Periodic Table of Agile Principles and PracticesJérôme Kehrli
Recently I fell by chance on the Periodic Table of the Elements... Long time no see... Remembering my physics lessons in University, I always loved that table. I remembered spending hours understanding the layout and admiring the beauty of its natural simplicity.
So I had the idea of trying the same layout, not the same approach since both are not comparable, really only the same layout for Agile Principles and Practices.
The result is in this presentation: The Periodic Table of Agile Principles and Practices:
Periodic Table of Agile Principles and PracticesJérôme Kehrli
Recently I fell by chance on the Periodic Table of the Elements... Long time no see... Remembering my physics lessons in University, I always loved that table. I remembered spending hours understanding the layout and admiring the beauty of its natural simplicity.
So I had the idea of trying the same layout, not the same approach since both are not comparable, really only the same layout for Agile Principles and Practices.
The result is in this presentation: The Periodic Table of Agile Principles and Practices:
You are already the Duke of DevOps: you have a master in CI/CD, some feature teams including ops skills, your TTM rocks ! But you have some difficulties to scale it. You have some quality issues, Qos at risk. You are quick to adopt practices that: increase flexibility of development and velocity of deployment. An urgent question follows on the heels of these benefits: how much confidence we can have in the complex systems that we put into production? Let’s talk about the next hype of DevOps: SRE, error budget, continuous quality, observability, Chaos Engineering.
54 c o m m u n i c at i o n s o f t h e a c m n o.docxalinainglis
54 c o m m u n i c at i o n s o f t h e a c m | n o v e m b e r 2 0 0 9 | v o l . 5 2 | n o . 1 1
practice
e V e r Y o N e K N o W s M a i N T e N a N C e is difficult and
boring, and therefore avoids doing it. It doesn’t help
that many pointy-haired bosses (PHBs) say things like:
“no one needs to do maintenance—that’s a waste of
time.”
“Get the software out now; we can decide what its
real function is later.”
“Do the hardware first, without thinking about the
software.”
“Don’t allow any room or facility for expansion. You
can decide later how to sandwich the changes in.”
These statements are a fair description of development
during the last boom, and not too far
from what many of us are doing today.
This is not a good thing: when you hit
the first bug, all the time you may have
“saved” by ignoring the need to do
maintenance will be gone.
During a previous boom, General
Electric designed a mainframe that it
claimed would be sufficient for all the
computer uses in Boston, and would
never need to be shut down for repair
or for software tweaks. The machine
it eventually built wasn’t nearly big
enough, but it did succeed at running
continuously without need for hard-
ware or software changes.
Today we have a distributed net-
work of computers provided by thou-
sands of businesses, sufficient for ev-
eryone in at least North America, if not
the world. Still, we must keep shutting
down individual parts of the network to
repair or change the software. We do so
because we’ve forgotten how to do soft-
ware maintenance.
What is software maintenance?
Software maintenance is not like hard-
ware maintenance, which is the return
of the item to its original state. Software
maintenance involves moving an item
away from its original state. It encom-
passes all activities associated with the
process of changing software. That in-
cludes everything associated with “bug
fixes,” functional and performance
enhancements, providing backward
compatibility, updating its algorithm,
covering up hardware errors, creating
user-interface access methods, and
other cosmetic changes.
In software, adding a six-lane au-
tomobile expressway to a railroad
bridge is considered maintenance—
and it would be particularly valuable
if you could do it without stopping the
train traffic.
Is it possible to design software so it
can be maintained in this way? Yes, it
is. So, why don’t we?
the four horsemen of
the apocalypse
There are four approaches to software
You Don’t
Know
Jack about
software
maintenance
D o i : 1 0 . 1 1 4 5 / 1 5 9 2 7 6 1 . 1 5 9 2 7 7 7
Article development led by
queue.acm.org
Long considered an afterthought, software
maintenance is easiest and most effective
when built into a system from the ground up.
BY PauL stachouR anD DaViD coLLieR-BRoWn
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56 c o m m u n i c at i o n s o f t h e .
Keene Systems latest whitepaper release simplifies the process of planning a software project by comparing it with the phases of building a house. To simplify it even further, Keene also developed a clever infographic that visually walks the viewer through the 10 step process with a conversation between a construction worker and a programmer.
This calculator has been developed by me. It gives high precision results which
Normal calculator can not give. It is helpful in calculations for Space technology,
Supercomputers, Nano technology etc. I can give this calculator to interested people.
These past two years have brought us some serious challenges and oppor.docxestefana2345678
These past two years have brought us some serious challenges and opportunities; civil unrest, political uncertainty, and a pandemic. What added stressors have been caused by the changes? What helpful tips can you offer your classmates regarding managing this massive change in how we do life. Also, do you need anything? Resources are available and by posting a need here, perhaps together we can help each other connect with needed resources.
.
The thread must be a minimum of 250 words- MINIMUM OF TWO SOURCES BESI (1).docxestefana2345678
The thread must be a minimum of 250 words. MINIMUM OF TWO SOURCES BESIDES THE TEXTBOOK. Must cite at least 2 sources in addition to the Bible.
TEXTBOOK: Bennett, B. T. (2018).
Understanding, assessing, and responding to terrorism:
Protecting critical infrastructure and personnel
(2nd ed.). Hoboken, NJ: John Wiley & Sons, Inc. ISBN: 9781119237785.
**AMY***
The term critical infrastructure (CI) has changed multiple times over the last twenty years; however, the general concept of what constitutes critical infrastructure has remained fairly consistent since the first formal definition was developed under the Clinton Administration in 19996 (Bennett, 2018). According to the author, since President William Clinton’s Executive Order 13010, the term and concept underwent various changes; two years after EO 13010, President Clinton signed the Presidential Decision Directive 63, which added the “cyber†to the definition of CI. After the attacks on September 11, 2001, CI was re-defined under the Bush administration per the Uniting and Strengthening America by Providing Appropriate Tools Required to Intercept and Obstruct Terrorism (USA PATRIOT) Act of 2001. Bennett noted that the Homeland Security Act of 2002 added the concept of “key resources†to the CI definition, an area of CI that is crucial to the proper functioning of the various Cis. This post will discuss what critical infrastructure means, what soft and hard targets are, define cascading effects, and what the author believes is the most important CI within the author's geographical location and why this CI was chosen.
What does critical infrastructure mean?
Critical infrastructure is a blanket term that encompasses 16/17 “systems and assets, physical or virtual, so vital to the United States that incapacity or destruction of such systems or assets would have a debilitating effect on security, national economic security, health, or safety, or combination of those matters†(Bennett, 2018, p. 41; Cybersecurity & Infrastructure Security Agency [CISA], 2020, pp. 1). As previously mentioned, the Homeland Security Act of 2002 added “key resources†to the definition of critical infrastructure; key resources are defined as the publicly or privately controlled individual resources essential to the minimal operation of the economy and government (Bennett, p. 41). According to Bennett, while key resources do not hold the same status as critical infrastructure, they are important and necessary for the production, functioning, and maintenance of various critical infrastructures. Bennett summarized critical infrastructure as the important assets we want and depend on to be available and functional when needed (p. 43).
What are soft and hard targets?
The terms soft and hard targets describe the levels of protection any given critical infrastructure asset or location has. Protection includes physical security and countermeasures in place for any potential attack or natural d.
More Related Content
Similar to Week 4 Assignment - Software Development PlanScenario-Your team has be.docx
You are already the Duke of DevOps: you have a master in CI/CD, some feature teams including ops skills, your TTM rocks ! But you have some difficulties to scale it. You have some quality issues, Qos at risk. You are quick to adopt practices that: increase flexibility of development and velocity of deployment. An urgent question follows on the heels of these benefits: how much confidence we can have in the complex systems that we put into production? Let’s talk about the next hype of DevOps: SRE, error budget, continuous quality, observability, Chaos Engineering.
54 c o m m u n i c at i o n s o f t h e a c m n o.docxalinainglis
54 c o m m u n i c at i o n s o f t h e a c m | n o v e m b e r 2 0 0 9 | v o l . 5 2 | n o . 1 1
practice
e V e r Y o N e K N o W s M a i N T e N a N C e is difficult and
boring, and therefore avoids doing it. It doesn’t help
that many pointy-haired bosses (PHBs) say things like:
“no one needs to do maintenance—that’s a waste of
time.”
“Get the software out now; we can decide what its
real function is later.”
“Do the hardware first, without thinking about the
software.”
“Don’t allow any room or facility for expansion. You
can decide later how to sandwich the changes in.”
These statements are a fair description of development
during the last boom, and not too far
from what many of us are doing today.
This is not a good thing: when you hit
the first bug, all the time you may have
“saved” by ignoring the need to do
maintenance will be gone.
During a previous boom, General
Electric designed a mainframe that it
claimed would be sufficient for all the
computer uses in Boston, and would
never need to be shut down for repair
or for software tweaks. The machine
it eventually built wasn’t nearly big
enough, but it did succeed at running
continuously without need for hard-
ware or software changes.
Today we have a distributed net-
work of computers provided by thou-
sands of businesses, sufficient for ev-
eryone in at least North America, if not
the world. Still, we must keep shutting
down individual parts of the network to
repair or change the software. We do so
because we’ve forgotten how to do soft-
ware maintenance.
What is software maintenance?
Software maintenance is not like hard-
ware maintenance, which is the return
of the item to its original state. Software
maintenance involves moving an item
away from its original state. It encom-
passes all activities associated with the
process of changing software. That in-
cludes everything associated with “bug
fixes,” functional and performance
enhancements, providing backward
compatibility, updating its algorithm,
covering up hardware errors, creating
user-interface access methods, and
other cosmetic changes.
In software, adding a six-lane au-
tomobile expressway to a railroad
bridge is considered maintenance—
and it would be particularly valuable
if you could do it without stopping the
train traffic.
Is it possible to design software so it
can be maintained in this way? Yes, it
is. So, why don’t we?
the four horsemen of
the apocalypse
There are four approaches to software
You Don’t
Know
Jack about
software
maintenance
D o i : 1 0 . 1 1 4 5 / 1 5 9 2 7 6 1 . 1 5 9 2 7 7 7
Article development led by
queue.acm.org
Long considered an afterthought, software
maintenance is easiest and most effective
when built into a system from the ground up.
BY PauL stachouR anD DaViD coLLieR-BRoWn
P
h
o
t
o
g
r
a
P
h
b
y
r
a
L
P
h
g
r
U
n
e
W
a
L
D
56 c o m m u n i c at i o n s o f t h e .
Keene Systems latest whitepaper release simplifies the process of planning a software project by comparing it with the phases of building a house. To simplify it even further, Keene also developed a clever infographic that visually walks the viewer through the 10 step process with a conversation between a construction worker and a programmer.
This calculator has been developed by me. It gives high precision results which
Normal calculator can not give. It is helpful in calculations for Space technology,
Supercomputers, Nano technology etc. I can give this calculator to interested people.
These past two years have brought us some serious challenges and oppor.docxestefana2345678
These past two years have brought us some serious challenges and opportunities; civil unrest, political uncertainty, and a pandemic. What added stressors have been caused by the changes? What helpful tips can you offer your classmates regarding managing this massive change in how we do life. Also, do you need anything? Resources are available and by posting a need here, perhaps together we can help each other connect with needed resources.
.
The thread must be a minimum of 250 words- MINIMUM OF TWO SOURCES BESI (1).docxestefana2345678
The thread must be a minimum of 250 words. MINIMUM OF TWO SOURCES BESIDES THE TEXTBOOK. Must cite at least 2 sources in addition to the Bible.
TEXTBOOK: Bennett, B. T. (2018).
Understanding, assessing, and responding to terrorism:
Protecting critical infrastructure and personnel
(2nd ed.). Hoboken, NJ: John Wiley & Sons, Inc. ISBN: 9781119237785.
**AMY***
The term critical infrastructure (CI) has changed multiple times over the last twenty years; however, the general concept of what constitutes critical infrastructure has remained fairly consistent since the first formal definition was developed under the Clinton Administration in 19996 (Bennett, 2018). According to the author, since President William Clinton’s Executive Order 13010, the term and concept underwent various changes; two years after EO 13010, President Clinton signed the Presidential Decision Directive 63, which added the “cyber†to the definition of CI. After the attacks on September 11, 2001, CI was re-defined under the Bush administration per the Uniting and Strengthening America by Providing Appropriate Tools Required to Intercept and Obstruct Terrorism (USA PATRIOT) Act of 2001. Bennett noted that the Homeland Security Act of 2002 added the concept of “key resources†to the CI definition, an area of CI that is crucial to the proper functioning of the various Cis. This post will discuss what critical infrastructure means, what soft and hard targets are, define cascading effects, and what the author believes is the most important CI within the author's geographical location and why this CI was chosen.
What does critical infrastructure mean?
Critical infrastructure is a blanket term that encompasses 16/17 “systems and assets, physical or virtual, so vital to the United States that incapacity or destruction of such systems or assets would have a debilitating effect on security, national economic security, health, or safety, or combination of those matters†(Bennett, 2018, p. 41; Cybersecurity & Infrastructure Security Agency [CISA], 2020, pp. 1). As previously mentioned, the Homeland Security Act of 2002 added “key resources†to the definition of critical infrastructure; key resources are defined as the publicly or privately controlled individual resources essential to the minimal operation of the economy and government (Bennett, p. 41). According to Bennett, while key resources do not hold the same status as critical infrastructure, they are important and necessary for the production, functioning, and maintenance of various critical infrastructures. Bennett summarized critical infrastructure as the important assets we want and depend on to be available and functional when needed (p. 43).
What are soft and hard targets?
The terms soft and hard targets describe the levels of protection any given critical infrastructure asset or location has. Protection includes physical security and countermeasures in place for any potential attack or natural d.
These past two years have brought us some serious challenges and oppor (1).docxestefana2345678
These past two years have brought us some serious challenges and opportunities; civil unrest, political uncertainty, and a pandemic. What added stressors have been caused by the changes? What helpful tips can you offer your classmates regarding managing this massive change in how we do life. Also, do you need anything? Resources are available and by posting a need here, perhaps together we can help each other connect with needed resources.
.
The objects of action and perceptionMelvyn A- Goodale-- G- Keith Humph.docxestefana2345678
The objects of action and perception
Melvyn A. Goodale*, G. Keith Humphrey
Department of Psychology, University of Western Ontario, London, ON N6A 5C2, Canada
Abstract
Two major functions of the visual system are discussed and contrasted. One function of vision is the creation of an internal model or percept of the external world. Most research in object perception has concentrated on this aspect of vision. Vision also guides the control of object-directed action. In the latter case, vision directs our actions with respect to the world by transforming visual inputs into appropriate motor outputs. We argue that separate, but inter- active, visual systems have evolved for the perception of objects on the one hand and the control of actions directed at those objects on the other. This ‘duplex’ approach to high-level vision suggests that Marrian or ‘reconstructive’ approaches and Gibsonian or ‘purposive- animate-behaviorist’ approaches need not be seen as mutually exclusive, but rather as com- plementary in their emphases on different aspects of visual function. 1998 Elsevier Science B.V. All rights reserved
Keywords:Vision; Action; Perception
1. Introduction
It is a common assertion that the fundamental task of vision is to construct a representation of the three-dimensional layout of the world and the objects and events within it. But such an assertion begs at least two fundamental and interrelated questions. First, what is vision? Second, what is the nature of the representation that vision delivers? These questions, which are central to the entire research enterprise in understanding human vision, form the framework for the present paper. In attempting to answer these questions, we will contrast what we believe are two major functions of the visual system. One function of vision is the creation of an internal model or percept of the external world – a model that can be used in the
0010-0277/98/$19.00ï›™ 1998 Elsevier Science B.V. All rights reserved PII S0010-0277(98)00017-1
C O G N I T I O N
Cognition 67 (1998) 181–207
* Corresponding author. Tel.: +1 519 6612070; fax: +1 519 6613961; e-mail:
recognition of objects and understanding their interrelations. Most research in object vision has concentrated on this function (witness the current volume). There is another function of vision, however, which is concerned not with object recognition, but with object-directed action. In this case, vision guides our actions with respect to the world by transforming visual inputs into appropriate motor outputs. We will suggest that separate, but interacting, visual systems have evolved for the perception of objects on the one hand and the control of actions directed at those objects on the other. This ‘duplex’ approach to high-level vision suggests that Marrian or ‘recon- structive’ approaches and Gibsonian or ‘purposive-animate-behaviorist’ approaches need not be mutually exclusive and may be actually complementary.
2. What.
Required-The Week 3 Discussion consists of two topic- (1-) What are th.docxestefana2345678
Required:
The Week 3 Discussion consists of two topic.
(1.) What are the differences between cash and accrual basis accounting? Provide an example of each.
(2.) Accrual accounting requires adjusting entries. Provide an example of an adjusting entry.
e sure to NOT USE non-credible sources such as dictionaries, wikipedia, investopedia, accountingtools, accountingcoach and blogs.
MUST CITE WITHIN THE post. Please do NOT USE FIRST PERSON> NO BIG, LONG PARAGRAPHS.
250 word minimum
.
Quantitative research Qualitative researchFocus on testing hypotheses.docxestefana2345678
Quantitative research Qualitative research
Focus on testing hypotheses and theories. Focus on exploring ideas formulating a theory or hypothesis.
Requires many respondents. Requires few respondents.
Closed questions. Open-ended questions.
Quantitative is a good fit for my study. My research question is " Does foster kids have higher risk of homelessness compared to youth who were never placed out of home by child welfare? The reason why Quantitative fit my study because I will be able test the theory if foster children is more at risk of becoming homeless if they removed from their home. With quantitative research you to analyze a survey with multiple choice questions that is distributed to a sample. This could be done online, in person, or over phone. I could also experiment the situation. Situation in which different types of variables are controlled and manipulated to establish cause and effect relationships. I could observed the subject in a natural environment where variables can not be controlled.
The way how I will make sure my approach will be culturally sensitive by understanding how cultural differences may affect and influence individuals when forming their unique personalities, perceptions, and their interaction to others.
Reference
Yegidis, B. L., Weinbach, R. W., & Myers, L. L. (2018).
Research methods for social workers
(8th ed.). Pearson. Chapter 6: Qualitative Research (pp. 126–145)
Casado, B. L., Negi, N. J., & Hong, M. (2012). Culturally competent social work research: Methodological considerations for research with language minorities
Social Work
, 57(1), 1–10.
Respond
to two colleagues by providing constructive feedback on their choice of methodological approach. Would a different approach be more appropriate or effective in answering the research question? Why or why not?
.
Paper OneLength- 1000- 1200 words- 3-5-4 pages- exclusive of the Work.docxestefana2345678
Paper One
Length : 1000- 1200 words/ 3.5-4 pages, exclusive of the Work Cited page
For your first paper, you’ll be analyzing impediments to your own critical thinking and how they shaped your decision making in a specific decision in your life.
First, think back to a decision you’ve made that you either now see as a bad decision or that you’re still not fully sure you thought through critically. It doesn’t have to be a super-personal decision (why did I date that girl for so long in high school?), and it can even be a decision that’s had a good outcome (why did I choose this university?), as long as you can express how you didn’t really think critically about it at the time .
Elements of Reasoning : For prewriting purposes, go around the circle of elements with this decision as you made it then , paying close attention to who you were when you made it (your Point of View). You’ll want to use these notes as you describe your decision-making process and put any elements of reasoning in bold in your paper. Plan to use between 3-5 elements of reasoning in your paper.
Impediments : Finally, think about what types of impediments got in your way as you made this decision. Develop paragraphs in your paper around these impediments and put them in bold type in your paper as well. Your thesis statement should say something about how the impediments that blocked your critical thinking interacted with the elements of reasoning to keep you from using them effectively.
Because all papers in CRTW must include documented material, make sure you quote Nosich at least once when talking about at least one impediment that hindered your critical thinking. You'll then need to give the page number in MLA format in your paper and create a Works Cited page with Nosich's book on it at the end of your paper.
Hints:
1. Don’t be afraid to use the first person “I.†This is a paper about you and your thinking.
2. You can tell this as a story if you’d like, so long as it’s clear that you’re analyzing your own thinking and which impediments and elements of reasoning were (or weren’t) involved.
3. Whether you tell this as a story or write it as a more formal academic paper, your introduction should give some context to your decision: when was it, what was it, and why did you need to make it?
4. In your conclusion, rather than repeating what you’ve already said in the introduction and body of the paper, please try to reflect on what you’ve learned from analyzing this decision and/or making the decision in the first place. What might you do differently in the future? How might you approach the same impediment(s) if you feel them creeping into your thought process in future decisions?
Proprietary
KATHY FORSYTH
CAPELLA UNIVERSITY
Tele Psych Staff Training Session
Proprietary
What is Telehealth
and Tele psych?
ïµ Technology ïµ Four models
ïµ Closing the gap access to healthcare ïµ Care when they need it, no matter the
distance
ïµ Decreasing cost.
Middle-range theories can be traced back to the mid-1900s in the works.docxestefana2345678
Middle-range theories can be traced back to the mid-1900s in the works of sociologist Robert K. Merton. Its main approach entailed combining concept and also empirical study. Registered nurses initially did not have a reasoning for evaluating middle-range concepts and relied on customs, beliefs, and expert rules in their technique. The method restricted development in the medical care occupation, and the American Nurses Organization advocated for academic designs beginning in 1965, which resulted in advancements in nursing theories. Nevertheless, registered nurses had developed concepts before the American Nurses Organization supported their extensive usage in nursing. For example, Florence Nightingale established the Environmental Concept in 1860 that linked healing with a client's atmosphere (Ribeiro et al., 2018). Likewise, Virginia Henderson developed the Nursing Demands Theory in 1955, which described 14 patient requirements (Ribeiro et al., 2018). Theories in the first stages matched the nursing metaparadigm of nursing, health and wellness, environment, and person. Further research study by nursing theorists has produced various concepts that we can evaluate and also use in modern method.
Assessing middle-range theories counts on inner as well as exterior objection to identify their integrity (Lee & Vincent, 2021). Interior criticism focuses on exactly how independent parts of the concept sync to form the theory's internal building and construction. Inner objection includes clearness, sensible advancement, competence, consistency, and also degree of theory advancement. As an example, quality describes just how the visitor comprehends the theoretical idea, whereas logical development takes a look at the coherency of the arguments that create the theory (Khoshnood et al., 2020). Additionally, competence connects to how concepts can be put on different nursing settings, and consistency needs harmony in analysis, concepts, and definitions of significant components (Khoshnood et al., 2020). Lastly, the level of development gauges a theory's development level based upon the suggestions, ideas, abstraction from fact, as well as application to technique (Khoshnood et al., 2020). Historians or nursing theorists use all five inner criticism elements to examine a middle-range concept's integrity.
Outside criticism, on the other hand, focuses on the concepts' partnership and also their communication with the sources of information that guide a theory. Exterior objection assesses energy, relevance, range, materialism, fact convergence, discrimination, and merging (Khoshnood et al., 2020). Philosophers consider energy to develop the applicability of a concept in practice as well as its value to identify if it resolves essential concerns influencing nursing technique. Moreover, they use the range to determine the variety of subjects protected and also materialism to figure out whether a concept can attend to comfort needs (Khoshnood et al., 2020)..
NURS 320- Module 2- Rural Dwellers This module introduces some comm.docxestefana2345678
NURS 320: Module 2: Rural Dwellers This module introduces some common characteristics of rural dwellers as they relate to healthcare. It is very important to remember that rural dwellers are not all the same! Yet it is important to appreciate some characteristics that may be more prevalent in rural areas so care can be adapted to meet unique needs and preferences. Module Objectives:  1) Consider approaches nurses should take in adapting care to meet the needs of unique individuals. 2) Explore the significance of the Symptom- Action - Timeline Process as it relates to rural dwellers. 4) Choose approaches that would facilitate positive outcomes when caring for those who delay care. 5) Appraise factors that contribute to the use of complementary and alternative approaches to care in rural dwellers. Assigned readings: Buehler, J.A., Malone, M., Mjerus-Wegerhoff, J.M. (2013). Patterns of Responses to Symptoms in Rural Residents: The Symptom-Action-Timeline Process. In C.A. Winters (Ed.), Rural nursing: Concepts,theory, and practice (pp. 131 - 139). New York: Springer.  This is chapter nine in the online text Rural nursing: Concepts, theory and practice. http://ssuproxy.mnpals.net/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=e680sw w&AN=547705&scope=site National Council of State Boards of Nursing (2018). A nurse's guide to professional boundaries. https://www.ncsbn.org/ProfessionalBoundaries_Complete.pdf Shreffler-Grant, J.M., Nichols, E., Weinert, C., & Ide, B. (2013). Complementary Therapy and Health Literacy in rural Dwellers. In C.A. Winters (Ed.), Rural nursing: Concepts, theory, and practice (pp.205 - 214). New York: Springer. This is chapter 13 in the online text Rural nursing: Concepts, theory and practice. http://ssuproxy.mnpals.net/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=e680sw w&AN=547705&scope=site Swan, M. A., & Hobbs, B. B. (2021). Lack of Anonymity and Secondary Traumatic Stress in Rural Nurses. Online Journal of Rural Nursing & Health Care, 21(1), 183–201. https://ssuproxy.mnpals.net/login?url=https://search.ebscohost.com/login.aspx?direct=true&db=ccm& AN=150428679&scope=site Key Points
• Since rural dwellers have different definitions of health, it is important that healthcare professionals respect values and approach care from the client’s unique perspective.
• It is important to remember that rural dwellers and rural communities are not all alike. There is much diversity (client, family, nurse, and healthcare system) in rural areas.
• It is not uncommon for rural dwellers to delay seeking professional healthcare for a variety of reasons.
• It is important that healthcare professionals are sensitive to issues surrounding the healthcare experience of rural dwellers.
• The Symptom-Action-Timeline (SATL) process is explored in relationship to rural dwellers.
• Chronic illness impacts many. It is not uncommon for rural and urban dwellers experience an.
Microaggressions create an environment of marginalization- exclusion-.docxestefana2345678
Microaggressions create an environment of marginalization, exclusion, and disrespect, leading to anxiety, depression, and low self-esteem. They can further create an environment of distrust, fear, and hostility which can impede communication and collaboration between individuals. For example, Alex and Coach depict how a series of microaggressions can lead to alienation, frustration, and a lack of self-esteem (Walden University, 2021). The video highlights how microaggressions can lead to feeling misunderstood and lacking belonging (Walden University, 2021). As a social worker, I would respond by listening to their stories, validating their feelings, and offering support. I would help the student identify strategies to cope with the microaggressions they are experiencing, such as utilizing self-care activities, connecting with a support system, and seeking counseling. In the video, I demonstrated several practice skills, such as active listening, empathy, a non-judgmental attitude, and cultural humility. I used reflective listening to demonstrate my understanding of the student's experiences and feelings.
The potential impacts of ethnic and racial microaggressions on adolescent psychological development can be far-reaching and long-lasting (Walden University, 2021). Such experiences can create shame, guilt, and anger, leading to depression, anxiety, and low self-esteem. They can lead to feelings of isolation and marginalization, leading to an increased risk of engaging in high-risk behaviors such as substance use. Additionally, microaggressions can leave adolescents feeling disconnected from their cultural and racial identities, resulting in a lack of cultural competency and pride.
As a social worker, I would create an open dialogue where the student can share their experiences and feelings in a safe and non-judgmental space. This would allow the student to gain insight into their feelings and help to create an action plan to address the negative impacts of microaggressions (Walden University, 2021). A key part of this process would be to utilize the values and ethics of the profession. This includes ensuring the student's rights to self-determination, confidentiality, and respect. Additionally, I would provide the student with resources and tools to help them effectively manage and cope with the negative impacts of microaggressions.
Respond
to two colleagues by providing constructive feedback on their choice of methodological approach. Would a different approach be more appropriate or effective in answering the research question? Why or why not?
.
leadership resourceTen steps to carrying out a SWOT analysisChris Pear.docxestefana2345678
leadership resource
Ten steps to carrying out a SWOT analysis Chris Pearce offers a guide to help nursing leaders analyse their aotivities
A SWOT ANALYSIS is an effecrive way of identifying your strengths
and weaknesses, and of examining the opportunities and threats you
face. Carrying out an analysis using the SWOT framework will help
you and your team focus your activities on where you are strongest,
and where your greatest opportunities lie,
7 C0NSIDERTHE USES OF SWOT
This technique can be used in various situations includ-
ing business planning, team building and away days, as
well as when you review the work of your team, during change man-
agement processes and even in your personal career planning.
2 PREPARETHE GROUND
Draw a box on a flip chart or whiteboard, or even a
piece of paper, and divide it into four equal sections.
Each section should be labelled as follows: Strengths, Weaknesses,
Opportunities and Threats,
3 CONSIDER YOUR STRENGTHS
On your own, or with your group or team, decide what
your strengths are, what you do well and what other
people see as your strengths. Consider this from both your own point
of view and from the perspectives of the people with whom you work,
lie realistic, not modest. If you have difficulty with this, try listing your
characteristics. Some of these will probably be strengths.
4 CONSIDER YOUR WEAKNESSES
Ask yourself questions about, for example, what you
could improve about yourself, what you do badly or
what you should avoid. Consider these questions from different
points of view, as other people may perceive weaknesses in you that
you do not see. It is best to be realistic now, and to face unpleasant
truths about yourself as soon as possible.
5 CONSIDER YOUR OPPORTUNITIES
What opportunities are before you? Of what interest-
ing trends are you aware? Useful opportunities can arise
from changes in technology, government policy and social pattems,
or from within your organisation.
6 CONSIDERTHE THREATS
What obstacles confront you? Are the specifications of
your job, or the service you provide, changing? Is chang-
ing technology threatening your position?
7 USE INFORMATION: INTERNAL FACTORS
Strengths and weaknesses are intemal faaors. Once you
have gathered information on your strengths and weak-
nesses, and the opportunities and threats tbat you face, ask yourself
first how you can capitalise on your strengths and make greater use of
them in work situations. Strengths are the basis on whicb success can
be built, so include your strengths into your plans. But also analyse
your weaknesses and consider how you can remedy them. Draw up
an action plan based on this information,
8 USE INFORMATION; EXTERNAL FACTORS
Opportunities and threats are extemal factors. Opportun-
ities should be sought, recognised and grasped as they
arise, while threats must be acknowledged and steps must be taken
to deal with them.
9 USE SWOT IN CAREER PLANNING
You can construct your own SWOT analysis to help you
with your career .
leadership resourceTen steps to carrying out a SWOT analysisChris Pear (1).docxestefana2345678
leadership resource
Ten steps to carrying out a SWOT analysis Chris Pearce offers a guide to help nursing leaders analyse their aotivities
A SWOT ANALYSIS is an effecrive way of identifying your strengths
and weaknesses, and of examining the opportunities and threats you
face. Carrying out an analysis using the SWOT framework will help
you and your team focus your activities on where you are strongest,
and where your greatest opportunities lie,
7 C0NSIDERTHE USES OF SWOT
This technique can be used in various situations includ-
ing business planning, team building and away days, as
well as when you review the work of your team, during change man-
agement processes and even in your personal career planning.
2 PREPARETHE GROUND
Draw a box on a flip chart or whiteboard, or even a
piece of paper, and divide it into four equal sections.
Each section should be labelled as follows: Strengths, Weaknesses,
Opportunities and Threats,
3 CONSIDER YOUR STRENGTHS
On your own, or with your group or team, decide what
your strengths are, what you do well and what other
people see as your strengths. Consider this from both your own point
of view and from the perspectives of the people with whom you work,
lie realistic, not modest. If you have difficulty with this, try listing your
characteristics. Some of these will probably be strengths.
4 CONSIDER YOUR WEAKNESSES
Ask yourself questions about, for example, what you
could improve about yourself, what you do badly or
what you should avoid. Consider these questions from different
points of view, as other people may perceive weaknesses in you that
you do not see. It is best to be realistic now, and to face unpleasant
truths about yourself as soon as possible.
5 CONSIDER YOUR OPPORTUNITIES
What opportunities are before you? Of what interest-
ing trends are you aware? Useful opportunities can arise
from changes in technology, government policy and social pattems,
or from within your organisation.
6 CONSIDERTHE THREATS
What obstacles confront you? Are the specifications of
your job, or the service you provide, changing? Is chang-
ing technology threatening your position?
7 USE INFORMATION: INTERNAL FACTORS
Strengths and weaknesses are intemal faaors. Once you
have gathered information on your strengths and weak-
nesses, and the opportunities and threats tbat you face, ask yourself
first how you can capitalise on your strengths and make greater use of
them in work situations. Strengths are the basis on whicb success can
be built, so include your strengths into your plans. But also analyse
your weaknesses and consider how you can remedy them. Draw up
an action plan based on this information,
8 USE INFORMATION; EXTERNAL FACTORS
Opportunities and threats are extemal factors. Opportun-
ities should be sought, recognised and grasped as they
arise, while threats must be acknowledged and steps must be taken
to deal with them.
9 USE SWOT IN CAREER PLANNING
You can construct your own SWOT analysis to help you
with your career .
In 2016- PresidentObama replaced abstinence-only programs with age-app.docxestefana2345678
In 2016, President Obama replaced abstinence-only programs with age-appropriate, evidence-based education that addresses life skills to help teens make responsible decisions that lead to safe and healthy lives. Many have argued that sexuality education should be the responsibility of parents and clergy and that schools should not be involved. However, parents and clergy have rebutted that they lack the proper information to disseminate to the kids and oftentimes cite a lack of proper information and embarrassment or acknowledgment of teen sexuality. Sexuality education is a lifelong process and it requires a multifaceted approach, it is a team effort.
.
During a recent presidential election there was an individual vying fo.docxestefana2345678
During a recent presidential election there was an individual vying for the democratic nomination who believed in universal basic income. His name is Andrew Yang. While it might seem far fetched to some, universal basic income has been researched for over 50 years and various public and private entities have conducted their own experiments with this idea.
For the purposes of this assignment, students will research a universal basic income experiment in the United States; currently being implemented or historic. Students will discuss the experiment, utilizing their knowledge of liberal, conservative and progressive perspectives to help identify, discuss, and explain the pros and cons of the experiment. Students will identify the outcomes of the experiment. Students will also discuss if they believe the experiment could or could not be implemented within their own community. It is expected that students will identify and discuss the prevailing perspectives within their community and explain how these perspectives informed their decision.
Responses should be a minimum of two-pages double spaced, written in MS Word, 12-point font, with proper grammar and editing. Responses will be evaluated on content as well as writing style so ensure a thorough, grammatically correct response. Responses will be submitted through Turnitin.
.
In Chapter 4- Global Communication and Diversity- cultural intelligenc.docxestefana2345678
In Chapter 4, Global Communication and Diversity, cultural intelligence is described as important for global businesses to develop and be successful beyond borders.
Assignment 1 is an article review of global communication. Read a magazine article about a global business that includes issues about cross-cultural differences. Use the following online sources for an article:
BloombergLinks to an external site.
Time MagazineLinks to an external site.
After reading an article about global business, address the following:
Article information
: article name, source, date/edition, pages, web address
Summary:
a short summary of the article (one half-page)
Cultural lessons:
one paragraph that describes one or two aspects of culture that are illustrated by the article
Grading Rubric:
Followed APA format appropriately. Provided at least three (3) scholarly citations from one article. Article information provided.
Contained the appropriate article topic and background based on the chosen news/articles. Provided an excellent introduction.
Provided a well-written and thoughtful conclusion.
Provided excellent content and demonstrated an understanding and analysis of global and cross-cultural differences. Emphasized the importance of recognizing global and cross-cultural differences. The paper was within one to two pages in length.
.
What do you see as the most important dynamics that shape the operatio.docxestefana2345678
What do you see as the most important dynamics that shape the operation and interaction of the institutions covered in the Key Policy Players section, Part II, of George and Rishikof? In your opinion, is there a hierarchy among these institutions and if so, how does it function and why does it exist?
.
Topic - Disease of the Aorta-The research report should be typed and d.docxestefana2345678
Topic - Disease of the Aorta.
The research report should be typed and double-spaced. Include a page header at the top of every page which includes your paper title and page numbers. List cited sources on a separate page called References (centered at the top of the page),
•double spaced
•hanging indent
•sort references alphabetically by the last name of the first author.
.
Using any song of your choice- do a line-by line annotation of the son.docxestefana2345678
Using any song of your choice, do a line-by line annotation of the song, formulate a thesis of the song, and use it to develop the summary of the song.
N/B Annotations includes:
1. Two synthesis statements and questions about the song
2. Five instances of notable languages in the song
3. One paraphrase and 2 statements of epiphany
4. Two quotations you may potentially use from the song and clarification of a specific, complicated term or phrase used by the singer.
Length: Two pages, no reference needed
.
As a child- Erik Salomonsen had many questions but few answers about h.docxestefana2345678
As a child, Erik Salomonsen had many questions but few answers about his biological father. He knew who his mother was—a beautiful Jewish Dane whose family tried hard to appear Danish rather than Jewish. But who was his father?Born into a single-parent family, the young boy held three separate beliefs regarding his origins. At first, he believed that his mother’s husband, a physician named Theodor Homburger, was his biological father. However, as Erik matured, he began to realize that this was incorrect because his blond hair and blue eyes did not match the dark features of either parent. He pressed his mother for an explanation, but she lied to him and said that a man named Valdemar Salomonsen—her first husband—was his biological father and that he abandoned her after she became pregnant with Erik. However, Erik didn’t quite believe this second story either because he learned that Salomonsen had left his mother 4 years before Erik was born. Finally, Erik chose to believe that he was the outcome of a sexual liaison between his mother and an artistically gifted aristocratic Dane. For nearly the remainder of his life, Erik believed this third story. Nevertheless, he continued to search for his own identity while seeking the name of his biological father.During his school days, Erik’s Scandinavian features contributed to his identity confusion. When he attended temple, his blue eyes and blond hair made him appear to be an outsider. At public school, his Aryan classmates referred to him as a Jew, so Erik felt out of place in both arenas. Throughout his life, he had difficulty accepting himself as either a Jew or a Gentile.When his mother died, Erik, then 58 years old, feared he would never know the identity of his biological father. But he persevered in his search. Finally, more than 30 years later and as his mind and body began to deteriorate, Erik lost interest in learning his father’s name. However, he continued to show some identity confusion. For example, he spoke mostly in German—the language of his youth—and rarely spoke in English, his primary language for more than 60 years. In addition, he retained a long-held affinity for Denmark and the Danish people and took perverted pride in displaying the flag of Denmark, a country in which he never lived.Overview of Post-Freudian TheoryThe person we introduced in the opening vignette, of course, was Erik Erikson, the person who coined the term identity crisis. Erikson had no college degree of any kind, but this lack of formal training did not prevent him from gaining world fame in an impressive variety of fields including psychoanalysis, anthropology, psychohistory, and education.Unlike earlier psychodynamic theorists who severed nearly all ties to Freudian psychoanalysis, Erikson intended his theory of personality to extend rather than repudiate Freud’s assumptions and to offer a new “way of looking at things†(Erikson, 1963, p. 403). His post-Freudian theory extended Fre.
Honest Reviews of Tim Han LMA Course Program.pptxtimhan337
Personal development courses are widely available today, with each one promising life-changing outcomes. Tim Han’s Life Mastery Achievers (LMA) Course has drawn a lot of interest. In addition to offering my frank assessment of Success Insider’s LMA Course, this piece examines the course’s effects via a variety of Tim Han LMA course reviews and Success Insider comments.
Acetabularia Information For Class 9 .docxvaibhavrinwa19
Acetabularia acetabulum is a single-celled green alga that in its vegetative state is morphologically differentiated into a basal rhizoid and an axially elongated stalk, which bears whorls of branching hairs. The single diploid nucleus resides in the rhizoid.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
Francesca Gottschalk - How can education support child empowerment.pptxEduSkills OECD
Francesca Gottschalk from the OECD’s Centre for Educational Research and Innovation presents at the Ask an Expert Webinar: How can education support child empowerment?
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
Week 4 Assignment - Software Development PlanScenario-Your team has be.docx
1. Week 4 Assignment - Software Development Plan
Scenario:
Your team has been tasked with delivering a Section 508-validated application for U.S.
Department of Homeland Security field officers to check potential immigrants for connections to
criminal or terrorist behavior. This application must meet these requirements:
· Conform with Section-508 accessibility guidelines.
· Allow wireless real-time bidirectional data transfer and database queries with secure servers.
· Have a secure login and, after two minutes of non-use, have autolocking that reactivates a
secure login.
· Allow for officers working on any day and at any time in offices, from vehicles, and on foot
along the U.S. border and in cities across the country.
Overview
In Week 2, you defined how you will determine user applicability and needs. This week, you
will map out a plan for your project.
Instructions:
Create a 2–3-page software development plan for the application you are developing. Include
the following:
· List 8–10 steps the project will follow from proposal to post-implementation stages for
proper design of the application. Be sure to account for all application constraints in the project
planning steps.
· Explain the outcome, process, and resources involved in accomplishing each step. Incorporate
at least 3 credible and relevant resources to support your statements.
· Create a Gantt chart that includes each step in the process, the resources involved, and the
estimated duration of time it will take to complete each step. It is recommended that you use
Microsoft Excel to create your chart. You may copy and paste it into your software development
plan document or submit a separate file.
· Remember, your audience is your company’s IT executive. Your writing should be
professional and free of grammar, punctuation, and spelling errors.
Figure 1. The evolution of the Waterfall Model (a) and its long development cycles (analysis,
design, implementation, test) to the shorter, iterative devel- opment cycles within, for example,
3. tu re
Analysis
Design
Implementation
Test
Time
Scope
IterativeWaterfall XP
(c)(b)(a)
October 1999 71
We might get a picture like the one shown in Figure 1c. It’s called Extreme Programming.
ANATOMY OF XP XP turns the conventional software process side-
ways. Rather than planning, analyzing, and design- ing for the far-flung future, XP exploits the
reduction in the cost of changing software to do all of these activities a little at a time, throughout
software devel- opment. (The “XP Practices― sidebar will give you a quick grasp of the
practices and philosophy underly- ing XP. These practices are designed to work together, and
trying to examine any one soon leads you to the rest. The “Roots of XP― sidebar on page
73 traces the historical antecedents of these practices.)
XP development cycle Figure 2 shows XP at timescales ranging from years
to days. The customer picks the next release by choos- ing the most valuable features (called
stories in XP) from among all the possible stories, as informed by the costs of the stories and the
measured speed of the team in implementing stories.
The customer picks the next iteration’s stories by choosing the most valuable stories
remaining in the release, again informed by the costs of the stories and the team’s speed. The
programmers turn the stories into smaller-grained tasks, which they individually
XP Practices
Here is a quick summary of each of the major practices in XP.
4. Planning game. Customers decide the scope and timing of releases based on estimates provided
by program- mers. Programmers implement only the functionality demanded by the stories in
this iteration.
Small releases. The system is put into production in a few months, before solving the whole
problem. New releases are made often—anywhere from daily to monthly.
Metaphor. The shape of the system is defined by a metaphor or set of metaphors shared between
the cus- tomer and programmers.
Simple design. At every moment, the design runs all the tests, communi- cates everything the
programmers want to communicate, contains no
duplicate code, and has the fewest possible classes and methods. This rule can be summarized as,
“Say everything once and only once.―
Tests. Programmers write unit tests minute by minute. These tests are col- lected and they must
all run correctly. Customers write functional tests for the stories in an iteration. These tests
should also all run, although practi- cally speaking, sometimes a business decision must be made
comparing the cost of shipping a known defect and the cost of delay.
Refactoring. The design of the system is evolved through transformations of the existing design
that keep all the tests running.
Pair programming. All production code is written by two people at one screen/keyboard/mouse.
Continuous integration. New code is integrated with the current system after no more than a few
hours.
When integrating, the system is built from scratch and all tests must pass or the changes are
discarded.
Collective ownership. Every program- mer improves any code anywhere in the system at any
time if they see the opportunity.
On-site customer. A customer sits with the team full-time.
40-hour weeks. No one can work a second consecutive week of over- time. Even isolated
overtime used too frequently is a sign of deeper problems that must be addressed.
Open workspace. The team works in a large room with small cubicles around the periphery. Pair
programmers work on computers set up in the center.
Just rules. By being part of an Extreme team, you sign up to follow the rules. But they’re just
the rules. The team can change the rules at any time as long as they agree on how they will
assess the effects of the change.
5. accept responsibility for. Then the programmer turns a task into a set of test
cases that will demonstrate that the task is finished. Working with a partner, the programmer
makes the test cases run, evolving the design in the meantime to maintain the simplest possible
design for the system as a whole.
Stories XP considers the period before a system first goes
into production to be a dangerous anomaly in the life of the project and to be gotten over as
quickly as pos- sible. However, every project has to start somewhere.
The first decisions to make about the project are what it could do and what it should do first.
These deci- sions are typically the province of analysis, hence the thin blue analysis rectangle at
the top of Figure 1c. You can’t program until you know what you’re program- ming.
You put the overall analysis together in terms of stories, which you can think of as the amount of
a use case that will fit on an index card. Each story must be business-oriented, testable, and
estimable.
A month is a good long time to come up with the stories for a 10 person-year project. It’s
true that it isn’t enough to explore all of the possible issues thor- oughly. But forever
isn’t long enough to explore all of the issues thoroughly if you never implement.
72 Computer
Release Notice in Figure 2 that we don’t implement all of
the stories at first. Instead, the customer chooses the smallest set of the most valuable stories that
make sense together. First we implement those and put them into production. After that we’ll
implement all the rest.
Picking the scope for a release is a little like shop- ping for groceries. You go to the store with
$100 in your pocket. You think about your priorities. You look at the prices on the items. You
decide what to buy.
In the planning game (the XP planning process), the items are the stories. The prices are the
estimates on the stories. The budget is calculated by measuring the team’s output in terms of
estimated stories delivered per unit time.
The customer can either load up a cart (pick a set of stories) and have the programmers calculate
the finish date or pick a date and have the programmers calcu- late the budget, then choose
stories until they add up.
Iteration The goal of each iteration is to put into production
6. some new stories that are tested and ready to go. The process starts with a plan that sets out the
stories to be implemented and breaks out how the team will accomplish it. While the team is
implementing, the customer is specifying functional tests. At the end of the iteration, the tests
should run and the team should be ready for the next iteration.
Iteration planning starts by again asking the cus- tomer to pick the most valuable stories, this
time out
of the stories remaining to be implemented in this release. The team breaks the stories down into
tasks, units of implementation that one person could imple- ment in a few days. If there are
technical tasks, like upgrading to a new version of a database, they get put on the list too.
Next, programmers sign up for the tasks they want to be responsible for implementing. After all
the tasks are spoken for, the programmer responsible for a task estimates it, this time in ideal
programming days. Everyone’s task estimates are added up, and if some programmers are
over and some are under, the under- committed programmers take more tasks.
Over the course of the iteration, the programmers implement their tasks. As they complete each
task, they integrate its code and tests with the current system. All tests must run or the code
cannot be integrated.
As the customer delivers the functional tests dur- ing the iteration, they are added to the suite. At
the end of the iteration, all unit tests and all functional tests run.
Task To implement a task, the responsible programmer
first finds a partner because all production code is writ- ten with two people at one machine. If
there is any question about the scope or implementation approach, the partners will have a short
(15-minute) meeting with the customer and/or with the programmers most knowledgeable about
the code most likely to be touched during implementation.
Release
Years
Months
Weeks
Days
Iteration
Implementation
Stories
7. Tasks
Tests
Figure 2. XP according to various timescales. At the scale of months and years, you have the
stories in this release and then the stories in future releases. At the scale of weeks and months,
you have stories in this iteration and then the stories remain- ing in this release. At the scale of
days and weeks, you have the task you are working on now and then the rest of the tasks in the
iteration. And at the scale of minutes and days, you have the test case you are working on now
and then the rest of the test cases that you can imagine.
From this meeting, the partners condense the list of test cases that need to run before the task is
done. They pick a test case from the list that they are confident they can implement and that will
teach them some- thing about the task. They code up the test case. If the test case already runs,
they go on. Normally, though, there is work to be done.
When we have a test case and it doesn’t run, either
• we can see a clean way to make it run, in which case we make it run; or
• we can see an ugly way to make it run, but we can imagine a new design in which it could be
made to run cleanly, in which case we refactor the system to make it run cleanly; or
• we can see an ugly way to make it run, but we can’t imagine any refactoring, in which
case we make it run the ugly way.
After the test case runs, if we see how to refactor
the system to make it even cleaner, we do so. Perhaps during the implementation of this test case
we imagine another test case that should also run. We note the new test case on our list and
continue. Perhaps we spot a bigger refactoring that doesn’t fit into the scope of our current
test. We also note that and continue. The goal is to remain focused so we can do a good job and
at the same time not lose the ben- efits of the insights that come during intense interac- tion with
code.
Test If there is a technique at the heart of XP, it is unit
testing. As you saw above, unit testing is part of every programmer’s daily business. In XP,
however, two twists on conventional testing strategies make tests far more effective:
Programmers write their own tests and they write these tests before they code. If pro- gramming
is about learning, and learning is about get- ting lots of feedback as quickly as possible, then you
October 1999 73
Roots of XP
8. The individual practices in XP are not by any means new. Many people have come to similar
conclusions about the best way to deliver software in environ- ments where requirements change
vio- lently.1-3
The strict split between business and technical decision making in XP comes from the work of
the architect Christo- pher Alexander, in particular his work The Timeless Way of Building,4
where he says that the people who occupy a struc- ture should (in conjunction with a build- ing
professional) be the ones to make the high-impact decisions about it.
XP’s rapid evolution of a plan in response to business or technical changes echoes the Scrum
methodology5 and Ward Cunningham’s Episodes pattern language.6
The emphasis on specifying and sched- uling projects from the perspective of fea- tures comes
from Ivar Jacobson’s work on use cases.7
Tom Gilb is the guru of evolutionary delivery. His recent writings on EVO8
focus on getting the software into pro- duction in a matter of weeks, then grow- ing it from there.
Barry Boehm’s Spiral Model was the initial response to the waterfall.9 Dave
Thomas and his colleagues at Object Technology International have long been champions of
exploiting powerful tech- nology with their JIT method.10
XP’s use of metaphors comes from George Lakoff and Mark Johnson’s books, the latest
of which is Philosophy in the Flesh.11 It also comes from Richard Coyne, who links metaphor
with soft- ware development from the perspective of postmodern philosophy.12
Finally, XP’s attitude toward the effects of office space on programmers comes from Jim
Coplien,13 Tom DeMarco, and Tim Lister,14 who talk about the impor- tance of the physical
environment on pro- grammers.
References 1. J. Wood and D. Silver, Joint Application
Development, John Wiley & Sons, New York, 1995.
2. J. Martin, Rapid Application Development, Prentice Hall,Upper Saddle River, N.J.,1992.
3. J. Stapleton, Dynamic Systems Develop- ment Method, Addison Wesley Longman, Reading,
Mass., 1997.
4. C. Alexander, The Timeless Way of Build- ing, Oxford University Press, New York, 1979.
5. H. Takeuchi and I. Nonaka, “The New Product Development Game,― Harvard
Business Rev., Jan./Feb. 1986, pp. 137- 146.
9. 6. W. Cunningham, “Episodes: A Pattern Language of Competitive Development,― Pattern
Languages of Program Design 2, J. Vlissides, ed., Addison-Wesley, New York, 1996.
7. I. Jacobsen, Object-Oriented Software Engineering, Addison-Wesley, New York, 1994.
8. T. Gilb, Principles of Software Engineer- ing Management, Addison-Wesley, Wok- ingham,
UK, 1988.
9. B. Boehm, “A Spiral Model of Software Development and Enhancement,― Com- puter,
May 1988, pp. 61-72.
10. D. Thomas, “Web Time Software Devel- opment,― Software Development, Oct. 1998,
p. 80.
11. G. Lakoff and M. Johnson, Philosophy in the Flesh, Basic Books, New York, 1998.
12. R. Coyne, Designing Information Tech- nology in the Postmodern Age, MIT Press,
Cambridge, Mass., 1995.
13. J.O. Coplien, “A Generative Development Process Pattern Language,― The Patterns
Handbook, L. Rising, ed., Cambridge Uni- versity Press, New York, 1998, pp. 243- 300.
14. T. DeMarco and T. Lister, Peopleware, Dorset House, New York, 1999.
74 Computer
can learn much from tests written by someone else days or weeks after the code. XP primarily
addresses the accepted wisdom that programmers can’t possibly test their own code by
having you write code in pairs.
Some methodologies, like Cleanroom,1 prohibit programmers testing or in some cases even
com- piling their own programs. The usual process has a programmer write some code, compile
it, make sure it works, then pass it on to a testing organiza- tion. The bench testing takes the form
of single- stepping through the code and watching variables, or interpreting the results of print
statements, or poking a few buttons to make sure the list item turns green.
The XP testing strategy doesn’t ask any more work than the usual bench testing strategies. It
just changes the form of the tests. Instead of activities that evapo- rate into the ether as soon as
they are finished, you record the tests in a permanent form. These tests will run automatically
today, and this afternoon after we all integrate, and tomorrow, and next week, and next
year. The confidence they embody accumulates, so an XP team gains confidence in the behavior
of its sys- tem over time.
As I mentioned earlier, tests also come from the cus- tomers. At the beginning of an iteration, the
customers think about what would convince them that the sto- ries for an iteration are completed.
11. When we first started with XP, some of the developers did not want to follow it. They felt that it
would hurt their devel- opment style and that they would not be as productive. What happened
was that their pieces of the application were pro- ducing the most problem reports. Since
they were not developing in pairs, two people had not designed the subsystem and their skills
were falling behind the other developers who were learning from each other. Two well-trained
developers working together and with the rest of the team will always outperform one “intel-
ligent― developer working alone.
A misconception about XP is that it sti- fles your creativity and individual growth. It’s
actually quite the contrary. XP stimu- lates growth and creativity and encourages team members
to take chances. The key is to decide the direction of the corporation and stand behind the hard
decisions.
XP is not extreme to our team. It’s a method that uses a common-sense devel- opment
approach. Everyone works to- gether toward a common goal.
Team: managers, business ana- lysts, developers, testers, and technical writers
Application: campaign manage- ment dbase
Time: three years
October 1999 75
Underestimation From time to time you will commit to more than
you can accomplish. You must reduce the occurrence of underestimation as much as possible by
getting lots of practice estimating. If you are overcommited, you first try to solve the problem in
the family. Have you slipped away from the practices? Are you testing, pair- ing, refactoring,
and integrating as well as you can? Are you delivering more than the customer needs in places?
If you can’t find any way to go faster, you have to ask the customer for relief. Staying
committed to more work than you can confidently complete is a recipe for frustration, slipping
quality, and burnout. Don’t do that. Re-estimate based on what you’ve learned, then ask
the customer to reschedule. We can only complete two out of three stories, so which two should
we fin- ish and which one goes in the next iteration or release? Is there a story that has more
critical parts and less
critical parts so we can split it and deliver the most important parts now and the less important
parts later?
Uncooperative customers What if you get a customer who just won’t play the
game? They won’t specify tests, they won’t decide on priorities, they won’t write
stories. First, by complet- ing functionality iteration after iteration, and by giving the customer
12. clear control over development, you are trying to build a trust relationship with the customer. If
trust begins to break down, figure out if it’s your fault. Can you do a better job of
communicating?
If you can’t solve the problem on your own, you have to ask the customer for help. Extreme
programmers simply don’t go ahead based on their own guesses. Explain or demonstrate the
consequences to the cus- tomer. If they don’t change, make your concerns more visible. If no
one cares enough to solve the problem, perhaps the project isn’t a high enough priority to go
on.
DaimlerChrysler: The Best Team in the World
Chet Hendrickson, DaimlerChrysler
The C3 project began in January 1995 under a fixed-priced contract that called for a joint team of
Chrysler and contract partner employees. Most of the develop- ment work had been completed
by early 1996. Our contract partners had used a very GUI-centered development method- ology,
which had ignored automated test- ing. As a result, we had a payroll system that had a lot of very
cool GUIs, calculated most employees’ pay incorrectly, and would need about 100 days to
generate the monthly payroll. Most of us knew the program we had written would never go into
production.
We sought Kent Beck to help with per- formance tuning. He found what he had often found
when brought in to do per- formance tuning: poorly factored code, no repeatable tests, and a
management that had lost confidence in the project. He went to Chrysler Information Services
manage- ment and told them what he had found, and that he knew how to fix it. Throw all the
existing code away! The first full XP project was born.
We brought Kent in as head coach; he would spend about a week per month with us. Ron Jeffries
was brought in as
Kent’s full-time eyes and ears. The fixed- price contract was cancelled, and about one-half of
the Chrysler developers were reassigned. Martin Fowler, who had been advising the Chrysler
side of the project all along and clashing with the fixed-price contractor, came in to help the
customers develop user stories. From there, we fol- lowed Kent as he made up the rules of XP. A
commitment schedule was developed, iterations were laid out, rules for testing were established,
and paired programming was tried and accepted as the standard.
At the end of 33 weeks, we had a sys- tem that was ready to begin performance tuning and
parallel testing. Ready to begin tuning because it was well factored and backed up by a full
battery of unit tests. And, ready to begin parallel testing because a suite of functional tests had
shown the customers that the required functionality was present.
That increment of C3 launched in May 1997, not as soon as we had hoped. We were slowed by
two factors. First, we had decided to replace only the internals of the payroll system. We left all
of the external interfaces intact. Matching up the output from our new system to the old payroll
13. master ended up being a much larger task then we had originally estimated. Second, we decided
not to launch during any pay period with special processing require-
ments, such as W-2 processing, profit shar- ing, or general merit pay increases. This effectively
eliminates November through April.
Since the launch of the monthly system, we’ve added several new features, and we have
enhanced the system to pay the biweekly paid population. We have been paying a pilot group
since August 1998 and will roll out the rest before the Y2K code freeze in November 1999.
Looking back on this long development experience, I can say that when we have fallen short of
keeping our promises to our management and our customers, it has been because we have
strayed from the principles of XP. When we have dri- ven our development with tests, when we
have written code in pairs, when we have done the simplest thing that could possi- bly work, we
have been the best software development team on the face of the earth.
Team: 10 programmers, 15 total Application: large-scale payroll system
Time: four years
Turnover What if someone leaves? Won’t you be stuck with-
out documents and reviews? First, a certain amount of turnover is good for the team and for the
people on the team. However, you’d like people to leave for positive reasons. If
programmers go home at the end of every week seeing the concrete things they have accom-
plished for the customer, they are less likely to get frus- trated and leave.
When someone leaves an XP project, it isn’t like they can take away any secrets that only
they know. Two people were watching every line go into the sys- tem. And whatever
information does walk out the door, it can’t hurt the team too much because they can run the
tests to ensure that they haven’t broken any- thing out of ignorance.
New people on an XP team spend the first couple of iterations just pairing with more
experienced peo- ple, reading tests, and talking with the customer. When they feel ready, they
can accept responsibility for tasks. Over the course of the next few iterations, their per- sonal
velocity will rise as they demonstrate that they can deliver their tasks on time. After a few
months, they are indistinguishable from the old salts.
Programmers that don’t work out with the team are a problem, too. XP is an intensely social
activity, and not everyone can learn it. It also requires aban-
doning old habits, which can be difficult, especially for high-status programmers. In the end,
though, the many forms of feedback in XP make it clear who is working out and who isn’t.
Someone who consis- tently doesn’t complete tasks, whose integrations cause problems for
other people, who doesn’t refac- tor, pair, or test …. Everyone on the team knows the score.
And the team is better off without that person, no matter how skilled.
14. Changing requirements The bugaboo of most software development is just
not a problem in XP. By designing for today, an XP sys- tem is equally prepared to go any
direction tomorrow. Things that are like what you’ve already done will be easier, just by the
nature of refactoring to satisfy “once and only once,― but those are precisely the things that
are most likely to happen. However, should a radically new requirement arise, you won’t
have to unwind (or live with) a lot of mechanism built on speculation.
I didn’t initially realize the extent to which XP can adapt to changing requirements. The first
version of XP assigned stories to all the iterations in a release, as part of release planning. The
team discovered that they could get better results with less planning by only asking the customer
to pick which stories should be in the present iteration. If a new story comes up, you
76 Computer
Ford Motor: A Unique Combination of Agility and Quality
Don Wells, Ford Motor
Finance Systems at Ford Motor has been developing the Vehicle Costing and Profit System
(VCAPS), an analysis tool that produces reports on production rev- enues, expenses, net income,
and profit. The input is a bill of materials, fixed costs and expenses, and variable costs such as
labor hours. VCAPS assembles this data into detailed cost analysis reports to sup- port corporate-
level forecasting and deci- sion making.
Ford started VCAPS in 1993 and built it with VisualWorks and GemStone Smalltalk. VCAPS is
now being main- tained with a small staff and is to be replaced with a newer system.
The VCAPS project challenged us two ways. First, the analysts wanted modifica- tions and new
functionality before each run. Constantly changing requirements kept us in reaction mode. We
never caught
up. Second, the system needed to be run in a limited span of time. But the system took a long
time to process and required lengthy manual input before producing final output. A bug could
waste precious time by requiring a rerun.
XP offered us a unique combination: agility to meet the volatile requirements on time and quality
to avoid the dreaded rerun.
We began XP with the planning game. It was a failure. Customers and manage- ment were
unaccustomed to negotiating schedules. The commitment schedule pro- duced was perceived as
lacking credibility and utility. We had to swap in Microsoft Project schedules, which could be
modi- fied without large meetings and could pro- duce the kinds of artifacts management was
used to seeing and taking action on.
15. We continued by adding a few unit tests. Automated unit testing was an enormous success. After
a year, we had 40 percent test coverage and management had mea- sured a 40 percent drop in
bug reports. XP was being noticed.
We solved problems by adding XP prac- tices. Tests enabled continuous integration and small
releases. These allowed us to roll in collective ownership and refactor- ing. We were working
toward simple design. Building momentum, we tried pair programming. We had to work hard to
get pair programming going. Our developers found it awkward; it took a while to become
comfortable.
After a year and a half, the decrease in system failures had reduced the number of emergency
releases to a point where cus- tomers and managers noticed far greater system stability. Overall,
XP was very suc- cessful in our environment.
Team: 12 programmers, 17 total Application: cost analysis system Time: six years
October 1999 77
Tariff System: Tests You Can Read Rob Mee, Independent consultant
Tariff System is a subsystem of a large Smalltalk/GemStone project at a major international
container-shipping company. Using XP practices, Tariff System was taken from inception to
production in three months by a team of three. The resulting system proved to be unusually
stable and easy to maintain.
At the outset of the project, the team resolved to adhere to several core XP prac- tices: always
program in pairs, use the sim- plest design possible, refactor aggressively, and write extensive
unit tests. All of these practices were very effective. One XP idea that initially seemed far-
fetched was writ- ing tests before writing the code that sat- isfied them. We were surprised to
find that in fact this helped bring our designs into focus, enabling us to work more quickly.
Another practice we employed from the beginning was collecting requirements from users in the
form of user stories. We
had mixed results with this. As program- mers focused on coding, we found the role of
facilitating and negotiating with users difficult. More important was the fact that users needed
lots of help writing stories that were both relevant and unambiguous. In the end, we felt that
perhaps XP was missing a project role. We needed some- one from the development team whose
primary focus—and particular talent— was interacting with users.
In our efforts to refactor test cases and fix- tures, we discovered that creating little lan- guages
for our major domain objects dramatically improved the readability and brevity of our test code.
It also practically eliminated the time we spent thinking about how to create object instances
when writing tests. We defined grammars for about ten of our domain classes. Here’s a
simple exam- ple used to construct a Service Offering:
16. newFromString: ‘from Oakland to Tokyo shipping toys: 20ft containers $500; 40ft containers
$1000’.
The constructor uses a parser, automati- cally generated from a grammar, to pro- duce the
domain object. The code to instantiate this object using standard con- structors would have taken
many lines, would have been difficult to read, and would have distracted from the test case itself.
Eventually, we discovered that we could combine the individual domain lan- guages into a larger
description of the sys- tem as a whole, which proved to be a valuable tool in the expression of
func- tional tests.
don’t have to shuffle the remainder of the iterations, you just put it in the pile. One or two
weeks later, if the story still seems urgent, the customer will pick it.
Planning one iteration at a time also introduces a pleasing self-similarity. At the scale of months
and years, you have the stories in this release and then the stories in future releases. At the scale
of weeks and months, you have stories in this iteration and then the stories remaining in this
release. At the scale of days and weeks, you have the task you are working on now and then the
rest of the tasks in the iteration. And at the scale of minutes and days, you have the test case you
are working on now and then the rest of the test cases that you can imagine.
X P is by no means a finished, polished idea. The limits of its application are not clear. To try it
today would require courage, flexibility, and a
willingness to abandon the project should your use of XP be failing.
My strategy is first to try XP where it is clearly applicable: outsourced or in-house development
of small- to medium-sized systems where requirements are vague and likely to change. When we
begin to refine XP, we can begin to try to reduce the cost of change in more challenging
environments.
If you want to try XP, for goodness sake don’t try to swallow it all at once. Pick the worst
problem in your current process and try solving it the XP way. When it isn’t your worst
problem any more, rinse and repeat. As you go along, if you find that any of your old practices
aren’t helping, stop doing them.
This adoption process gives you a chance to build your own development style—which you will
have to do in any case—to mitigate the risks should XP not work for you and to continue
delivering as you change. â•–
Reference 1. S. Prowell et al., Cleanroom Software Engineering,
Addison Wesley Longman, Reading, Mass., 1999.
Kent Beck owns and operates First Class Software, your typical one-person consulting company
mas- querading behind a fancy name and an answering machine. In addition to two books and 50
19. overlook is that mass-production creates a tremendous amount of work that does not directly add
value. Shipping eyeglasses to a factory for one hour of processing adds more handling time by
far than the processing time to make the glasses. Adding retail distribution to the cutthroat
personal computer industry means that a manufacturer needs six weeks to respond to changing
technology, instead of six days. Sears’ practice of building an inventory of mail orders to fill
meant keeping track of stacks of orders, not to mention responding to innumerable order status
queries and constant order changes.
“The lean producer, by contrast, combines the advantages of craft and mass production, while
avoiding the high cost of the former and the rigidity of the later… Lean production is
‘lean’ because it uses less of everything compared with mass production – half the
human effort in the factory, half the manufacturing space, half the investment in tools, half the
engineering hours to develop a new product in half the time. Also, it requires keeping far less
than half the inventory on site, results in many fewer defects, and
2 Womack (1990) p 13.
produces a greater and ever growing variety of products.―3
While on a tour of a large customer, Michael Dell saw technicians customizing new Dell
computers with their company’s ‘standard’ hardware and software. “Do you think
you guys could do this for me?― his host asked. Without missing a beat, Dell replied,
“Absolutely, we’d love to do that.―4 Within a couple of weeks, Dell was shipping
computers with factory-installed, customer- specific hardware and software. What took the
customer an hour could be done in the factory in minutes, and furthermore, computers could be
shipped directly to end-users rather than making a stop in the corporate IT department. This
shortening of the value chain is the essence of lean thinking.
Companies that re-think the value chain and find ways to provide what their customers value
with significantly fewer resources than their competitors can develop an unassailable competitive
advantage. Sometimes competitors are simply not able to deliver the new value proposition.
(Many have tired to copy Dell; few have succeeded.) Sometimes competitors do not care to copy
a new concept. (Southwest Airlines has not changed the industry’s approach to seat
assignments.) Sometimes the industry follows the leader, but it takes time. (Almost all direct
merchandise is shipped within a day or two of receiving an order these days, but the Sears
catalog has been discontinued.)
Lean Thinking in Software Development eBay is a company which pretty much invented
‘lean’ trading by eliminating all the unnecessary steps in the trading value chain. In the
mid 1990’s, basic eBay software capabilities were developed by responding daily to
customer requests for improvements.5 Customers would send an e-mail to Pierre Omidyar with a
suggestion and he would implement the idea on the site that night. The most popular features of
eBay, those which create the highest competitive advantage, were created in this manner.
Digital River invented the software download market in the mid 1990’s by focusing on
‘lean’ software delivery. Today Digital River routinely designs and deploys
22. Finding Information Have everyone in the same room; customer included
Defects Not Caught by Tests
Test first; both developer tests and customer tests
Waiting, Including Customers Deliver in small increments
Handoffs Developers work directly with customers
‘Do It Right The First Time’ XP advocates developing software for the current need, and
as more ‘stories’ (requirements) are added, the design should be ‘refactored’7 to
accommodate the new stories. Is it waste to refactor software? Shouldn’t developers “Do
It Right the First Time?―
It is instructive to explore the origins of the slogan “Do It Right the First Time.― In the
1980’s it was very difficult to change a mass-production plant to lean production, because in
mass production, workers were not expected to take responsibility for the quality of the product.
To change this, the management structure of the plant had to change. “Workers respond only
when there exists some sense of reciprocal obligation, a sense that management actually values
skilled workers, … and is willing to delegate responsibility to [them].â€8 The slogan “Do It
Right the First Time― encouraged workers to feel responsible for the products moving down
the line, and encourage them to stop the line and troubleshoot problems when and where they
occurred.
7 Refactoring is improving the design of software without changing functionality. 8 Womack
(1990) p 99.
In the software industry, the same slogan “Do It Right the First Time,― has been misused
as an excuse to apply mass-production thinking, not lean thinking to software development.
Under this slogan, responsibility has been taken away from the developers who add value, which
is exactly the opposite of its intended effect. “Do It Right the First Time― has been used as
an excuse to insert reams of paperwork and armies of analysts and designers between the
customer and the developer. In fact, the slogan is only properly applied if it gives developers
more, not less, involvement in the results of their work.
A more appropriate translation of such slogans as “Zero Defects†and “Do It Right the
First Time†would be “Test Firstâ€. In other words, don’t code unless you
understand what the code is supposed to do and have a way to determine whether the code
works. A good knowledge of the domain coupled with short build cycles and automated testing
constitute the proper way for software developers to “Do It Right the First Time―.
Center On The People Who Add Value Almost every organization claims it’s people are
important, but if they truly center on those who add value, they would be able to say:
The people doing the work are the center of Resources Information
25. because they don’t hide unknown, lurking problems and they don’t pretend they can
forecast the future.
In Lean Software Development, the idea is to maximize the flow of information and delivered
value. As in lean production, maximizing flow does not mean automation. Instead, it means
limiting what has to be transferred, and transferring that as few times as possible over the
shortest distance with the widest communication bandwidth as late as is possible. Handing off
reams of frozen documentation from one function to the next is a mass-production mentality. In
Lean Software Development, the idea is to eliminate as many documents and handoffs as
possible. Documents which are not useful to the customer are replaced with automated tests.
These tests assure that customer value is delivered both initially and in the future when the
inevitable changes are needed.
In addition to rapid, Just-in-Time information flow, Lean Software Development means rapid,
Just-in-Time delivery of value. In manufacturing, the key to achieving rapid delivery is to
manufacture in small batches pulled by a customer order. Similarly in software development, the
key to rapid delivery is to divide the problem into small batches (increments) pulled by a
customer story and customer test. The single most effective mechanism for implementing lean
production is adopting Just-in-Time, pull-from-demand flow. Similarly, the single most effective
mechanism for implementing Lean Development is delivering increments of real business value
in short time-boxes.
In Lean Software Development, the goal is to eliminate as many documents and handoffs as
possible. The emphasis is to pair a skilled development team with a skilled customer team and
give them the responsibility and authority to develop the system in small, rapid increments,
driven by customer priority and feedback.
Optimize across Organizations Quite often, the biggest barrier to adopting lean practices is
organizational. As products move from one department to another, a big gap often develops,
especially if each department has its own set of performance measurements that are unrelated to
the performance measurements of neighboring departments.
For example, let’s say that the ultimate performance measurement of a stamping room is
machine productivity. This measurement motivates the stamping room to build up mounds of
inventory to keep the machines running at top productivity. It does not matter that the inventory
has been shown to degrade the overall performance of the organization. As long as the stamping
room is measured primarily on machine productivity, it will build inventory. This is what is
known as a sub-optimizing measurement, because it creates behavior which creates local
optimization at the expense of overall optimization.
Sub-optimizing measurements are very common, and overall optimization is virtually impossible
when they are in place. One of the biggest sub-optimizing measurements in software
development occurs when project managers are measured on earned value. Earned value is the
cost initially estimated for the tasks which have been completed. The idea is that you had better
not have spent any more than you estimated. The problem is, this requires a project manager to
build up an inventory of task descriptions and estimates. Just as excess inventory in the stamping
27. Lean manufacturing organizations develop a limited number of relationships with ‘trusted’
suppliers, and in turn, gain the ‘trust’ of these suppliers. What does ‘trust’ mean?
“Trust [is] one party’s confidence that the other party in the exchange relationship will
fulfill its promises and commitments and will not exploit its vulnerabilities.―11
“…trust…[is] not based on greater interpersonal trust, but rather greater trust in the
10 Collaborative Advantage, by Jeffrey H. Dyer, Oxford University Press; 2000, p 6. 11 Dyer
(2000) p 88.
fairness, stability, and predictability of [the company’s] routines and processes.―12
It has been the practice of legal departments writing software contracts to put into contractual
language all of the protections necessary to keep the other side ‘honest.’ However, the
transaction costs associated with creating and monitoring such contracts are enormous. Many
contracts all but demand a waterfall process, even if both companies believe this is not the best
approach. It’s time that the software development industry learned the lesson of Supply
Chain Management – “Extraordinary productivity gains in the production network or value
chain are possible when companies are willing to collaborate in unique ways, often achieving
competitive advantage by sharing resources, knowledge, and assets…. Today competition occurs
between value chains and not simply between companies.―13
Summary and Conclusion The lean production metaphor is a good one for software
development, if it is applied in keeping with the underlying spirit of lean thinking. In the past, the
application of some manufacturing concepts to software development (‘Do It Right the First
Time’ comes to mind) may have lacked a deep understanding of what makes lean principles
work. The underlying principles of eliminating waste, empowering front line workers,
responding immediately to customer requests, and optimizing across the value chain are
fundamental to lean thinking. When applied to software development, these concepts provide a
broad framework for improving software development.
12 Dyer (2000) p 100 13 Dyer (2000) p 5
Week 2 Assignment - Proposal
Executive Summary
Homeland security officers include law enforcement officers, first responders, and federal
personnel who work in the country's borders to manage the movement of people in and out and
ensure the security of the borders, seaports, and airports checking potential immigrants for
connections to terrorists or criminal behavior. The research aims to develop an app, designed for
delivering and sharing timely intelligence information with law enforcement officers and first
responders across the country. The app specifications include an interactive interface element
that allows the user to use, modify and edit navigation control tools. The study sample includes 2
senior leaders per department, from the 22 departments of the homeland security officers due to
their sufficient information on the necessary app specification necessary for investigating,
disrupting, and dismantling terrorists' transnational and other criminal investigations. The study
28. will employ both parametric and non-parametric statistical tests to evaluate the data collected
from app users.
The app users include homeland security officers which include law enforcement officers, first
responders, and federal personnel. The officers work in the country's borders to manage the
movement of people in and out of the country’s homeland security officers help to secure the
borders, seaports, and airports checking potential immigrants for connections to terrorist or
criminal behavior. The research aims to develop an app, designed for delivering and sharing
timely intelligence information with law enforcement officers and first responders across the
country. The app must allow easy and faster access to information and must be secure for any
device. It should have a feature that permits real-time collaboration between the partners and
offer key technologies for protecting the citizens from adversarial threats facilitating coordinated
responses and helping law enforcement officer to secure the country's borders.
The app specification includes an interactive interface element that allows the user to use,
modify and edit. For instance, the navigation controls such as the links and buttons and editable
content. This interactive element includes keyboard access and labels for assistive technologies.
Other elements are non-test interface elements such as images and the text tendered such as
graphs, charts, images audio and video files, and animations. (3) the app should permit the use of
colors for conveying meaningful information and provides alternative means for users who
cannot distinguish the different colors. Another important component is the flashing elements
that flicker and blink repetitively.
The study sample includes 2 senior leaders per department, from the 22 departments of
homeland security officers. The senior executives have sufficient information on the necessary
app specification necessary for investigating, disrupting, and dismantling terrorists' transnational
and other criminal investigation that seeks to or threatens to exploit the customs and immigration
laws. The research will employ the use of interviews for the data collection process. (1) an
interview helps a researcher to explain, understand and explore the research subject’s
experiences and opinions and collect in-depth information.
The interview will include questions surrounding the challenges experienced by the security
officers in checking potential immigrants for connections to terrorist or criminal behaviors. The
limitation of the present apps, and the recommendation for future apps. The users need an app
that will improve their convenience by proving a new tool for accessing information quickly and
easily and securely from any device. In most instances, field security officers are in an
operational environment and require easy and secure access to intelligence updates, reports, and
relevant breaking information. This is in line with the goal of the research w will be to provide a
user-friendly application that meets the customer's needs.
Two applicable tests for evaluating the data collected from users are the parametric and the non-
parametric statistical tests. Parametric tests make specific assumptions about the collected data
while the non-parametric do not make any assumptions. The two tests assist in making
inferences about the collected data from the sample population (2). The parametric test permits
the researcher in making generalizations from the sample and does not need interval data to be
transformed into rank data. Equally this statistical test provides real information.
29. In conclusion, the purpose of research is to outline the app specification required by the
homeland security officers to guide in the process of developing the app. the app needs to have
interactive interface elements that permit the users in delivering and sharing timely intelligence
information with the law enforcement officers checking potential immigrants for connection to
criminal behavior. Both parametric and non-parametric statistical tests are used for evaluating
the data collected during the interview.
Sources
1. Jain, N. (2021). Survey versus interviews: Comparing data collection tools for exploratory
research. The Qualitative Report , 26 (2), 541-554.
2. Kelter, R. (2021). Analysis of type I and II error rates of Bayesian and frequentist parametric
and nonparametric two-sample hypothesis tests under preliminary assessment of normality.
Computational Statistics , 36 (2), 1263-1288.
3. Swalwell, E. M., & Alagood, R. K. (2021). Homeland security twenty years after 9/11:
Addressing evolving threats. Harv. J. on Legis. , 58 , 221.