A presentation give at Agile Carolinas on some things that I think are needed to build quality software.
The content of the presentation is in the presenter notes.
Impact of agile quantified: 2014 edition - A de-mystery thriller
For the first time in Agile history, there is solid research backed by hard numbers of tens of thousands of teams and hundreds of thousands of projects about the efficacy of Agile practices. This session introduces the first-ever quantified decision framework for targeting improvement and making Agile practice decisions.
Attendees will:
- Identify which Agile practices are based on Agile folklore, and which are based on quantifiable evidence
- How to use this information to target your improvement efforts
- What metrics to use for your context
How to use these metrics and apply these techniques
Failing @ Scaling Agile? Don’t Panic! & Carry a Towel
Presentation at Mastering SAP 21st May 2017
Struggling with agile at scale? Thinking about scaling agile beyond the team? Want to learn from others’ mistakes? There is a lot to be learnt from those who have successfully hitchhiked their way through the galaxy of scaled agile. This session celebrates the scaled agile hitchhiker, the people who bravely tried ideas that were occasionally brilliant but often plain stupid. You will laugh, you will cry but you will also walk away with a nice long list of ideas not to try when scaling agile!
• Seven failure patterns in scaling agile
• An understanding of why these patterns lead to less than optimal results
• Tips on how to avoid falling into these failure patterns
Анна Мамаєва: When SAFe is safe. Agile для дорослих компаній
Kyiv Project Management Day 2016 Анна Мамаєва: When SAFe is safe. Agile для дорослих компаній
Сайт конференції: http://pmday.org/
Спільнота в мережі Linkedin: http://bit.ly/PMDayLin
Спільнота в мережі facebook: http://bit.ly/PMDayKyivFB
Twitter конференції: https://twitter.com/LvivPMDay
SAFe – A dangerous weapon. Techniques to implementing a lasting adoption of t...
Please join us on Wednesday January 27 in Burlington MA starting at 6:30 pm as senior enterprise agility coach Yuval Yeret describes several techniques that can be used to produce a lasting and productive adoption of the Scaled Agile Framework.
The Scaled Agile Framework (SAFe) is a powerful and popular framework for implementing agile at large scale across the enterprise. However many organizations see their implementation of SAFe stall and even backfire since the adoption is mandated from its organizational leaders, instead of engaged teams participating and choosing their SAFe.
In this talk we will examine some dangerous implementation anti-patterns as well as healthier alternatives. You will learn some concrete techniques that help live up to the Lean/SAFe principles of respecting and engaging people. We will discuss field-proven ideas such as pull-based crossing the chasm approach to implementation, use of open space as part of the different SAFe ceremonies, and how Open Space Agility can combine with SAFe.
This document discusses transforming an organization from scattered agile practices to scaled agile. It begins by describing signs of scattered agile, such as inconsistent ceremonies, resistance to change, and teams operating on different cadences. It then recommends a step-by-step approach starting with small wins, identifying two problems to fix, customizing processes, and training teams. Aligning to a common cadence supported by regular demos and estimating capacity using relative estimation are presented as intermediate steps. The final step is scaled agile with faster time to market, ability to react swiftly to changes, and increased productivity and employee happiness. Key takeaways include taking a stepwise approach, focusing on small wins, selecting the appropriate framework, introspect
Agile ME Meetup: Agile A-Z - Chapter 4: The Feedback Loop
What is Agile? - What are the roles in Agile development? How do we implement or scale with Agile? Which Agile processes should I use in my case?
There are so many questions about Agile, so in a series of Meetups, we will try to uncover as many aspects of Agile as possible, in order to provide the full overview of Agility in organisations. The form will be a combination of presentations and discussions, so everyone has a chance to address their thoughts on the matter.
In the first chapter, we had a more "general" talk about what Agile software development is, and the value behind it. What does it mean to be Agile? - In the second chapter we looked into the Product Owner role and the many expectations and responsibilities that comes along with the "titel" - and in the third chapter we turned our focus towards the Scrum Master, his role, responsibilities and the ceremonies in SCRUM.
In the fourth chapter - the last this year - we will focus on the feedback loop. In order to be agile, to inspect and adapt and to learn fast you need to get feedback, so a strong and quick feedback loop is essential for succes with Agile. In the chapter we will be covering the following topics:
• Failing is learning
• Feedback loop
• DevOps
Abstract:
More and more organizations are realizing that in order to achieve business agility they need to go beyond implementing agile in specific teams/projects. Real agility requires scaling agile to the program/portfolio/enterprise level. In this session we will explore the options organizations have when looking to scale agile, with an emphasis on SAFe(tm) - the Scaled Agile Framework - one of the most popular options these days.
Learning Objectives:
• When does it make sense to Scale Agile
• What are the leading scaling approaches
• An introduction to SAFe's Big Picture and implementation configurations
• How to implement SAFe - The Implementation Roadmap
• Typical Results of implementing SAFe
• Key risks/red flags to be aware of when implementing SAFe
Learn more about the scaled Agile Framework + scaling Agile. After a short introduction to several frameworks that aim to support the scaling of Agile (DAD, LeSS, SAFe®), this power point presentation from our webinar dives deeper into the details of the Scaled Agile Framework (SAFe®). Find the truth behind the often cited sentence “As Scrum is to the Agile team, SAFe® is to the Agile enterprise.”
What is Agile? - What are the roles in Agile development? How do we implement or scale with Agile? Which Agile processes should I use in my case?
There are so many questions about Agile, so in a series of Meetups, we will try to uncover as many aspects of Agile as possible, in order to provide the full overview of Agility in organisations. The form will be a combination of presentations and discussions, so everyone has a chance to address their thoughts on the matter.
This Chapter (1/6): Agile
In this first chapter, we will have a more "general" talk about what Agile software development is, and the value behind it. What does it mean to be Agile? We will cover the following topics:
• The Agile Manifesto and it's principles
• Agile Methodology vs. Mindset and Culture
• The value of Agile
• SCRUM
• Kanban
A common practice among teams in IT companies adopting the latest trends, Agile can be scaled to enterprise level once applied properly. In this Innovation Session, Maduri Senadheera from the Project Management team talks about the Agile mindset, the need for scaling and the benefits of a Scaled Agile Framework for better aligning business processes.
In the last 24 months, we've transformed the way we work using the Scaled Agile Framework. To help with the transformation, we are also using UX practices, design thinking and lean startup methods.
By the end of this presentation, you will understand how we have leveraged UX practices, innovation games and design sprints to improve the maturation of the business needs and their prioritisation to best fit what our users want and deliver value in a continuous flow.
Pango is an agile cloud service that started in 2007 with 2 million subscribers and processes millions of transactions per month. It offers parking, car care, roadside assistance, and toll payment services. To improve flexibility, speed, and productivity, Pango transitioned from a waterfall to an agile approach using Scrum, SAFe, lean product development, and DevOps practices. This enabled 2-5x faster delivery, 4x higher productivity, and 3-5x more effective teams. Pango also moved its infrastructure and services to AWS to gain performance, scalability, availability, and security benefits while further enhancing its agile development capabilities.
Sa fe 4.0 implementing Enterprise Agile using the Scaled Agile Framework
The adoption of Agile is spreading across various industries, in organizations of all sizes. However, most experts agree that scaling Agile for enterprise use is a challenge. SAFe®, the Scaled Agile Framework, was created to resolve this problem. SAFe® provides a fully controlled way to adopt and scale Agile across large companies, and to align Agile processes to business strategy.
The Scaled Agile Framework's latest edition 4.0 introduces the optional Value Stream level to synchronize all the Agile Release Trains, as well as other updates compared to SAFe® 3.0. Our webinar helps you to learn more about implementing enterprise Agile with the Scaled Agile Framework, and the differences between SAFe®'s previous versions and its recently released 4.0.
This document discusses implementing DevOps flow by leveraging lean/agile practices across development, deployment, and operations. It emphasizes establishing continuous integration and delivery workflows to enable frequent, reliable releases through automation. Kanban techniques are presented as a way to visualize work and limit work-in-progress to improve collaboration between teams.
Deconstructing the scaled agile framework - Lunch and Learn series
Deconstructing the Scaled Agile Framework - boiling down the "big diagram" and talking about when and how SAFe *might* be an appropriate direction for you or your team. Also covers practices from SAFe that could be useful regardless of the size and complexity of your organization
Scaling approaches comparison - Lean/Agile US 2017
The document compares different approaches for scaling agile, including SAFe (Scaled Agile Framework), LeSS (Large Scale Scrum), and program/portfolio Kanban. It notes that most experts agree teams should only scale when they cannot effectively divide work. When dependencies exist between teams, options include SAFe, LeSS, or using a program/portfolio Kanban approach to visualize work. The document asks questions to help determine the best scaling approach based on factors like guidance needed, agility required, and leadership commitment to change.
SAFe (Scaled Agile Framework) 5 mins overview - Roni Tamari
Why Scale? When choose each scaling approach? SAFe? LeSS? Enterprise Kanban? Other? Scaling experts will compare the different approaches, share from their experience and answer questions from the audience
This is the SAFe section presented by Roni Tamari
Empathetic entrepreneurs are business owners who care about social and environmental issues. They use their companies to make a positive difference in addition to earning a profit. Examples include companies focused on renewable energy, fair trade, and providing access to healthcare and education in developing countries.
A talk I gave internally at Wotif about using Rally, from RallyDev, for managing iterations. Generally good advice on how to run a team using Rally as a project-management tool (at least I think so)
Rally at AT&T - Sigal Pasternak - Agile Israel 2013
AT&T Israel implemented the Rally project management tool across 47 Scrum teams and 500 employees across 4 business units. Rally provided visibility into transforming business requirements into delivered projects and releases. The implementation started with two lines of business in 2011 and expanded to full use across all teams by December 2011. Rally provided practices alignment, a standard view of projects, and visibility for managers.
Learn about the importance of measuring the right things and how to use metrics and data to improve performance. Get the right metrics and KPIs to improve performance so you can deliver on your organization’s most important initiatives.
Read The Seven Deadly Sins of Agile Measurement http://2ral.ly/Zqa to make sure you’re measuring performance in a way that actually improves results.
The document discusses AT&T's agile implementation across its Tel Aviv Center of Excellence, including that it has over 450 employees across 54 scrum teams and 25 discovery teams working on 20 projects, and that AT&T took a "sandwich" approach to implementation from both top-down management and bottom-up team levels while optimizing the entire process. It also provides details on the products, technologies, reasons for choosing agile, and implementation approach used at AT&T.
How can a team of 65 developers build and rapidly ship a high-quality product with only six QA engineers? At Atlassian, we’ve introduced the Quality Assistance model that changes the developer QA mindset, and engages developers in exploratory testing so software is developed right the first time. After all, the cheapest time to fix a bug is before it's written. Join us as we walk through the theory, history, and practice of the model, while busting some of the myths about developers and QA. Reject the tradeoff of time, scope, and quality, and finally have your cake and eat it too.
So you just got CA Agile Central. Now what? How does this fit into your organization’s development workflow and delivery pipeline? Come hear about how CA Agile Central provides transparency into your engineering organization.
For more information, please visit http://cainc.to/Nv2VOe
This document outlines an agile QA framework for testing in a scrum environment. It discusses roles like developers, QA and AQA working interchangeably. The framework focuses on a whole team approach with automation, a balanced process, and incremental testing. It provides guidelines for infrastructure, process, defect management and an automation approach using a defects derivative model and business process testing. The goal is to improve quality through a balanced emphasis on prevention, automation and other factors.
This document discusses using JIRA and Greenhopper for agile development. It provides an overview of JIRA as an issue tracking platform that can be used for various purposes including project management, help desk support, and software development. It also discusses Greenhopper, an agile project management plugin for JIRA that includes planning, task, and chart boards. The document concludes by encouraging evaluation of JIRA and Greenhopper.
Scaling Agile at Telstra - Rally Agile Cafe - November 2012
The document discusses scaling agile practices at Telstra by establishing an Agile Release Train, using SAFe as a framework not a rulebook, and emphasizing a culture of servant leadership, learning, shared understanding, and visual communication. These changes resulted in shorter time to value, increased velocity and efficiency, lower costs, on-time and on-budget deliveries, happier customers and teams.
Creating a culture that provokes failure and boosts improvement
Everyone fails - but not everyone uses failed attempts as a source of learning and improvement. This talk outlines a framework to turn failure into gaining knowledge by understanding IF, HOW and WHY something fails.
The document provides guidance on building a growth team from scratch. It recommends starting with organic retention by ensuring the product has market fit. It advises starting small with one or two team members, getting executive sponsorship through demonstrations, and finding people with the right mindset over skills. It also recommends buying third-party tools before building internally, eventually needing your own engineers, and structuring as a squad embedded with product teams. The document outlines focusing on opportunities from data, having a process for experiments, and never forgetting qualitative research to understand the reasons behind results.
This document provides an introduction to rapid prototyping. It defines a prototype and discusses choosing the appropriate level of fidelity for a prototype based on factors like the audience, purpose, level of uncertainty, number of iterations needed, and available tools. It then discusses specific prototyping tools that can be used to create low, medium, and high fidelity prototypes. The document concludes with proposing a workshop where participants will work in groups to create functional application prototypes focused on topics like IoT, big data, healthcare or mobile work life using prototyping templates and tools.
This document provides steps for building smart products using machine learning. It discusses how the growing amount of data can be used to help save users time when using products. The steps include picking the right problem to solve, determining if AI is suitable, building for user trust, implementing responsible AI practices like ensuring fairness, prototyping, gathering feedback and continually improving. The goal is to provide helpful suggestions and features to users while prioritizing their experience and privacy.
Lean Software Development by DeKnowledge.net
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DeKnowledge is the leading provider of project management certifications training workshops and consultancy. In addition to our open enrollment certifications training workshops, we also offer a wide range of management, leadership and technical based courses that can be tailored to fit your organization's needs.
With offices in the USA, The Netherlands and India, we work with clients in USA, Europe, South Africa and Asia. Our mission is to help companies manage their projects/programs more effortlessly and efficiently. We do this by collaborating with our clients in the areas of portfolio/program and project management training workshops and consultancy.
2010 04 28 The Lean Startup webinar for the Lean Enterprise Institute
The document discusses myths and truths about Lean Startups. It dispels four common myths: that Lean means cheap, that it only applies to web/internet companies, that Lean Startups are small, and that they replace vision with data. It then provides an overview of Lean Startup principles like building a Minimum Viable Product, conducting rapid split tests, and achieving continuous deployment through small, frequent code releases.
2010 10 19 the lean startup workshop for i_gap ireland
The document discusses the Lean Startup methodology for building startups under conditions of extreme uncertainty. It advocates for an experimental, customer-focused approach where the minimum viable product is used to test hypotheses and gather customer feedback through rapid iteration. Key techniques include continuous deployment, rapid A/B testing, and using the five whys method to identify the root causes of problems. The goal is to minimize the time to validate learning about customers through frequent releases and measurement.
1. The document discusses the concept of "bug advocacy", which is the practice of writing bug reports in a way that motivates programmers to fix the bug.
2. Effective bug reports motivate programmers by highlighting how serious or widespread the bug is. They also overcome objections by providing clear reproduction steps and evidence of customer impact.
3. The document recommends testing around found bugs to prove they are more serious or common than initially thought. This includes varying your own actions, program settings, and software/hardware environment to trigger related or worse failures. The goal is to sell programmers on the importance of fixing the bug.
Enhancing the user experience in our Web Applications
Summary of the UIE conference. I used this presentation to communicatet what changes we could bring to our own site / tools to enhance the user experience.
The document discusses the Lean Startup methodology for building startups under conditions of extreme uncertainty. It advocates for building a minimum viable product and continuously validating hypotheses through customer experiments rather than fully planning products. Key techniques include rapid A/B testing, continuous deployment of code, and using metrics to guide product decisions rather than visions of predicted success. The goal is to maximize learning from customers with minimum resources to improve odds of achieving product-market fit.
How to make SAFe really SAFE Scaling Agile using Pull/Invite rather than Push...Yuval Yeret
https://agile2016.sched.org/event/6ecx/how-to-make-safe-really-safe-scaling-agile-using-pullinvite-rather-than-pushmandate-yuval-yeret
Abstract:
The Scaled Agile Framework (SAFe(tm)) is a powerful and popular framework for implementing agile at large scale across the enterprise.
In this talk we will examine some dangerous Agile at Scale implementation anti-patterns from real-world cases I've been involved in such as:
Planned/Mandate-based implementation across the enterprise - Pushing implementations onto people regardless of their interest/motivation to change.
Prescribed-based implementation - Either by the book or as designed by a central committee or an external consultant.
Total focus on practices starting from training all the way through assessment/metrics and lack of attention to spirit/principles.
Expecting every group in the organization to work the same way and implement change the same way.
We will then look at some healthier alternatives I used to drive more successful & sustainable change in several organizations. You will learn some concrete techniques that help live up to the Lean/Agile principles of respecting and engaging people.
Using SAFe as the specific backdrop for discussion, we will review field-proven ideas such as pull-based crossing the chasm approach to implementation, use of open space as part of the different SAFe ceremonies, and how Open Space Agility can combine with SAFe.
Note that the ideas and practices have also been tried with other Scaled Agile approaches such as Enterprise Kanban, LeSS.
Learning Outcomes:
Get familiar with some scaled agile implementation anti-patterns related to push/mandate.
Understand when to choose pull/invitation as a healthier more sustainable and successful alternative.
Get some concrete techniques to bring pull/invitation into a scaled agile implementation approach - focusing on SAFe 1-2-3 implementation approach specifically.
Have a high-level understanding of how to implement SAFe using "Open Space Technology".
Understand how to apply these ideas to any Scaled Agile approach (not just SAFe)
Agile ME Meetup: Agile A-Z - Chapter 1: The Product OwnerRasmus Runberg
What is Agile? - What are the roles in Agile development? How do we implement or scale with Agile? Which Agile processes should I use in my case?
There are so many questions about Agile, so in a series of Meetups, we will try to uncover as many aspects of Agile as possible, in order to provide the full overview of Agility in organisations. The form will be a combination of presentations and discussions, so everyone has a chance to address their thoughts on the matter.
In the first chapter, we had a more "general" talk about what Agile software development is, and the value behind it. What does it mean to be Agile? - In this chapter we will go more into the details with the Product Owner.
As a Product Owner you’re responsible for your product, together with your team and the client setting the direction of the product, making sure everyone is happy with the outcome. In this chapter, we will cover the following topics:
• Vision
• Backlog
• Epic and User Stories
• Agile Planning
Fiverr - delivering fast w/ no QA - Agile Israel 2016 Gil WassermanAgileSparks
This document discusses Fiverr's approach to quality assurance called "NoQA" where QA is removed from the critical path of software development in order to allow for faster delivery of features. Some key aspects of Fiverr's NoQA approach include:
- Removing QA from being a gatekeeper and instead integrating QA as part of the development team
- Relying on developers to test their own code through techniques like unit testing and deployment to staging environments
- Focusing on continuous monitoring of production systems to identify issues once features are live
- Guiding principles of trust, autonomy, ownership and accountability to replace formal QA processes
- Embracing uncertainty and continuous learning as software development is viewed as an ongoing knowledge game
Impact of agile quantified: 2014 edition - A de-mystery thrillerLarry Maccherone
For the first time in Agile history, there is solid research backed by hard numbers of tens of thousands of teams and hundreds of thousands of projects about the efficacy of Agile practices. This session introduces the first-ever quantified decision framework for targeting improvement and making Agile practice decisions.
Attendees will:
- Identify which Agile practices are based on Agile folklore, and which are based on quantifiable evidence
- How to use this information to target your improvement efforts
- What metrics to use for your context
How to use these metrics and apply these techniques
Presentation at Mastering SAP 21st May 2017
Struggling with agile at scale? Thinking about scaling agile beyond the team? Want to learn from others’ mistakes? There is a lot to be learnt from those who have successfully hitchhiked their way through the galaxy of scaled agile. This session celebrates the scaled agile hitchhiker, the people who bravely tried ideas that were occasionally brilliant but often plain stupid. You will laugh, you will cry but you will also walk away with a nice long list of ideas not to try when scaling agile!
• Seven failure patterns in scaling agile
• An understanding of why these patterns lead to less than optimal results
• Tips on how to avoid falling into these failure patterns
Анна Мамаєва: When SAFe is safe. Agile для дорослих компанійLviv Startup Club
Kyiv Project Management Day 2016 Анна Мамаєва: When SAFe is safe. Agile для дорослих компаній
Сайт конференції: http://pmday.org/
Спільнота в мережі Linkedin: http://bit.ly/PMDayLin
Спільнота в мережі facebook: http://bit.ly/PMDayKyivFB
Twitter конференції: https://twitter.com/LvivPMDay
SAFe – A dangerous weapon. Techniques to implementing a lasting adoption of t...Yuval Yeret
Please join us on Wednesday January 27 in Burlington MA starting at 6:30 pm as senior enterprise agility coach Yuval Yeret describes several techniques that can be used to produce a lasting and productive adoption of the Scaled Agile Framework.
The Scaled Agile Framework (SAFe) is a powerful and popular framework for implementing agile at large scale across the enterprise. However many organizations see their implementation of SAFe stall and even backfire since the adoption is mandated from its organizational leaders, instead of engaged teams participating and choosing their SAFe.
In this talk we will examine some dangerous implementation anti-patterns as well as healthier alternatives. You will learn some concrete techniques that help live up to the Lean/SAFe principles of respecting and engaging people. We will discuss field-proven ideas such as pull-based crossing the chasm approach to implementation, use of open space as part of the different SAFe ceremonies, and how Open Space Agility can combine with SAFe.
Agile transformation : From Scattered to ScaledAgileNetwork
This document discusses transforming an organization from scattered agile practices to scaled agile. It begins by describing signs of scattered agile, such as inconsistent ceremonies, resistance to change, and teams operating on different cadences. It then recommends a step-by-step approach starting with small wins, identifying two problems to fix, customizing processes, and training teams. Aligning to a common cadence supported by regular demos and estimating capacity using relative estimation are presented as intermediate steps. The final step is scaled agile with faster time to market, ability to react swiftly to changes, and increased productivity and employee happiness. Key takeaways include taking a stepwise approach, focusing on small wins, selecting the appropriate framework, introspect
Agile ME Meetup: Agile A-Z - Chapter 4: The Feedback LoopRasmus Runberg
What is Agile? - What are the roles in Agile development? How do we implement or scale with Agile? Which Agile processes should I use in my case?
There are so many questions about Agile, so in a series of Meetups, we will try to uncover as many aspects of Agile as possible, in order to provide the full overview of Agility in organisations. The form will be a combination of presentations and discussions, so everyone has a chance to address their thoughts on the matter.
In the first chapter, we had a more "general" talk about what Agile software development is, and the value behind it. What does it mean to be Agile? - In the second chapter we looked into the Product Owner role and the many expectations and responsibilities that comes along with the "titel" - and in the third chapter we turned our focus towards the Scrum Master, his role, responsibilities and the ceremonies in SCRUM.
In the fourth chapter - the last this year - we will focus on the feedback loop. In order to be agile, to inspect and adapt and to learn fast you need to get feedback, so a strong and quick feedback loop is essential for succes with Agile. In the chapter we will be covering the following topics:
• Failing is learning
• Feedback loop
• DevOps
Abstract:
More and more organizations are realizing that in order to achieve business agility they need to go beyond implementing agile in specific teams/projects. Real agility requires scaling agile to the program/portfolio/enterprise level. In this session we will explore the options organizations have when looking to scale agile, with an emphasis on SAFe(tm) - the Scaled Agile Framework - one of the most popular options these days.
Learning Objectives:
• When does it make sense to Scale Agile
• What are the leading scaling approaches
• An introduction to SAFe's Big Picture and implementation configurations
• How to implement SAFe - The Implementation Roadmap
• Typical Results of implementing SAFe
• Key risks/red flags to be aware of when implementing SAFe
Learn more about the scaled Agile Framework + scaling Agile. After a short introduction to several frameworks that aim to support the scaling of Agile (DAD, LeSS, SAFe®), this power point presentation from our webinar dives deeper into the details of the Scaled Agile Framework (SAFe®). Find the truth behind the often cited sentence “As Scrum is to the Agile team, SAFe® is to the Agile enterprise.”
Agile ME Meetup: Agile A-Z - Chapter 1: AgileRasmus Runberg
What is Agile? - What are the roles in Agile development? How do we implement or scale with Agile? Which Agile processes should I use in my case?
There are so many questions about Agile, so in a series of Meetups, we will try to uncover as many aspects of Agile as possible, in order to provide the full overview of Agility in organisations. The form will be a combination of presentations and discussions, so everyone has a chance to address their thoughts on the matter.
This Chapter (1/6): Agile
In this first chapter, we will have a more "general" talk about what Agile software development is, and the value behind it. What does it mean to be Agile? We will cover the following topics:
• The Agile Manifesto and it's principles
• Agile Methodology vs. Mindset and Culture
• The value of Agile
• SCRUM
• Kanban
A common practice among teams in IT companies adopting the latest trends, Agile can be scaled to enterprise level once applied properly. In this Innovation Session, Maduri Senadheera from the Project Management team talks about the Agile mindset, the need for scaling and the benefits of a Scaled Agile Framework for better aligning business processes.
In the last 24 months, we've transformed the way we work using the Scaled Agile Framework. To help with the transformation, we are also using UX practices, design thinking and lean startup methods.
By the end of this presentation, you will understand how we have leveraged UX practices, innovation games and design sprints to improve the maturation of the business needs and their prioritisation to best fit what our users want and deliver value in a continuous flow.
Pango Journey to an Agile Cloud by Yaniv KaloAgileSparks
Pango is an agile cloud service that started in 2007 with 2 million subscribers and processes millions of transactions per month. It offers parking, car care, roadside assistance, and toll payment services. To improve flexibility, speed, and productivity, Pango transitioned from a waterfall to an agile approach using Scrum, SAFe, lean product development, and DevOps practices. This enabled 2-5x faster delivery, 4x higher productivity, and 3-5x more effective teams. Pango also moved its infrastructure and services to AWS to gain performance, scalability, availability, and security benefits while further enhancing its agile development capabilities.
Sa fe 4.0 implementing Enterprise Agile using the Scaled Agile Frameworkevatjohnson
The adoption of Agile is spreading across various industries, in organizations of all sizes. However, most experts agree that scaling Agile for enterprise use is a challenge. SAFe®, the Scaled Agile Framework, was created to resolve this problem. SAFe® provides a fully controlled way to adopt and scale Agile across large companies, and to align Agile processes to business strategy.
The Scaled Agile Framework's latest edition 4.0 introduces the optional Value Stream level to synchronize all the Agile Release Trains, as well as other updates compared to SAFe® 3.0. Our webinar helps you to learn more about implementing enterprise Agile with the Scaled Agile Framework, and the differences between SAFe®'s previous versions and its recently released 4.0.
DevOps/Flow workshop for agile india 2015Yuval Yeret
This document discusses implementing DevOps flow by leveraging lean/agile practices across development, deployment, and operations. It emphasizes establishing continuous integration and delivery workflows to enable frequent, reliable releases through automation. Kanban techniques are presented as a way to visualize work and limit work-in-progress to improve collaboration between teams.
Deconstructing the scaled agile framework - Lunch and Learn seriesAngela Dugan
Deconstructing the Scaled Agile Framework - boiling down the "big diagram" and talking about when and how SAFe *might* be an appropriate direction for you or your team. Also covers practices from SAFe that could be useful regardless of the size and complexity of your organization
Scaling approaches comparison - Lean/Agile US 2017Yuval Yeret
The document compares different approaches for scaling agile, including SAFe (Scaled Agile Framework), LeSS (Large Scale Scrum), and program/portfolio Kanban. It notes that most experts agree teams should only scale when they cannot effectively divide work. When dependencies exist between teams, options include SAFe, LeSS, or using a program/portfolio Kanban approach to visualize work. The document asks questions to help determine the best scaling approach based on factors like guidance needed, agility required, and leadership commitment to change.
SAFe (Scaled Agile Framework) 5 mins overview - Roni TamariAgileSparks
Why Scale? When choose each scaling approach? SAFe? LeSS? Enterprise Kanban? Other? Scaling experts will compare the different approaches, share from their experience and answer questions from the audience
This is the SAFe section presented by Roni Tamari
Empathetic entrepreneurs are business owners who care about social and environmental issues. They use their companies to make a positive difference in addition to earning a profit. Examples include companies focused on renewable energy, fair trade, and providing access to healthcare and education in developing countries.
A talk I gave internally at Wotif about using Rally, from RallyDev, for managing iterations. Generally good advice on how to run a team using Rally as a project-management tool (at least I think so)
Rally at AT&T - Sigal Pasternak - Agile Israel 2013AgileSparks
AT&T Israel implemented the Rally project management tool across 47 Scrum teams and 500 employees across 4 business units. Rally provided visibility into transforming business requirements into delivered projects and releases. The implementation started with two lines of business in 2011 and expanded to full use across all teams by December 2011. Rally provided practices alignment, a standard view of projects, and visibility for managers.
Learn about the importance of measuring the right things and how to use metrics and data to improve performance. Get the right metrics and KPIs to improve performance so you can deliver on your organization’s most important initiatives.
Read The Seven Deadly Sins of Agile Measurement http://2ral.ly/Zqa to make sure you’re measuring performance in a way that actually improves results.
The document discusses AT&T's agile implementation across its Tel Aviv Center of Excellence, including that it has over 450 employees across 54 scrum teams and 25 discovery teams working on 20 projects, and that AT&T took a "sandwich" approach to implementation from both top-down management and bottom-up team levels while optimizing the entire process. It also provides details on the products, technologies, reasons for choosing agile, and implementation approach used at AT&T.
How can a team of 65 developers build and rapidly ship a high-quality product with only six QA engineers? At Atlassian, we’ve introduced the Quality Assistance model that changes the developer QA mindset, and engages developers in exploratory testing so software is developed right the first time. After all, the cheapest time to fix a bug is before it's written. Join us as we walk through the theory, history, and practice of the model, while busting some of the myths about developers and QA. Reject the tradeoff of time, scope, and quality, and finally have your cake and eat it too.
CA Agile Central (formerly Rally) Inside DevOpsCA Technologies
So you just got CA Agile Central. Now what? How does this fit into your organization’s development workflow and delivery pipeline? Come hear about how CA Agile Central provides transparency into your engineering organization.
For more information, please visit http://cainc.to/Nv2VOe
This document outlines an agile QA framework for testing in a scrum environment. It discusses roles like developers, QA and AQA working interchangeably. The framework focuses on a whole team approach with automation, a balanced process, and incremental testing. It provides guidelines for infrastructure, process, defect management and an automation approach using a defects derivative model and business process testing. The goal is to improve quality through a balanced emphasis on prevention, automation and other factors.
Using JIRA & Greenhopper for Agile DevelopmentJeff Leyser
This document discusses using JIRA and Greenhopper for agile development. It provides an overview of JIRA as an issue tracking platform that can be used for various purposes including project management, help desk support, and software development. It also discusses Greenhopper, an agile project management plugin for JIRA that includes planning, task, and chart boards. The document concludes by encouraging evaluation of JIRA and Greenhopper.
Scaling Agile at Telstra - Rally Agile Cafe - November 2012Em Campbell-Pretty
The document discusses scaling agile practices at Telstra by establishing an Agile Release Train, using SAFe as a framework not a rulebook, and emphasizing a culture of servant leadership, learning, shared understanding, and visual communication. These changes resulted in shorter time to value, increased velocity and efficiency, lower costs, on-time and on-budget deliveries, happier customers and teams.
Creating a culture that provokes failure and boosts improvementBen Dressler
Everyone fails - but not everyone uses failed attempts as a source of learning and improvement. This talk outlines a framework to turn failure into gaining knowledge by understanding IF, HOW and WHY something fails.
The document provides guidance on building a growth team from scratch. It recommends starting with organic retention by ensuring the product has market fit. It advises starting small with one or two team members, getting executive sponsorship through demonstrations, and finding people with the right mindset over skills. It also recommends buying third-party tools before building internally, eventually needing your own engineers, and structuring as a squad embedded with product teams. The document outlines focusing on opportunities from data, having a process for experiments, and never forgetting qualitative research to understand the reasons behind results.
This document provides an introduction to rapid prototyping. It defines a prototype and discusses choosing the appropriate level of fidelity for a prototype based on factors like the audience, purpose, level of uncertainty, number of iterations needed, and available tools. It then discusses specific prototyping tools that can be used to create low, medium, and high fidelity prototypes. The document concludes with proposing a workshop where participants will work in groups to create functional application prototypes focused on topics like IoT, big data, healthcare or mobile work life using prototyping templates and tools.
This document provides steps for building smart products using machine learning. It discusses how the growing amount of data can be used to help save users time when using products. The steps include picking the right problem to solve, determining if AI is suitable, building for user trust, implementing responsible AI practices like ensuring fairness, prototyping, gathering feedback and continually improving. The goal is to provide helpful suggestions and features to users while prioritizing their experience and privacy.
Lean Software Development by DeKnowledge.net
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DeKnowledge is the leading provider of project management certifications training workshops and consultancy. In addition to our open enrollment certifications training workshops, we also offer a wide range of management, leadership and technical based courses that can be tailored to fit your organization's needs.
With offices in the USA, The Netherlands and India, we work with clients in USA, Europe, South Africa and Asia. Our mission is to help companies manage their projects/programs more effortlessly and efficiently. We do this by collaborating with our clients in the areas of portfolio/program and project management training workshops and consultancy.
2010 04 28 The Lean Startup webinar for the Lean Enterprise InstituteEric Ries
The document discusses myths and truths about Lean Startups. It dispels four common myths: that Lean means cheap, that it only applies to web/internet companies, that Lean Startups are small, and that they replace vision with data. It then provides an overview of Lean Startup principles like building a Minimum Viable Product, conducting rapid split tests, and achieving continuous deployment through small, frequent code releases.
2010 10 19 the lean startup workshop for i_gap irelandEric Ries
The document discusses the Lean Startup methodology for building startups under conditions of extreme uncertainty. It advocates for an experimental, customer-focused approach where the minimum viable product is used to test hypotheses and gather customer feedback through rapid iteration. Key techniques include continuous deployment, rapid A/B testing, and using the five whys method to identify the root causes of problems. The goal is to minimize the time to validate learning about customers through frequent releases and measurement.
1. The document discusses the concept of "bug advocacy", which is the practice of writing bug reports in a way that motivates programmers to fix the bug.
2. Effective bug reports motivate programmers by highlighting how serious or widespread the bug is. They also overcome objections by providing clear reproduction steps and evidence of customer impact.
3. The document recommends testing around found bugs to prove they are more serious or common than initially thought. This includes varying your own actions, program settings, and software/hardware environment to trigger related or worse failures. The goal is to sell programmers on the importance of fixing the bug.
Enhancing the user experience in our Web ApplicationsChrisCariglia
Summary of the UIE conference. I used this presentation to communicatet what changes we could bring to our own site / tools to enhance the user experience.
The document discusses the Lean Startup methodology for building startups under conditions of extreme uncertainty. It advocates for building a minimum viable product and continuously validating hypotheses through customer experiments rather than fully planning products. Key techniques include rapid A/B testing, continuous deployment of code, and using metrics to guide product decisions rather than visions of predicted success. The goal is to maximize learning from customers with minimum resources to improve odds of achieving product-market fit.
The document discusses strategies for software product development that balance speed and quality, including:
1) Focusing on getting a minimum viable product to market quickly through short iterative development cycles rather than extensive planning.
2) Establishing processes like continuous integration, source control, and automated testing to catch defects early and allow fast iteration.
3) Hiring selectively and spreading ownership of the product across a small team to allow flexibility over bureaucracy.
'Hold my beer.' Those three words have preceded some of the greatest moments in history. But who would’ve thought they’d pave the way for an epic user testing session? In this talk, Austin will discuss a drunken usability experiment and the unexpected influence that it had on the way that user research is conducted. Learn about new and unconventional methods for overcoming the struggles and pitfalls of traditional user testing, obtaining true and honest user feedback, and verifying the usability and simplicity of a design. Discover the resulting impact on bottom-line metrics like conversion rate, retention, engagement, and revenue. Walk away with a list of tools that you can use to conduct similar research and experiments on your own projects. Finally, learn about what it means to have a Culture of UX and gain actionable advice on how you can create it within your own company.
The document discusses problems with traditional software development approaches and proposes an alternative approach focused on continuous delivery. It argues that current practices prioritize resource utilization, projects, and technical possibilities over delivering value. Instead, it advocates for minimizing work-in-progress, focusing on flow over batching, establishing stable teams to continuously deliver working software, and making decisions based on learning rather than upfront estimates. The overall message is that software development needs to shift from a project mindset to prioritizing the delivery of valuable, working code.
CdCon + GitOpsCon 2023 in Vancouver Canada. Slidedeck for the talk on Scaling Software Delivery: A framework for developer enablement through devRel and outreach.
Behaviour-driven development (BDD) started as an improved variation on test-driven development, but has evolved to become a formidable tool that helps teams communicate more effectively about requirements, using conversation and concrete examples to discover what features really matter to the business. BDD helps teams focus not only on building features that work, but on ensuring that the features they deliver are the ones that the client actually needs.
In this talk, we will discuss what BDD is about, its benefits, and how it affects teams and processes. We will discuss two case studies where BDD practices have been successfully introduced, including the benefits gained and challenges met. We will see how much benefit was gained when BDD was integrated into the broader development infrastructure, including issue tracking systems, requirements management, and project reporting.
We will also see how BDD can be applied to all levels of the development process, from requirements down to low-level coding. We will also look at the principle BDD tools available that can help teams implement executable specifications, BDD-style test automation, and living documentation effectively. Some of the tools discussed will include JBehave, Cucumber, Specflow, Jasmine and Spock.
We will also look at two case studies where BDD practices have been successfully integrated into several projects in large government and financial organizations. Teams that adopted BDD effectively benefited from significantly lower defect rates, much earlier discovery of errors and inconsistencies in the requirements, and better overall communication and collaboration within the team. However, practicing BDD does involve a significant change in mind-set compared to more traditional approaches, a different collaboration model between team members, and a high degree of stakeholder by-in and engagement, all of which should not be underestimated. We will discuss how the teams managed these various challenges during their BDD adoption story.
Andrew Gassen, CEO | Pivotal Software
0 for 3: Edtech Startup Lessons Learned
I’ve been a part of 3 different education technology companies, all focused on the K-12 market. Each of these companies failed, but each for different reasons and in spectacularly different ways. This talk is a bit of a public post-mortem that focuses on 3 key lessons from each company, including a brief discussion on how we might have done things a different way if I knew then what I know now.
Presented by the
Serious Play Conference
seriousplayconf.com
at
Orlando,
University of Central Florida,
UCF,
July 24-26, 2019
Slides from "Taking an Holistic Approach to Product Quality"Peter Marshall
This is the base material used during a half day workshop at expoQA 17 June 2019. Peter Marshall runs over the necessary technical, organisational, and improvement practices required to deliver high quality software. Deep dives into Continuous delivery, devops, organisational structures, agile and digital transformation.
Similar to Adopting A Whole Team Approach To Quality (20)
Quant + Qual + Iteration for Great ProductsBen Carey
This document discusses the importance of combining quantitative, qualitative, and iterative methods for product development. It argues that quantitative data tells you what problems exist, qualitative research reveals why those problems exist, and iteration allows you to fix them. The document provides examples of quantitative metrics like retention, activation, and sentiment analysis that can be tracked. It also emphasizes the importance of qualitative methods like design thinking, observation, and human-centered design to understand user needs at a deeper level. The overall message is that using both quantitative and qualitative approaches together in an iterative process leads to better product outcomes.
Discount Usability Testing for Agile TeamsBen Carey
A talk from Agile Roots in 2010. You can't get the whole picture or much context from the slides.
The last part of the talk was referring to how you'll be remembered and your legacy in a social-media-based world.
It would be unfortunate if your last status update was the one that you see in the facebook wall post.
Video from the talk will be posted later.
The document discusses how cutting budgets by an order of magnitude could spur creativity in software development. It suggests adopting an operating expenditure mindset over capital expenditure, following Agile principles, focusing on effectiveness over efficiency, and reducing meeting times, documentation lengths, and presentations. Doing more with less could apply to other areas and help build better software through different approaches.
TDD provides benefits beyond just testing code. Practicing TDD fosters empathy, both for other developers using an API and customers using software. It encourages designing APIs with the end user in mind. TDD also helps improve software quality by reducing complexity, enabling continuous integration, and facilitating learning through testing code in short iterations.
This document discusses testing with mock objects and provides guidance on their use. It notes that mocks are used to test in isolation by removing dependencies, and that mocks simulate object interaction while stubs simulate object state. Examples are given of scenarios where mocks are useful, such as distributed development and non-deterministic outcomes. The document recommends using mocks for developer tests but not acceptance tests, and lists some useful mocking patterns and resources for learning more.
Are you interested in dipping your toes in the cloud native observability waters, but as an engineer you are not sure where to get started with tracing problems through your microservices and application landscapes on Kubernetes? Then this is the session for you, where we take you on your first steps in an active open-source project that offers a buffet of languages, challenges, and opportunities for getting started with telemetry data.
The project is called openTelemetry, but before diving into the specifics, we’ll start with de-mystifying key concepts and terms such as observability, telemetry, instrumentation, cardinality, percentile to lay a foundation. After understanding the nuts and bolts of observability and distributed traces, we’ll explore the openTelemetry community; its Special Interest Groups (SIGs), repositories, and how to become not only an end-user, but possibly a contributor.We will wrap up with an overview of the components in this project, such as the Collector, the OpenTelemetry protocol (OTLP), its APIs, and its SDKs.
Attendees will leave with an understanding of key observability concepts, become grounded in distributed tracing terminology, be aware of the components of openTelemetry, and know how to take their first steps to an open-source contribution!
Key Takeaways: Open source, vendor neutral instrumentation is an exciting new reality as the industry standardizes on openTelemetry for observability. OpenTelemetry is on a mission to enable effective observability by making high-quality, portable telemetry ubiquitous. The world of observability and monitoring today has a steep learning curve and in order to achieve ubiquity, the project would benefit from growing our contributor community.
Kief Morris rethinks the infrastructure code delivery lifecycle, advocating for a shift towards composable infrastructure systems. We should shift to designing around deployable components rather than code modules, use more useful levels of abstraction, and drive design and deployment from applications rather than bottom-up, monolithic architecture and delivery.
Sustainability requires ingenuity and stewardship. Did you know Pigging Solutions pigging systems help you achieve your sustainable manufacturing goals AND provide rapid return on investment.
How? Our systems recover over 99% of product in transfer piping. Recovering trapped product from transfer lines that would otherwise become flush-waste, means you can increase batch yields and eliminate flush waste. From raw materials to finished product, if you can pump it, we can pig it.
Transcript: Details of description part II: Describing images in practice - T...BookNet Canada
This presentation explores the practical application of image description techniques. Familiar guidelines will be demonstrated in practice, and descriptions will be developed “live”! If you have learned a lot about the theory of image description techniques but want to feel more confident putting them into practice, this is the presentation for you. There will be useful, actionable information for everyone, whether you are working with authors, colleagues, alone, or leveraging AI as a collaborator.
Link to presentation recording and slides: https://bnctechforum.ca/sessions/details-of-description-part-ii-describing-images-in-practice/
Presented by BookNet Canada on June 25, 2024, with support from the Department of Canadian Heritage.
INDIAN AIR FORCE FIGHTER PLANES LIST.pdfjackson110191
These fighter aircraft have uses outside of traditional combat situations. They are essential in defending India's territorial integrity, averting dangers, and delivering aid to those in need during natural calamities. Additionally, the IAF improves its interoperability and fortifies international military alliances by working together and conducting joint exercises with other air forces.
Quantum Communications Q&A with Gemini LLM. These are based on Shannon's Noisy channel Theorem and offers how the classical theory applies to the quantum world.
How to Avoid Learning the Linux-Kernel Memory ModelScyllaDB
The Linux-kernel memory model (LKMM) is a powerful tool for developing highly concurrent Linux-kernel code, but it also has a steep learning curve. Wouldn't it be great to get most of LKMM's benefits without the learning curve?
This talk will describe how to do exactly that by using the standard Linux-kernel APIs (locking, reference counting, RCU) along with a simple rules of thumb, thus gaining most of LKMM's power with less learning. And the full LKMM is always there when you need it!
GDG Cloud Southlake #34: Neatsun Ziv: Automating AppsecJames Anderson
The lecture titled "Automating AppSec" delves into the critical challenges associated with manual application security (AppSec) processes and outlines strategic approaches for incorporating automation to enhance efficiency, accuracy, and scalability. The lecture is structured to highlight the inherent difficulties in traditional AppSec practices, emphasizing the labor-intensive triage of issues, the complexity of identifying responsible owners for security flaws, and the challenges of implementing security checks within CI/CD pipelines. Furthermore, it provides actionable insights on automating these processes to not only mitigate these pains but also to enable a more proactive and scalable security posture within development cycles.
The Pains of Manual AppSec:
This section will explore the time-consuming and error-prone nature of manually triaging security issues, including the difficulty of prioritizing vulnerabilities based on their actual risk to the organization. It will also discuss the challenges in determining ownership for remediation tasks, a process often complicated by cross-functional teams and microservices architectures. Additionally, the inefficiencies of manual checks within CI/CD gates will be examined, highlighting how they can delay deployments and introduce security risks.
Automating CI/CD Gates:
Here, the focus shifts to the automation of security within the CI/CD pipelines. The lecture will cover methods to seamlessly integrate security tools that automatically scan for vulnerabilities as part of the build process, thereby ensuring that security is a core component of the development lifecycle. Strategies for configuring automated gates that can block or flag builds based on the severity of detected issues will be discussed, ensuring that only secure code progresses through the pipeline.
Triaging Issues with Automation:
This segment addresses how automation can be leveraged to intelligently triage and prioritize security issues. It will cover technologies and methodologies for automatically assessing the context and potential impact of vulnerabilities, facilitating quicker and more accurate decision-making. The use of automated alerting and reporting mechanisms to ensure the right stakeholders are informed in a timely manner will also be discussed.
Identifying Ownership Automatically:
Automating the process of identifying who owns the responsibility for fixing specific security issues is critical for efficient remediation. This part of the lecture will explore tools and practices for mapping vulnerabilities to code owners, leveraging version control and project management tools.
Three Tips to Scale the Shift Left Program:
Finally, the lecture will offer three practical tips for organizations looking to scale their Shift Left security programs. These will include recommendations on fostering a security culture within development teams, employing DevSecOps principles to integrate security throughout the development
For the full video of this presentation, please visit: https://www.edge-ai-vision.com/2024/07/intels-approach-to-operationalizing-ai-in-the-manufacturing-sector-a-presentation-from-intel/
Tara Thimmanaik, AI Systems and Solutions Architect at Intel, presents the “Intel’s Approach to Operationalizing AI in the Manufacturing Sector,” tutorial at the May 2024 Embedded Vision Summit.
AI at the edge is powering a revolution in industrial IoT, from real-time processing and analytics that drive greater efficiency and learning to predictive maintenance. Intel is focused on developing tools and assets to help domain experts operationalize AI-based solutions in their fields of expertise.
In this talk, Thimmanaik explains how Intel’s software platforms simplify labor-intensive data upload, labeling, training, model optimization and retraining tasks. She shows how domain experts can quickly build vision models for a wide range of processes—detecting defective parts on a production line, reducing downtime on the factory floor, automating inventory management and other digitization and automation projects. And she introduces Intel-provided edge computing assets that empower faster localized insights and decisions, improving labor productivity through easy-to-use AI tools that democratize AI.
Implementations of Fused Deposition Modeling in real worldEmerging Tech
The presentation showcases the diverse real-world applications of Fused Deposition Modeling (FDM) across multiple industries:
1. **Manufacturing**: FDM is utilized in manufacturing for rapid prototyping, creating custom tools and fixtures, and producing functional end-use parts. Companies leverage its cost-effectiveness and flexibility to streamline production processes.
2. **Medical**: In the medical field, FDM is used to create patient-specific anatomical models, surgical guides, and prosthetics. Its ability to produce precise and biocompatible parts supports advancements in personalized healthcare solutions.
3. **Education**: FDM plays a crucial role in education by enabling students to learn about design and engineering through hands-on 3D printing projects. It promotes innovation and practical skill development in STEM disciplines.
4. **Science**: Researchers use FDM to prototype equipment for scientific experiments, build custom laboratory tools, and create models for visualization and testing purposes. It facilitates rapid iteration and customization in scientific endeavors.
5. **Automotive**: Automotive manufacturers employ FDM for prototyping vehicle components, tooling for assembly lines, and customized parts. It speeds up the design validation process and enhances efficiency in automotive engineering.
6. **Consumer Electronics**: FDM is utilized in consumer electronics for designing and prototyping product enclosures, casings, and internal components. It enables rapid iteration and customization to meet evolving consumer demands.
7. **Robotics**: Robotics engineers leverage FDM to prototype robot parts, create lightweight and durable components, and customize robot designs for specific applications. It supports innovation and optimization in robotic systems.
8. **Aerospace**: In aerospace, FDM is used to manufacture lightweight parts, complex geometries, and prototypes of aircraft components. It contributes to cost reduction, faster production cycles, and weight savings in aerospace engineering.
9. **Architecture**: Architects utilize FDM for creating detailed architectural models, prototypes of building components, and intricate designs. It aids in visualizing concepts, testing structural integrity, and communicating design ideas effectively.
Each industry example demonstrates how FDM enhances innovation, accelerates product development, and addresses specific challenges through advanced manufacturing capabilities.
Scaling Connections in PostgreSQL Postgres Bangalore(PGBLR) Meetup-2 - MydbopsMydbops
This presentation, delivered at the Postgres Bangalore (PGBLR) Meetup-2 on June 29th, 2024, dives deep into connection pooling for PostgreSQL databases. Aakash M, a PostgreSQL Tech Lead at Mydbops, explores the challenges of managing numerous connections and explains how connection pooling optimizes performance and resource utilization.
Key Takeaways:
* Understand why connection pooling is essential for high-traffic applications
* Explore various connection poolers available for PostgreSQL, including pgbouncer
* Learn the configuration options and functionalities of pgbouncer
* Discover best practices for monitoring and troubleshooting connection pooling setups
* Gain insights into real-world use cases and considerations for production environments
This presentation is ideal for:
* Database administrators (DBAs)
* Developers working with PostgreSQL
* DevOps engineers
* Anyone interested in optimizing PostgreSQL performance
Contact info@mydbops.com for PostgreSQL Managed, Consulting and Remote DBA Services
The DealBook is our annual overview of the Ukrainian tech investment industry. This edition comprehensively covers the full year 2023 and the first deals of 2024.
43. Start With No
“ Make features work hard to be implemented. The secret
to building half a product instead of a half-ass product is
saying no.
- 37Signals (from Getting Real)
52. We Get There Through…
Acceptance Criteria
Automated Acceptance Testing
Test-Driven Design
Automated Unit Testing
Continuous Integration
Continuous Governance
54. Sit together Have acceptance criteria
See the whole Automated acceptance testing
Have a vision Test-drive design
Find “true north” Automate unit testing
Know (really know) your users Continuous integration
Practice empathy Continuous governance
Avoid local efficiencies
Use systems thinking
Build the right things
Focus on the 20%
Hang out with users
Use Contextual Inquiry
Lo-fi usability testing
Paper prototypes
Leverage your feedback loops
Build communities
Listen to your users
Start with “no”
Build in quality
Mistake-proof
Thanks for coming out to the meetup.I want to start out the talk by telling you a short story to let you know what inspired me to put together this talk.
My story begins here, in an Agile team room.I was working with a team that had previously gone from a waterfall methodology and a team of 350 to using agile with a team of about 50.The team that I was working with was developing software for…
… doctors. Well, not just doctors – but specifically for physician’s offices.This includes the physicians, the front office staff, the nurses, and the back office staff.The software was widely used with about 125k physicians using the software and around 500k total users in the US.
Well, one day, someone on our team came to the realization that if we were developing software for physician’s practices, it might be a good idea to go visit one.I thought this sounded like a great idea, so I signed up. I was randomly assigned a few physician practices to visit and I ended up (of all places) in Corbin, Kentucky.This is Corbin.
In Corbin, I visited a fairly typical small practice. There were a husband and wife physician team and a handful of other employees like front office schedulers, a few nurses, and a person responsible for billing.
It was great getting to see how all of those different individuals in the office used our software in a real work environment.It always blew my mind that around half a million people were using our software on any given day.
I had a great time hanging out with the staff during my time that I was there……well, until the last day, when I noticed this…
I was observing Amy doing the end of the week billing cycle. This is where all of the bills are sent out to the insurance companies and the doctors office submit the charges that pay the bills for the practice.Amy was getting noticeably upset while she was using our software. She was trying to do a few routine things – but the software just wasn’t allowing her to get her work done in a way that made sense with how she typically worked. All Amy could tell was that the software wasn’t allowing her to close out the week. She wasn’t sure where she went wrong in aggregating the billings and the end of the day was quickly approaching.Amy usually leaves work at around 4:00 so that she can go and pick up her daughter at school.
Morgan is Amy’s daughter and she had just recently started attending school. She was only a couple of weeks into the school year and although she was having a good time at school, she enjoyed being picked up at the end of the day by her Mom.
As Amy tried and tried to do everything that she could think of to get the billing batch submitted, all she could think of was how lost she was and how she needed to get to school to pick up her daughter.As 4:00 quickly approached, Amy broke down and started crying. She had the pressure of making sure the practice got paid as well as the pressure of getting out of the office to make sure that she was there to pick up her daughter on time.Interestingly, Amy blamed herself for her lack of knowledge of the system.
As 4:00 passed and Amy was working frantically, all she could think of was how upset her daughter was going to be when she wasn’t there to pick her up as class let out.Amy ended up calling a friend to pick up Morgan.
When I went back to the hotel and thought about that day I ended up getting mad and frustrated that this software, the software that we were spending so much money to build, the software that this physician’s practice had spent so much money to buy, let Amy down.This wasn’t Amy’s fault.This was our teams fault.This was my fault.
Our users deserve more than this.Quality shouldn’t be something that we measure at the end. It needs to be continuous. It needs to be baked into everything that we do.To get to the level that quality is a given – everyone needs to be responsible.
If everyone is responsible for quality, then everyone needs to do their part to provide quality software and a quality experience. Your job on your team affects your users in one way or another.In this talk, I want to help you think about things that you can do to improve that quality.
When we focus on building quality software then we end up making everyone happy.Fewer defects, better usability, great experiences, happy users, and (last but not least) – smiling children.
I believe that there are three parts to adopting a whole-team approach quality that will result in building better software.
Let’s talk a bit about Seeing The Whole
There are a few different topics to touch on when I refer to Seeing The Whole.The first topic that I want to discuss is knowing your goal or the product vision.Almost without fail, when I visit any team and I ask them why they are building what they are building, I can never get a consistent answer. Most of the time, the answers have a common basis, but very rarely is there a shared and focused vision for the product that is being created.
At its very essence, the goal or the vision of your product is the answer to “Why are you building this?”Can you answer this question?If you asked everyone on your team, everyone who is involved with your product or service, or everyone throughout the company this question – would they answer it the same?If you feel like you can answer this question, do you really believe in the answer? Is everyone on your team focused on the same answer?Do you have a true understanding of what “this” really is, or is meant to be?
If you have a shared world-view of your answer to this question, then you have established a “True North”The concept of a True North is imperative to building quality software.True North is a contract, a bond, and not merely a wish list.It’s not a marketing slogan. Who are we? What do we believe in? Where are we going? What have we learned?The True North focuses on what is important and keeps us grounded in our decision making. We should constantly be putting our work and making our decisions based on an anchoring to our True North.
The next question that you need to ask yourself is “Who are we building this for?”Do you feel like you really know your users?Do you understand the value that your product or service is delivering through their eyes?
I’m not talking about “understanding your customers” – I’m talking about truly, authentically, deeply understanding your customers.Do you know why they can’t sleep at night? Do you know what they think when they wake up? Do you know their true intentions? Do you know what their desks look like?Do you know what they eat for lunch?Do you know what they think about when they’re driving home from the office?
Saying “As a (role)…” does not mean that you have a true understanding of your customers. I’m not talking about demographics either, 20 – 30yr. old asian female isn’t enough.Who are your users *really*, and what motivates them?In my case - Amy felt an obligation to do the billing. Her true goal wasn’t to do the billing – it was to pick up Morgan from school on time.
Knowing these things about your users lets you practice empathy in it’s purist sense.Your job is to build things that help your users achieve their objectives and accomplish their goals. To be able to do that effectively, you need to know what those things really are.You are viewing the result of your work through the eyes of your customer. When you do this, it’s a very eye-opening experience.
The last element of Seeing the Whole is to understand that it’s not (just) about you. It’s not (just) about your team. There are a variety of other roles, activities, and functions (or dysfunctions) that play into delivering a product or service and you need to understand the elements that allow for your product to go from an idea to generating revenue for your company.
It’s easy to forget the training, the pricing models, the marketing, the maintenance, and the ongoing use of the software when you’re laser-focused on the creation. The truth of the matter is that it is easy to produce sub-optimizations or local efficiencies when your effort and thoughts could be more effective elsewhere. Many local efficiencies result in user nightmares – so understand the overall picture – how the product delivery system functions as a whole – before wasting your thought and effort in places where they might not be needed.
Let’s talk a bit about building the right things
This is the distribution of used features in a typical application.What insights can we draw from this?
Let’s think about this in terms of your backlog.What if you only built the things that were frequently used?
To start with, you can try hanging out with your customers….The best way that I know to do this is to put your users in the center of your process.You can do this by practicing Contextual Inquiry.A customer-centered process requires making an explicit step of understanding who the customers really are and how they work on a day-to-day basis.CI allows you to observe your users in action in their natural environment. I’ve been involved in dozens of visits and I promise you that every single one was worth the time and effort.
Feedback is another huge way that we can build the right things.This thing we have called Scrum does a wonderful job of providing feedback loops and inspect and adapt cycles everywhere. How about we use that
You can integrate your users easily by doing paper prototypes and other quick and focused testing.
You can build community.Let your users get as close to you as possible and help drive your priorities.Listen to what they have to say (although you might not want to do what they suggest).Listen to understand.
You should also change direction when it’s justified.If the feedback is radically different than what we expected, we might even completely change our service, product, or business model.
Start with no, you don’t want to be a yes-man.Listen to your customers – but make conscious decisions. You don’t always need to make a faster horse.
Let’s talk a bit about building things right
To build things right, we need to build quality into the software.How can we do that?
For us to truly take a quality-focus, we have to unlearn the assumptions that we have about testing practices.
We have to rethink our approaches to building software.
A great area to start is to focus on the TPS concept of poka-yoke.
Poka-yoke means mistake proofing.
Example of Poka-yoke.
We should start by pulling testing fully forward.We need to move into a prevention mindset, instead of a fix mindset.
Take a bit and talk about each of these.
POVIt is my job, it is your job, it is our job –to deliver quality software and a quality experience.Do it for yourself, do it for your users, do it for Amy, do it for Morgan.
These are the majority of the things that I talked about tonight.You don’t need all of these to build better software and there are many more that you might use that weren’t talked about tonight.If you implement just one or two of these items then you’ll be on the right path to building better products and providing better experiences.
Take 3 minutes.Think about your product or service.Think about your role on your team.Think about your users or your customers.Think of one thing that you can commit to doing – that you aren’t doing – that would make your users smile.Take an index card and a sharpie and write that one thing down.Share (ask for volunteers). Fold them up and put them somewhere safe. Work on your item and inspire others to do the same.