytic Findings and
Implications for Organizational Research.” Journal of Applied Psychology 87(4)
2002: 611-628.
Kimball Fisher and Maureen D. Fisher. The Distance Manager: A Hands-on Guide
to Managing Off-site Employees and Virtual Teams. McGraw Hill. 2001.
Robert F. Hurley, R. Galford, A. S. Drapeau, W.C. Kim, and R. Mauborgne.
“Winning Your Employees’ Trust” compilation. Harvard Business Review On Point
Collection. Harvard Business Review. 2006.
Jon R. Katzenbach and Douglas K. Smith. The Wisdom of Teams: Creating the
High Performance Organization. Harvard Business School Press. 1993.
37
38. Bibliography - 2
Dennis C. Kinlaw. Developing Superior Work Teams: Building Quality and the
Competitive Edge. Lexington Books. 1991.
Patrick Lencioni. Overcoming the Five Dysfunctions of a Team. Jossey-Bass. 2005.
Roy J. Lewicki and Edward C. Tomlinson. “Trust and Trust Building.” Beyond
Intractability. beyondintractability.org/essay/trust_building December 2003
Jean Lipman-Blumen and Harold J. Leavit. Hot Groups; Seeding Them, Feeding
Them and Using Them to Ignite Your Organization. Oxford University Press. 1999.
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner.
Organizational Behavior: An Experiential Approach. Pearson Prentice Hall. 2007.
Harvey Robbins and Michael Finley. The New Why Teams Don’t Work: What Goes
Wrong and How to Make it Right. Berrett-Koehler. 2000.
Judith A. Ross. “Trust Makes the Team Go ‘Round.” Harvard Business School
Publishing Corp. 2006
Diana Whitney, Amanda Trosten-Bloom, Jay Cherney and Ron Fry. Appreciative
Team Building. iUniverse Inc. 2004.
38
39. Biography
Diana Larsen consults with leaders and teams to create works
processes where innovation, inspiration and imagination flourish. With
more than 15 years working with technical professionals, she discovers
solutions and possibilities where others find only barriers and
obstacles.
Diana co-authored Agile Retrospectives: Making Good Teams Great.
She writes an occasional blog post at “Partnerships & Possibilities”
http://www.futureworksconsulting.com/blog/ . Find more information
about FutureWorks Consulting, Diana Larsen, and additional
resources at the website, http://www.futureworksconsulting.com .
39