12 Take Aways - Managing the UnmanageableRon Lichty
His 450-page book, Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams (http://www.ManagingTheUnmanageable.net), published by Addison Wesley, has been compared by many readers to programming classics The Mythical Man-Month and Peopleware. It was recently released as video training - LiveLessons: Managing Software People and Teams - both from Pearson and on O’Reilly’s Safari Network (http://www.ManagingTheUnmanageable.net/video.html). He also co-authors the biannual Study of Product Team Performance (http://www.ronlichty.com/study.html).
Do you want to be a manager (are you sure)Ron Lichty
Managing programmers is hard! Becoming a successful manager requires a drastic change of focus. There are expectations to consider before making a leap to the “dark side.”
The transition from programmer to manager is made particularly challenging by the dramatic difference between what made us successful as programmers and what it takes to successfully manage others. In addition, programmers are an interesting management challenge.
We tend to be free spirits, playful, curious, and (very) independent.
How can you ease the transition into management? What’s management really about? What will you give up?
Bio:
Ron Lichty wants to make software development better worldwide by advancing the practice of software development management. He has been alternating between consulting with and managing software development and product organizations for 25 years, almost all of those spent untangling the knots in software development and transforming chaos to clarity, the last 20 of those in the era of Agile. Originally a programmer, he earned several patents and wrote two popular programming books before being hired into his first management role by Apple Computer, which nurtured his managerial growth in both development and product management roles.
Principal and owner of Ron Lichty Consulting, Inc. (www.RonLichty.com), Ron has repeatedly been brought in as an acting CTO and interim vice president of engineering to solve development team challenges. He has trained teams in Scrum, transitioned teams from waterfall and iterative methodologies to agile, coached teams already using agile to make their software development "hum", and trained managers in managing software people and teams. In his continued search for effective best practices, Ron co-authors the Study of Product Team Performance (http://www.ronlichty.com/study.html).
Ron's most recent book is Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams - http://www.ManagingTheUnmanageable.net. Published by Addison Wesley as both book and video training, it has been compared by reviewers to software development classics, The Mythical Man-Month and Peopleware.
During Ron's first three years at Charles Schwab, he led software development of the first investor tools on Schwab.com, playing a role in transforming the bricks-and-mortar discount brokerage into a premier name in online financial services. He was promoted to Schwab vice president while leading his CIO’s three-year technology initiative to migrate software development from any-language-goes to a single, cost-effective platform company-wide and nurturing Schwab's nascent efforts to leverage early Agile approaches. He has led products and development across a wide range of domains for companies of all sizes, from startups to the Fortune 500, including Fujitsu, Razorfish, Stanford, and Apple.
Ron co-chairs the Silicon Valley Engineering Leadership Community.
Ho Chi Minh City Software Testing Conference January 2015
Software Testing in the Agile World
Website: www.hcmc-stc.org
Author: Lee Hawkins
With a growing product portfolio and limited capacity to expand in Melbourne, the opportunity arose to build a testing capability in the Dell office in Zhuhai, in the Guangdong province of China. He's been working closely with this growing team of young inexperienced testers for the last two years. Collaborating with this enthusiastic offshore team has been a three-way challenge: dealing with cultural differences, overcoming the language barrier, and challenging the traditional software testing status quo. In this presentation, he will share his personal experience of collaborating with these young testers to develop a performance & creative context-driven testing team - the first time this had been attempted within this office in China. By sharing this experience, he hopes to highlight areas where offshore teams themselves can help those working with them, particularly across significant cultural divides.
12 Take Aways - Managing the UnmanageableRon Lichty
His 450-page book, Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams (http://www.ManagingTheUnmanageable.net), published by Addison Wesley, has been compared by many readers to programming classics The Mythical Man-Month and Peopleware. It was recently released as video training - LiveLessons: Managing Software People and Teams - both from Pearson and on O’Reilly’s Safari Network (http://www.ManagingTheUnmanageable.net/video.html). He also co-authors the biannual Study of Product Team Performance (http://www.ronlichty.com/study.html).
Do you want to be a manager (are you sure)Ron Lichty
Managing programmers is hard! Becoming a successful manager requires a drastic change of focus. There are expectations to consider before making a leap to the “dark side.”
The transition from programmer to manager is made particularly challenging by the dramatic difference between what made us successful as programmers and what it takes to successfully manage others. In addition, programmers are an interesting management challenge.
We tend to be free spirits, playful, curious, and (very) independent.
How can you ease the transition into management? What’s management really about? What will you give up?
Bio:
Ron Lichty wants to make software development better worldwide by advancing the practice of software development management. He has been alternating between consulting with and managing software development and product organizations for 25 years, almost all of those spent untangling the knots in software development and transforming chaos to clarity, the last 20 of those in the era of Agile. Originally a programmer, he earned several patents and wrote two popular programming books before being hired into his first management role by Apple Computer, which nurtured his managerial growth in both development and product management roles.
Principal and owner of Ron Lichty Consulting, Inc. (www.RonLichty.com), Ron has repeatedly been brought in as an acting CTO and interim vice president of engineering to solve development team challenges. He has trained teams in Scrum, transitioned teams from waterfall and iterative methodologies to agile, coached teams already using agile to make their software development "hum", and trained managers in managing software people and teams. In his continued search for effective best practices, Ron co-authors the Study of Product Team Performance (http://www.ronlichty.com/study.html).
Ron's most recent book is Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams - http://www.ManagingTheUnmanageable.net. Published by Addison Wesley as both book and video training, it has been compared by reviewers to software development classics, The Mythical Man-Month and Peopleware.
During Ron's first three years at Charles Schwab, he led software development of the first investor tools on Schwab.com, playing a role in transforming the bricks-and-mortar discount brokerage into a premier name in online financial services. He was promoted to Schwab vice president while leading his CIO’s three-year technology initiative to migrate software development from any-language-goes to a single, cost-effective platform company-wide and nurturing Schwab's nascent efforts to leverage early Agile approaches. He has led products and development across a wide range of domains for companies of all sizes, from startups to the Fortune 500, including Fujitsu, Razorfish, Stanford, and Apple.
Ron co-chairs the Silicon Valley Engineering Leadership Community.
Ho Chi Minh City Software Testing Conference January 2015
Software Testing in the Agile World
Website: www.hcmc-stc.org
Author: Lee Hawkins
With a growing product portfolio and limited capacity to expand in Melbourne, the opportunity arose to build a testing capability in the Dell office in Zhuhai, in the Guangdong province of China. He's been working closely with this growing team of young inexperienced testers for the last two years. Collaborating with this enthusiastic offshore team has been a three-way challenge: dealing with cultural differences, overcoming the language barrier, and challenging the traditional software testing status quo. In this presentation, he will share his personal experience of collaborating with these young testers to develop a performance & creative context-driven testing team - the first time this had been attempted within this office in China. By sharing this experience, he hopes to highlight areas where offshore teams themselves can help those working with them, particularly across significant cultural divides.
12 Take Aways - Managing the UnmanageableRon Lichty
Twelve Take Aways: Managing the Unmanageable. We'll look at 12 best practices that make programming managers great but take most managers years to discover. Expect an interactive session.
About 95 percent of programming managers had no management training before being tapped to manage. Ron Lichty and his co-author Mickey W. Mantle, both former programmers, didn't either.
About half of managers never get any training in managing. Ron and Mickey were lucky enough to work for companies like Apple and Pixar that provided some general management training. But little to none of it was specific to managing programmers, or to managing programming teams.
The struggle to manage programmers and programming teams motivated years of weekend breakfasts for Ron and Mickey, during which they traded insights - on the challenges they faced - and solutions they had used and seen - the kinds of stuff they’d wished they'd had when they started managing.
Sharing insights and best practices with each other for a decade led them to realize they wanted to share what they had learned. And that led to spending eight years of free time writing their Addison Wesley book, Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams, http://www.ManagingTheUnmanageable.net. To their own hard-won experience, they added the best of the treasure troves they'd each collected of rules of thumb and nuggets of wisdom from their peers and programming manager thought leaders around the world.
Reviewers have repeatedly compared Managing the Unmanageable to The Mythical Man-Month and Peopleware, the classics on software development challenges.
About Ron:
Ron Lichty has been managing and, more recently, consulting in managing software development and product organizations for over 25 years at companies like Apple Computer, Fujitsu, Charles Schwab, Avenue A | Razorfish, Forensic Logic, Stanford, Check Point, MediaBrands, and dozens of startups of all sizes. Before that, as a programmer, he coded compiler code generators, was awarded patents for compression and security algorithms he designed and coded for embedded microcontroller devices, wrote two widely used programming texts, and developed the computer animation demo that Apple used to launch and sell a next-generation line of PCs. He has mostly managed development teams and organizations, but also product managers, project managers, testers, designers, … pretty much everyone on product teams.
The primary focus of his consulting practice, these last 5 years, has mirrored what he did as a manager: untangling the knots in software development. His career grew to VP Eng, VP Product and CTO roles.
As Ron Lichty Consulting, he takes on fractional Interim VPE roles, trains teams in scrum, transitions teams to agile, trains managers in managing software people and teams, and advises organizations and coaches teams to make their software development “hum.” http://www.ronlichty
Join us for a highly interactive and customized Agile Webinar that will uncover the most prominent, common and troubling roadblocks experienced by organizations trying to adopt agile and will offer solutions to overcome these obstructions!
A look at some of the methodologies that have shaped the direction of agile software development. We take a look at Lean Software Development (and the Toyota Production System), the Theory of Constraints and Systems Thinking.
Agile Development Overview (with a bit about builds)David Benjamin
I gave this presentation to our dev team when i started at Hannan IT back in October. Its a quick run through the Agile basics, with a bit of extra discussion on continuous integration.
I experimented here with scripting in two tangential sections in the hopes that it would avoid many more spontaneous tangents. It worked!
Anti-Patterns are like patterns, only more informative. With anti-patterns you will first see what patterns reoccur in "bad" retrospectives and then you will see how to avoid, or remedy, the situation.
Based on her experience with facilitating retrospectives, join Aino for an entertaining and informative presentation on the anti-patterns she has seen and how to overcome the problems. We also encourage the audience to chip-in with their experiences or questions along the way.
More details:
https://confengine.com/agile-india-2019/proposal/8342/retrospective-anti-patterns
Conference link: https://2019.agileindia.org
"Aligning DevOps and IT Support in the Enterprise, Through Intelligent Swarming" - Presented at Devopsdays Edinburgh 2017 as an "Ignite" (5 minute) talk
AIPMM talk - chaos to clarity: managing the unmanageable, ron lichty, 12.7.12Ron Lichty
Good software management:
⁃ How to recognize it when you see it
⁃ How to encourage it
⁃ How to encourage senior management to encourage it
⁃ How to collaborate with it effectively
What does good software development management look like?
How do good programming managers motivate their teams?
What are programming managers bedeviled by?
How are programming managers tormented by product managers?
What are the forces that cause discord between product and software development managers?
What can be done about feature creep and late changing requirements?
Why do so many parts of organizations expect feature requirements to change but not delivery schedules?
What are objectives shared between programming managers and product managers that could encourage collaboration?
What would happen if programming managers and product managers formed mutual admiration societies with each other?
Measuring and Managing the Social Context of TeamsBarbara Walton
It is possible to measure and manage the social context of teams to minimize the risk of failure resulting from lack of trust and/or drama across relationships.
A presentation on "The Psychology of Cloud Adoption and Implications for Security" given at the Cloud Security Alliance - Colorado chapter's 2017 Fall Summit.
Peopleware is a popular book about project management. in order to summarize i divided this book in 6 parts. This slide deck describes all chapters briefly.
The Content Revolution: Managing the Move to a CCMSLeigh White
Breaking the ties to traditional, document-based authoring and moving to topic-based, structured authoring (TBSA) and a CCMS can be daunting. The technology is one thing—it usually doesn’t push back. But then there are people. Managing the human component of the change is the real challenge. Many CCMS implementation projects are actually change management projects in disguise. This presentation focuses on some of the most common stumbling blocks in CCMS implementation from a human perspective. It identifies some of the most frequent issues that new (and future) users have and discusses ways to manage them.
Product talk good sw mgmt 11.13.12 (startup product meetup)Ron Lichty
Good software management:
⁃ How to recognize it when you see it
⁃ How to encourage it
⁃ How to encourage senior management to encourage it
⁃ How to collaborate with it effectively
10 questions: Global Product Mgmt Talks: 10 questions to stimulate thinking (& enable Socratic discussion):
What does good software development management look like?
How do good programming managers motivate their teams?
What are programming managers bedeviled by?
How are programming managers tormented by product managers?
What are the forces that cause discord between product and software development managers?
What can be done about feature creep and late changing requirements?
Why do so many parts of organizations expect feature requirements to change but not delivery schedules?
What part of “cheap, fast, good – pick any two” isn’t clear?
What are objectives shared between programming managers and product managers that could encourage collaboration?
What would happen if programming managers and product managers formed mutual admiration societies with each other?
12 Take Aways - Managing the UnmanageableRon Lichty
Twelve Take Aways: Managing the Unmanageable. We'll look at 12 best practices that make programming managers great but take most managers years to discover. Expect an interactive session.
About 95 percent of programming managers had no management training before being tapped to manage. Ron Lichty and his co-author Mickey W. Mantle, both former programmers, didn't either.
About half of managers never get any training in managing. Ron and Mickey were lucky enough to work for companies like Apple and Pixar that provided some general management training. But little to none of it was specific to managing programmers, or to managing programming teams.
The struggle to manage programmers and programming teams motivated years of weekend breakfasts for Ron and Mickey, during which they traded insights - on the challenges they faced - and solutions they had used and seen - the kinds of stuff they’d wished they'd had when they started managing.
Sharing insights and best practices with each other for a decade led them to realize they wanted to share what they had learned. And that led to spending eight years of free time writing their Addison Wesley book, Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams, http://www.ManagingTheUnmanageable.net. To their own hard-won experience, they added the best of the treasure troves they'd each collected of rules of thumb and nuggets of wisdom from their peers and programming manager thought leaders around the world.
Reviewers have repeatedly compared Managing the Unmanageable to The Mythical Man-Month and Peopleware, the classics on software development challenges.
About Ron:
Ron Lichty has been managing and, more recently, consulting in managing software development and product organizations for over 25 years at companies like Apple Computer, Fujitsu, Charles Schwab, Avenue A | Razorfish, Forensic Logic, Stanford, Check Point, MediaBrands, and dozens of startups of all sizes. Before that, as a programmer, he coded compiler code generators, was awarded patents for compression and security algorithms he designed and coded for embedded microcontroller devices, wrote two widely used programming texts, and developed the computer animation demo that Apple used to launch and sell a next-generation line of PCs. He has mostly managed development teams and organizations, but also product managers, project managers, testers, designers, … pretty much everyone on product teams.
The primary focus of his consulting practice, these last 5 years, has mirrored what he did as a manager: untangling the knots in software development. His career grew to VP Eng, VP Product and CTO roles.
As Ron Lichty Consulting, he takes on fractional Interim VPE roles, trains teams in scrum, transitions teams to agile, trains managers in managing software people and teams, and advises organizations and coaches teams to make their software development “hum.” http://www.ronlichty
Join us for a highly interactive and customized Agile Webinar that will uncover the most prominent, common and troubling roadblocks experienced by organizations trying to adopt agile and will offer solutions to overcome these obstructions!
A look at some of the methodologies that have shaped the direction of agile software development. We take a look at Lean Software Development (and the Toyota Production System), the Theory of Constraints and Systems Thinking.
Agile Development Overview (with a bit about builds)David Benjamin
I gave this presentation to our dev team when i started at Hannan IT back in October. Its a quick run through the Agile basics, with a bit of extra discussion on continuous integration.
I experimented here with scripting in two tangential sections in the hopes that it would avoid many more spontaneous tangents. It worked!
Anti-Patterns are like patterns, only more informative. With anti-patterns you will first see what patterns reoccur in "bad" retrospectives and then you will see how to avoid, or remedy, the situation.
Based on her experience with facilitating retrospectives, join Aino for an entertaining and informative presentation on the anti-patterns she has seen and how to overcome the problems. We also encourage the audience to chip-in with their experiences or questions along the way.
More details:
https://confengine.com/agile-india-2019/proposal/8342/retrospective-anti-patterns
Conference link: https://2019.agileindia.org
"Aligning DevOps and IT Support in the Enterprise, Through Intelligent Swarming" - Presented at Devopsdays Edinburgh 2017 as an "Ignite" (5 minute) talk
AIPMM talk - chaos to clarity: managing the unmanageable, ron lichty, 12.7.12Ron Lichty
Good software management:
⁃ How to recognize it when you see it
⁃ How to encourage it
⁃ How to encourage senior management to encourage it
⁃ How to collaborate with it effectively
What does good software development management look like?
How do good programming managers motivate their teams?
What are programming managers bedeviled by?
How are programming managers tormented by product managers?
What are the forces that cause discord between product and software development managers?
What can be done about feature creep and late changing requirements?
Why do so many parts of organizations expect feature requirements to change but not delivery schedules?
What are objectives shared between programming managers and product managers that could encourage collaboration?
What would happen if programming managers and product managers formed mutual admiration societies with each other?
Measuring and Managing the Social Context of TeamsBarbara Walton
It is possible to measure and manage the social context of teams to minimize the risk of failure resulting from lack of trust and/or drama across relationships.
A presentation on "The Psychology of Cloud Adoption and Implications for Security" given at the Cloud Security Alliance - Colorado chapter's 2017 Fall Summit.
Peopleware is a popular book about project management. in order to summarize i divided this book in 6 parts. This slide deck describes all chapters briefly.
The Content Revolution: Managing the Move to a CCMSLeigh White
Breaking the ties to traditional, document-based authoring and moving to topic-based, structured authoring (TBSA) and a CCMS can be daunting. The technology is one thing—it usually doesn’t push back. But then there are people. Managing the human component of the change is the real challenge. Many CCMS implementation projects are actually change management projects in disguise. This presentation focuses on some of the most common stumbling blocks in CCMS implementation from a human perspective. It identifies some of the most frequent issues that new (and future) users have and discusses ways to manage them.
Product talk good sw mgmt 11.13.12 (startup product meetup)Ron Lichty
Good software management:
⁃ How to recognize it when you see it
⁃ How to encourage it
⁃ How to encourage senior management to encourage it
⁃ How to collaborate with it effectively
10 questions: Global Product Mgmt Talks: 10 questions to stimulate thinking (& enable Socratic discussion):
What does good software development management look like?
How do good programming managers motivate their teams?
What are programming managers bedeviled by?
How are programming managers tormented by product managers?
What are the forces that cause discord between product and software development managers?
What can be done about feature creep and late changing requirements?
Why do so many parts of organizations expect feature requirements to change but not delivery schedules?
What part of “cheap, fast, good – pick any two” isn’t clear?
What are objectives shared between programming managers and product managers that could encourage collaboration?
What would happen if programming managers and product managers formed mutual admiration societies with each other?
Presentation about how you can make effect in your organization.
Presented at Agile Tour Toronto, Agile Ottawa and PMI-SOC Professional Development Day.
Cómo formar y mantener a un equipo de ingenieros felicesSoftware Guru
Detrás de toda empresa de tecnología exitosa yace un motor que impulsa sus metas: el equipo de tecnología.
Esta plática es para equipos de todos tamaños y edades, y abordará los fundamentos detrás de crear y mantener un equipo sano de ingeniería. Platicaremos sobre distintos aspectos tales como reclutamiento, selección, compensación, arranque, motivación, y coordinación Aprenderás cómo encontrar ingenieros de software y cómo mantenerlos contentos.
Future of software development - Danger of OversimplificationJon Ruby
A talk that was given at the Servoy World conference https://servoy.com/servoyworld2017/ on some perspectives for the future of the software development industry
The people who will succeed today are those who figure out how to benefit from, or take advantage of, continuous disarray, disorder and disruption. In this webinar, Bill Jensen will identify the habits most necessary for success in today’s world full of disruption. Attendees will learn from disruptive heroes about how they have become masters of disruption simply because they refuse to accept the status quo.
Attendees of this webinar will learn:
Five habits most necessary for success in a disruptive world.
The how-tos and why-musts of disruption.
Key lessons from disruptive heroes about how they are changing the game.
OK, I’m ready to DevOp. Now what?
We’ve heard a lot about the technologies behind DevOps, and even a bit on the processes that some DevOps shops employ. What we haven’t heard too much about directly is a fundamental matter of bootstrapping. If you’re a leader or influencer in a software or IT shop, you’re sold on this DevOps idea but overwhelmed by the difference between where you are now and where you need to be, you’ve come to the right place. We’ve heard all about the unicorns of the movement, and what they are doing. Much time is spent talking about their innovative technologies. But how did they get there? Moreover, how can YOU get there? We’re going to spend some time discussing how to get started and find success on the rocky road to DevOps. We’re going to talk about the roles of executives, middle managers, front line managers, and individual contributors in this transformation. We’ll talk about the layered approach to transforming your culture, and building the processes and tool chains on top of it. At the tactical level, we’re going to talk about an example team and what their first year looks like, what are the major milestones they will reach, and how to measure their success along the way.
Agile Tour Toronto 2013 presentation.
Do you see changes that you want to make at work, but aren't empowered to make them? We present tips and tricks for working on your company, with other people and on yourself.
A selection of short stories where Azure DevOps saved the baconMatteo Emili
Session I held at MK.NET, where I introduced the services of Azure DevOps starting from real-world stories of usage or uncommon scenarios where it proved massively beneficial
Strategie di migrazione da Team Foundation Server ad Azure DevOps ServicesMatteo Emili
Sessione dell'evento DevOps@Work 2019 sulla migrazione da Team Foundation Server ad Azure DevOps Services in modo granulare - ossia senza utilizzare il servizio di importazione diretta della collection da parte di Microsoft. Copre Build e Release Definition, Work Item e codice sorgente (Git e TFVC).
Far scalare la Continuous Delivery per il middle managementMatteo Emili
Sessione tenuta a DevOpsHeroes 2017 su approcci per rendere Continuous Delivery praticabile in modo trasversale all'azienda, con attenzione particolare al middle management.
Introducing Crescat - Event Management Software for Venues, Festivals and Eve...Crescat
Crescat is industry-trusted event management software, built by event professionals for event professionals. Founded in 2017, we have three key products tailored for the live event industry.
Crescat Event for concert promoters and event agencies. Crescat Venue for music venues, conference centers, wedding venues, concert halls and more. And Crescat Festival for festivals, conferences and complex events.
With a wide range of popular features such as event scheduling, shift management, volunteer and crew coordination, artist booking and much more, Crescat is designed for customisation and ease-of-use.
Over 125,000 events have been planned in Crescat and with hundreds of customers of all shapes and sizes, from boutique event agencies through to international concert promoters, Crescat is rigged for success. What's more, we highly value feedback from our users and we are constantly improving our software with updates, new features and improvements.
If you plan events, run a venue or produce festivals and you're looking for ways to make your life easier, then we have a solution for you. Try our software for free or schedule a no-obligation demo with one of our product specialists today at crescat.io
Quarkus Hidden and Forbidden ExtensionsMax Andersen
Quarkus has a vast extension ecosystem and is known for its subsonic and subatomic feature set. Some of these features are not as well known, and some extensions are less talked about, but that does not make them less interesting - quite the opposite.
Come join this talk to see some tips and tricks for using Quarkus and some of the lesser known features, extensions and development techniques.
What is Augmented Reality Image Trackingpavan998932
Augmented Reality (AR) Image Tracking is a technology that enables AR applications to recognize and track images in the real world, overlaying digital content onto them. This enhances the user's interaction with their environment by providing additional information and interactive elements directly tied to physical images.
Do you want Software for your Business? Visit Deuglo
Deuglo has top Software Developers in India. They are experts in software development and help design and create custom Software solutions.
Deuglo follows seven steps methods for delivering their services to their customers. They called it the Software development life cycle process (SDLC).
Requirement — Collecting the Requirements is the first Phase in the SSLC process.
Feasibility Study — after completing the requirement process they move to the design phase.
Design — in this phase, they start designing the software.
Coding — when designing is completed, the developers start coding for the software.
Testing — in this phase when the coding of the software is done the testing team will start testing.
Installation — after completion of testing, the application opens to the live server and launches!
Maintenance — after completing the software development, customers start using the software.
Artificia Intellicence and XPath Extension FunctionsOctavian Nadolu
The purpose of this presentation is to provide an overview of how you can use AI from XSLT, XQuery, Schematron, or XML Refactoring operations, the potential benefits of using AI, and some of the challenges we face.
GraphSummit Paris - The art of the possible with Graph TechnologyNeo4j
Sudhir Hasbe, Chief Product Officer, Neo4j
Join us as we explore breakthrough innovations enabled by interconnected data and AI. Discover firsthand how organizations use relationships in data to uncover contextual insights and solve our most pressing challenges – from optimizing supply chains, detecting fraud, and improving customer experiences to accelerating drug discoveries.
OpenMetadata Community Meeting - 5th June 2024OpenMetadata
The OpenMetadata Community Meeting was held on June 5th, 2024. In this meeting, we discussed about the data quality capabilities that are integrated with the Incident Manager, providing a complete solution to handle your data observability needs. Watch the end-to-end demo of the data quality features.
* How to run your own data quality framework
* What is the performance impact of running data quality frameworks
* How to run the test cases in your own ETL pipelines
* How the Incident Manager is integrated
* Get notified with alerts when test cases fail
Watch the meeting recording here - https://www.youtube.com/watch?v=UbNOje0kf6E
E-commerce Application Development Company.pdfHornet Dynamics
Your business can reach new heights with our assistance as we design solutions that are specifically appropriate for your goals and vision. Our eCommerce application solutions can digitally coordinate all retail operations processes to meet the demands of the marketplace while maintaining business continuity.
AI Pilot Review: The World’s First Virtual Assistant Marketing SuiteGoogle
AI Pilot Review: The World’s First Virtual Assistant Marketing Suite
👉👉 Click Here To Get More Info 👇👇
https://sumonreview.com/ai-pilot-review/
AI Pilot Review: Key Features
✅Deploy AI expert bots in Any Niche With Just A Click
✅With one keyword, generate complete funnels, websites, landing pages, and more.
✅More than 85 AI features are included in the AI pilot.
✅No setup or configuration; use your voice (like Siri) to do whatever you want.
✅You Can Use AI Pilot To Create your version of AI Pilot And Charge People For It…
✅ZERO Manual Work With AI Pilot. Never write, Design, Or Code Again.
✅ZERO Limits On Features Or Usages
✅Use Our AI-powered Traffic To Get Hundreds Of Customers
✅No Complicated Setup: Get Up And Running In 2 Minutes
✅99.99% Up-Time Guaranteed
✅30 Days Money-Back Guarantee
✅ZERO Upfront Cost
See My Other Reviews Article:
(1) TubeTrivia AI Review: https://sumonreview.com/tubetrivia-ai-review
(2) SocioWave Review: https://sumonreview.com/sociowave-review
(3) AI Partner & Profit Review: https://sumonreview.com/ai-partner-profit-review
(4) AI Ebook Suite Review: https://sumonreview.com/ai-ebook-suite-review
AI Fusion Buddy Review: Brand New, Groundbreaking Gemini-Powered AI AppGoogle
AI Fusion Buddy Review: Brand New, Groundbreaking Gemini-Powered AI App
👉👉 Click Here To Get More Info 👇👇
https://sumonreview.com/ai-fusion-buddy-review
AI Fusion Buddy Review: Key Features
✅Create Stunning AI App Suite Fully Powered By Google's Latest AI technology, Gemini
✅Use Gemini to Build high-converting Converting Sales Video Scripts, ad copies, Trending Articles, blogs, etc.100% unique!
✅Create Ultra-HD graphics with a single keyword or phrase that commands 10x eyeballs!
✅Fully automated AI articles bulk generation!
✅Auto-post or schedule stunning AI content across all your accounts at once—WordPress, Facebook, LinkedIn, Blogger, and more.
✅With one keyword or URL, generate complete websites, landing pages, and more…
✅Automatically create & sell AI content, graphics, websites, landing pages, & all that gets you paid non-stop 24*7.
✅Pre-built High-Converting 100+ website Templates and 2000+ graphic templates logos, banners, and thumbnail images in Trending Niches.
✅Say goodbye to wasting time logging into multiple Chat GPT & AI Apps once & for all!
✅Save over $5000 per year and kick out dependency on third parties completely!
✅Brand New App: Not available anywhere else!
✅ Beginner-friendly!
✅ZERO upfront cost or any extra expenses
✅Risk-Free: 30-Day Money-Back Guarantee!
✅Commercial License included!
See My Other Reviews Article:
(1) AI Genie Review: https://sumonreview.com/ai-genie-review
(2) SocioWave Review: https://sumonreview.com/sociowave-review
(3) AI Partner & Profit Review: https://sumonreview.com/ai-partner-profit-review
(4) AI Ebook Suite Review: https://sumonreview.com/ai-ebook-suite-review
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Utilocate offers a comprehensive solution for locate ticket management by automating and streamlining the entire process. By integrating with Geospatial Information Systems (GIS), it provides accurate mapping and visualization of utility locations, enhancing decision-making and reducing the risk of errors. The system's advanced data analytics tools help identify trends, predict potential issues, and optimize resource allocation, making the locate ticket management process smarter and more efficient. Additionally, automated ticket management ensures consistency and reduces human error, while real-time notifications keep all relevant personnel informed and ready to respond promptly.
The system's ability to streamline workflows and automate ticket routing significantly reduces the time taken to process each ticket, making the process faster and more efficient. Mobile access allows field technicians to update ticket information on the go, ensuring that the latest information is always available and accelerating the locate process. Overall, Utilocate not only enhances the efficiency and accuracy of locate ticket management but also improves safety by minimizing the risk of utility damage through precise and timely locates.
Need for Speed: Removing speed bumps from your Symfony projects ⚡️Łukasz Chruściel
No one wants their application to drag like a car stuck in the slow lane! Yet it’s all too common to encounter bumpy, pothole-filled solutions that slow the speed of any application. Symfony apps are not an exception.
In this talk, I will take you for a spin around the performance racetrack. We’ll explore common pitfalls - those hidden potholes on your application that can cause unexpected slowdowns. Learn how to spot these performance bumps early, and more importantly, how to navigate around them to keep your application running at top speed.
We will focus in particular on tuning your engine at the application level, making the right adjustments to ensure that your system responds like a well-oiled, high-performance race car.
Custom Healthcare Software for Managing Chronic Conditions and Remote Patient...Mind IT Systems
Healthcare providers often struggle with the complexities of chronic conditions and remote patient monitoring, as each patient requires personalized care and ongoing monitoring. Off-the-shelf solutions may not meet these diverse needs, leading to inefficiencies and gaps in care. It’s here, custom healthcare software offers a tailored solution, ensuring improved care and effectiveness.
Software Engineering, Software Consulting, Tech Lead, Spring Boot, Spring Cloud, Spring Core, Spring JDBC, Spring Transaction, Spring MVC, OpenShift Cloud Platform, Kafka, REST, SOAP, LLD & HLD.
Launch Your Streaming Platforms in MinutesRoshan Dwivedi
The claim of launching a streaming platform in minutes might be a bit of an exaggeration, but there are services that can significantly streamline the process. Here's a breakdown:
Pros of Speedy Streaming Platform Launch Services:
No coding required: These services often use drag-and-drop interfaces or pre-built templates, eliminating the need for programming knowledge.
Faster setup: Compared to building from scratch, these platforms can get you up and running much quicker.
All-in-one solutions: Many services offer features like content management systems (CMS), video players, and monetization tools, reducing the need for multiple integrations.
Things to Consider:
Limited customization: These platforms may offer less flexibility in design and functionality compared to custom-built solutions.
Scalability: As your audience grows, you might need to upgrade to a more robust platform or encounter limitations with the "quick launch" option.
Features: Carefully evaluate which features are included and if they meet your specific needs (e.g., live streaming, subscription options).
Examples of Services for Launching Streaming Platforms:
Muvi [muvi com]
Uscreen [usencreen tv]
Alternatives to Consider:
Existing Streaming platforms: Platforms like YouTube or Twitch might be suitable for basic streaming needs, though monetization options might be limited.
Custom Development: While more time-consuming, custom development offers the most control and flexibility for your platform.
Overall, launching a streaming platform in minutes might not be entirely realistic, but these services can significantly speed up the process compared to building from scratch. Carefully consider your needs and budget when choosing the best option for you.
Transform Your Communication with Cloud-Based IVR SolutionsTheSMSPoint
Discover the power of Cloud-Based IVR Solutions to streamline communication processes. Embrace scalability and cost-efficiency while enhancing customer experiences with features like automated call routing and voice recognition. Accessible from anywhere, these solutions integrate seamlessly with existing systems, providing real-time analytics for continuous improvement. Revolutionize your communication strategy today with Cloud-Based IVR Solutions. Learn more at: https://thesmspoint.com/channel/cloud-telephony
Transform Your Communication with Cloud-Based IVR Solutions
What did i learn trying to migrate teams from legacy to modern?
1. WHAT DID I LEARN TRYING TO MIGRATE
TEAMS FROM LEGACY TO MODERN?
Matteo Emili
matteo.emili@live.com | @MattVSTS |
mattvsts.blogspot.com
2. WHAT ARE WE GOING TO
TALK ABOUT TONIGHT?
PEOPLE
BEHAVIOURS
PSYCHOLOGY
3. WHO AM I?
• Systems Engineering Advisor @ One Identity
• Microsoft MVP – Developer Technologies
• Professional Scrum Master 1
• Microsoft Certified Technology Specialist: Team Foundation Server
• Technology enthusiast
6. SO, WHO AM I?
• A person with many interests
• Fast learner, always looking for
something new to try or discover
• I run a sizeable homelab and home network
• Soaked in the technology community
since…pretty much ever
• Started blogging at 17, speaking at
technical events at 19
• Microsoft MVP at 20
• Always been into architecture, quality,
ALM more than code for its own sake
• Spoke about DevOps on the Microsoft
Stack (WinOps?) for the first time in 2012
7. PROFESSIONALLY?
• Self-taught software developer and
tinkerer
• Started working as a Software Developer
while in High School (three afternoons a
week)
• Code was ‘fine’, but writing it right was
more interesting for me: quality, testing,
architectures, …
• I’ve been the go-to ALM person for
years, everywhere – TFS was my
cornerstone
• I worked on several transformation
projects, of all sorts, in many industries
9. WHO DOESN’T LIKE
PATTERNS?
• The idea came speaking with Giulio Vian
and other members of the
GetLatestVersion.it community
• We regularly ask ourselves questions like
‘How would you tackle this? How can I
come out on top of that?’ with general
problems ranging from technology to
business matters
• While we all gave out many different
answers, I realised there are patterns that
keep repeating all the time, especially in
transformation projects
• So I started digging in the world of
psychology, and I opened a Pandora’s
box
10. DEFINE TRANSFORMATION!
A “legacy to modern” transformation can
be:
• Virtualisation effort
• Waterfall to Scrum/Lean/Whatnot
• Zip files to Version Control Systems
• Excel to Jira
• Manual weekend deployments to
Continuous Delivery
• ALM/DevOps stack consolidation
• Practice establishment
• Monolith to microservices
• …
18. WHY? SAY HELLO TO THE
HUMAN BEING
A pretty bleak picture to be fair…
• Fear of change
• Innate risk avoidance
• Tribal knowledge
• First-hand experiences vs collective
knowledge
• Relies on bias and beliefs
• Suffers from peer or performance
pressure
• …
23. ALM STACK
CONSOLIDATION
Company ABC decides to consolidate all
the ALM stacks across the company to a
single-vendor solution, unifying years
(decades?) of intellectual property under
the same roof
It is a huge company-wide effort that is
going to massively improve how software
is developed internally
Scenario #1
24. A PRACTICAL EXAMPLE
• Atlassian Suite+Trello+Excel+Custom &
SVC+CVS+Git+SourceSafe
• Everything moved and consolidated on
TFS
• It is a *huge* change
• There is a level of investment required
25. WHAT’S GOING TO
HAPPEN?
• People are going to complain
• Some departments are going to raise a
level of resistance
• A few people are going to protest
because ‘my things have been moved! I
cannot find anything here/in this mess!’
• Someone could potentially make your
life really hard
• I also saw some examples of sabotage
over the years…
26. WHAT IS LIKELY TO
HAPPEN?
• Resistance can be really weak, or passive
• It is usually driven by ‘tribe leaders’
• People are going to follow, mostly
because of innate instinct (“If it works…”)
• Also important: change implies reset,
starting again from scratch
• We are not used to it
27. WHAT COULD HAPPEN?
• Internal competition to shine the most
• Volunteering for support or help
• Rush to get it quickly out of the door
and carry on as normal
29. WHAT DID I LEARN
• Leverage tangible results
• Timing is essential, but don’t rush things
• The incremental perception is key
• Show knowledge bridges wherever you
can
• Delays are normal and they happen –
nobody is going to get mad about it
32. WHY IS IT SO IMPORTANT?
• Incremental, iterative approaches are the
ones that play on the individual’s
motivation
• Short timeboxes and a continuous flow
of deliverables make the team feel in
control
• Positive vicious circle: the team feels in
control and make decisions based on
their own pace and esperience
• This is where you can actually use tribal
knowledge to your own advantage – a
self-managing team is clearly going to
be more productive than a top-down-led
team
• Also, it is the only way of defeating
Parkinson’s law
38. OVER TIME, THE ACTUAL VALUE
PRODUCED BY AN ‘ALWAYS BUSY’
TEAM GOES DOWN
39. REALLY?
• If your team is always overbooked, the
actual quality of the deliverables is going
to be low
• Bugs will be continuously added and
technical debt is going to go through the
roof
• If your team has spare capacity (but still
adhering to Parkinson’s law) it is going
to focus on trivial things
• Deliverables will be very light and there
is going to be an emphasis on the small
changes brough forward
In both cases, value is low
40. WATERFALL TO AGILE
Company Y123 decides to jump on-board
the Agile bandwagon, ditch its inefficient
Waterfall-based process and move to Agile
It is a top-down effort where management
wants to catch-up on the trending market
topics to prevent the company from
remaining behind its competitors
Scenario #2
45. HOW TO MAKE IT WORK?
• A quick (often informal) training is more
than enough to get started with Scrum
• Scrum is excellent for this as overhauls
everything while retaining a strict
timeline
• No need for comparative evaluations at
this stage, as it is mandated by the top
anyway
• Take a portion of a product and start
creating a backlog
• The collaborative effort makes the move
from planning to delivery straightforward
• Scrum is just the starting point. Lean?
Scrum? Scrumbut? It is all up to the
individual team after that
46. WHERE IS THE MAGIC?
• Team morale here plays a key role
• Software development is a team effort
• People should feel motivated and
excited, not depressed because of
another management mood swing
• Agile methodologies put everybody on
the same level, so diverse individual
contributions are really invaluable
• The burden of deciding how to move
forward is taken away – it is actually a
positive point
• Improvement can be carried forward
based on tangible experience
48. THE PERFECT STORM
• Imagine a situation where a company
wants to invest in telemetry (both
reactive and proactive)
• There is an X amount of people in the
‘Telemetry team’
• The management team believes it is
going to be really effective: a
combination of data-driven decisions
and artificial intelligence so that R&D
time can be wisely invested
• What is *actually* going to happen?
Scenario #3
(fictional)
50. THE LESS, MORE
• Cognitive bias in which people of low
ability have illusory superiority and
mistakenly assess their cognitive ability
as greater than it is
• Also, people of high ability incorrectly
assume that tasks that are easy for them
are easy for other people
Source: Wikipedia
51. THE LESS, MORE
• Common examples are found in people
just out of school/university, but pretty
much everybody can be affected
• It is surprisingly common in another
category of engineers: people that have
worked for a long time with legacy
technology and they are suddenly
exposed to something completely new
• The solution is fairly easy: a paired
induction at on-boarding time or internal
mentoring as required
• It is usually a good sign, of a person that
is motivated to improve after losing the
illusory superiority
53. THE MORE, LESS
• Psychological pattern in which an
individual doubts their accomplishments
and has a persistent internalized fear of
being exposed as a "fraud“
• Proof of success is dismissed as luck,
timing, or as a result of deceiving othersSource: Wikipedia
54. THE MORE, LESS
• Extremely common in high-performance
software engineers
• The reason behind this is that personal
standards are usually way higher than
company standards
• Peer-reviewing is extremely
commonplace in the industry, fuelling
the syndrome
• Media coverage contribute to it, and not
in a good way…
• It is quite dangerous, as fighting it can
lead to burnout
55. THE MORE, LESS
• Tackling this as a change factor is not
easy
• Nobody is going to tell you “I feel I
should not be here”
• The best way to indirectly approach the
problem is to leverage on internal
feedback funnels (standups?)
• People will feel motivated and compelled
to contribute, leading to better
awareness
• Unfortunately it is not a straightforward
process
57. I AM ONLY HUMAN, AFTER
ALL…
• People will naturally be polarised with or
against the alpha-type elements in the
team
• Telemetry analysis is something that
should be as automated as possible
(hence the rise of proactive telemetry)
• As the process is data-driven, the mix of
one of the above ‘syndromes’ with an
alpha-type personality means that the
outcome of the work done by the
‘Telemetry team’ is going to be skewed
• There is no real way out here, not even
leveraging processes – it is bound to
happen
59. I AM ONLY HUMAN, AFTER
ALL…AGAIN!
• Two human beings sharing a repetitive
task will most likely become competitive
• As the level of competition rises
(especially if incentives are on the line)
the number of false positive will rise
• Also the other way around – if there are
negatives involved, the overall level of
reported items will be lower than
expected
• Never, ever, introduce competition
within a team!
62. A BINARY SITUATION
• Technology is dominated by two types of
people, those who understand what they
do not manage and those who manage
what they do not understand.
• Every technical hierarchy, in time,
develops a competence inversion.Source: Wikipedia
63. A BINARY SITUATION
• Many technical people don’t want to be
promoted to ‘management’ roles
• On the other hand, there are people who
are average on a technical role but they
sport a good business acumen or people
management skills
• It is the duty of a good company to
identify these people and let them
express the best they can
• The company can eventually only gain
from such an approach, leveraging on
people’s best skills and having a
motivated team
Source: Wikipedia
65. INCOMPETENCE?!
• A person who is competent at their job
will earn promotion to a more senior
position which requires different skills.
• If the promoted person lacks the skills
required for their new role, then they will
be incompetent at their new level, and so
they will not be promoted again.
• But if they are competent at their new
role, then they will be promoted again,
and they will continue to be promoted
until they eventually reach a level at
which they are incompetent.
• Being incompetent, they do not qualify
to be promoted again, and so remain
stuck at that final level for the rest of
their career
Source: Wikipedia
66. COMMON OCCURRENCE?
• It looks like it goes hand in hand with
office politics
• Common in heavily structured
companies
• There isn’t much one can do about it –
yet…
Source: Wikipedia