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The Tweets You Missed in June

Sonar - Wed, 07/06/2016 - 09:52

Here are the tweets you likely missed last month!

SonarQube 5.6 LTS is available! Enjoy! https://t.co/NbrGmfjTuh https://t.co/1Qyh88kwtq pic.twitter.com/ZVoObqi2ub

— SonarQube (@SonarQube) June 8, 2016

Governance 1.0 gives a dedicated dashboard to get the big picture of application portfolios https://t.co/7uT4qnqi36 pic.twitter.com/XWkrNNcGBB

— SonarQube (@SonarQube) June 14, 2016

Issue found in #git source code by the C rule in charge to detect unconditionally true/false conditions pic.twitter.com/DvGPyiRE7N

— SonarQube (@SonarQube) June 15, 2016

Categories: Open Source

What You Can Learn By Flying a Kite

NetObjectives - Tue, 07/05/2016 - 22:22
So I’m spending the week in Carlsbad and I decide to get a kite. Not just any kite, of course, but a Dual Line Power Kite, one that you can do tricks with.  Now Carlsbad’s got a pretty good breeze going every afternoon so getting it up is not the problem.  But, being a dual control, means the lines have to be equally tight while it’s going up.  Here’s the problem.  How do you let the two lines...

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Categories: Companies

Tracker and Cross-Functional Teams: Where Do You Fit In?

Pivotal Tracker Blog - Tue, 07/05/2016 - 19:00

It takes a village to deliver a great software project. Tracker’s workflow accommodates a developer’s perspective well, but there can be many actors involved in delivering a feature. You’ll use Tracker differently and get different benefits depending on your role and competencies. For example, if you’re a UX designer or a business analyst, where do your activities fit in Tracker? You might have multiple roles and competencies; for example, maybe you’re a developer who also does design and/or testing. Let’s look at how you can use Tracker to keep your work visible and coordinate a variety of activities on a cross-functional team that’s collaborating to build a quality product.

Meeting2_sm
Product owners and managers
If you serve as product owner, product manager, or you’re a line manager for your team, here are some features you can take advantage of to help you plan and prioritize.

Managing multiple projects and dependencies
Need to keep up with more than one project? Create your own Workspaces so that you can check progress on several projects at a glance, make dependencies and blockages visible, and easily move stories between projects as needed.

My Work search to see individuals’ active stories
You can see what stories a particular project member has in progress by using the mywork search in combination with the member’s username or initials. This works across projects in Workspaces, as well as in individual projects. For example, for the project member with username “chewbacca” and initials CB, type mywork:chewbacca or mywork:cb in the Search field. Some teams pin a My Work panel for each user and display it on a big monitor so they can see if anyone might need help with a time-consuming story.

My Work search across projects in a Workspace

Epics
Epics are a great place to capture design assets, business rules, and examples that span multiple stories. When planning a new feature, start with the epic, and use the Epic Stories panel to add and prioritize related stories. The Epics panel provides a quick visual of progress and status of all the project’s active epics. You can mouse over the bar graph showing relative epic size to see how many stories are in each state, along with a projected epic completion date. You can use the Epic Stories panel to clearly see story priorities, and change them by dragging them within the panel.

For some creative ways to prioritize your epics, complete them more quickly, and make milestones more visible, see these epic tips for epics.

Managing priorities
You can choose from a variety of ways to make priorities visible in Tracker. If you need to move many stories around in your Backlog or Icebox, cloning the panel to more easily drag them to a new position helps. Selecting multiple stories for dragging to a new location—or for updating via the Bulk Actions menu—can also save you time. As mentioned in the previous paragraph, you can prioritize stories within an epic by dragging them directly within the Epic Stories panel.

Use release markers to group related stories and clearly reflect their priority.

Collaboration
Promote conversations and fast feedback with @mentions, and stay up to date by following stories.

Measuring progress and continually improving
Use Tracker’s Analytics to track metrics that may help your team identify pain points, shorten cycle time, and improve flow. This information gives managers as well as teams insight into project progress and trends. You can create your own custom reports with Tracker’s API, using endpoints such as Project History, Reports, and Story Transitions.

Working with design
Tracker is oriented towards software development work, where teams deliver agreed-upon desired outcomes for each story and feature. Managing design work presents a different set of challenges. You can try some alternative approaches to promote collaboration among designers and the rest of the team, and ensure design tasks are planned and tracked for each feature.

Design projects
Design teams often have their own backlogs, in a dedicated Tracker project for design work. They conduct planning meetings to discuss and estimate stories. A dedicated design project in Tracker makes design work more visible. Everyone on the delivery team can see what the design team is working on. They see the design ideas for upcoming features and follow the discussions and decision-making about each design. When a design story is delivered in Tracker, the product owner can accept the design or ask for more changes.

Development epics
Epics in the development project are a convenient place to attach design assets for each feature. Design updates can be recorded in the epic, so that every project member knows where to find the latest information.

Story tasks
One way to track design work for an individual feature story is to add design tasks to the story that can be checked off when completed.

Using labels to address design needs
Individual feature stories often require design work. Use labels to indicate that a story “needs design” or to inform developers to “pair with designer.” You can also assign a designer as a story owner. A “design accept” label alerts the designer to check the delivered story or pair with the product owner, tester, or other team member to review delivered work. When designs are implemented and approved, a label like “design accepted” denotes that all design tasks are completed for that story. Or, depending on your workflow, a designer can mark the story accepted.

Tracker and testing
Each software feature involves many testing activities. Just to give a few examples, developing a single story may require writing and automating acceptance tests, as well as functional, security, load, performance, usability, and end-to-end testing. Here are some ways to make your Tracker project’s testing activities more visible.

Description, tasks, and comments
Stories are a placeholder for conversations, and getting the right amigos together to talk about each feature is key. As your team discusses each story to achieve a shared understanding, you may want to capture some details in the story that can be used for writing executable acceptance tests, exploratory testing, and other testing and coding support.

You can put information such as examples, business rules, and outstanding questions in the description. Use Markdown to help organize the details.

Testing activities and notes can also be noted as tasks, so they can be marked completed as development proceeds. For example, if you link to a test script in a task, and check it off when it’s run and passed, the person accepting the story knows that the test has been run and passed.

Comments are also a handy placeholder for testing information. You can attach a test matrix, annotated mock-ups, testing charters, and other assets to make sure all necessary testing activities are done.

Links to executable test specs, information on a team wiki, and other documents can be embedded or attached to the story.

Another alternative is to create separate stories in Tracker for your tests. In that case you could use labels, so that clicking on a label will find the test case story or stories, and any related bug and feature stories.

Visibility and workflow using labels and @mentions
Depending on how testing fits into your team’s workflow, you can use labels to indicate if a testing task needs to be done or has been done. For example, a product owner can add a label “needs test” to indicate that exploratory testing is still needed. A tester who’s testing a delivered story can put a label such as “lisa testing” and a label like “test accepted” to show no more work is needed by a tester.

Combining labels with @mentioning team members in comments helps facilitate the workflow. A “design accept” label and an @mention to a designer ensures the designer knows to take a look or pair with a tester or product owner to do acceptance testing. If team members have a question about feature behavior and the product owner or customer isn’t available to ask right then, a @mention can help get the answer or arrange a quick meeting.

Stories for testing activities
A testing activity that extends beyond a particular story is often best represented by its own Tracker feature or chore. For example, exploratory testing charters can be added to the project, with a label that links them to the related epic or feature stories. These stories can be prioritized to be done at the appropriate time and are visible to everyone on the project so that anyone can do that testing.

Something’s missing or incorrect?
Tracker’s workflow assumes that a story that does not meet all specifications, or that is delivered with incorrect behavior, will be rejected. However, sometimes customers miss requirements when writing and discussing the story, or a bug found might not be directly related to that story. Then it might be appropriate to add new stories for the missed requirements or bugs.

Check out more ways to make testing visible in Tracker’s workflow and learn how we approach testing on our own Tracker team.

Supporting customer support
Your team’s customers will ask for new features and report problems. Tracker provides integrations with customer support tools and defect-tracking systems to help you prioritize and collaborate around stories to address them. These stories are created by dragging them in from an integration panel listing external bugs or tickets. They have a clickable link to take you back to the original item that they were created from.

Tracker generally updates linked tickets or items in external systems when the Tracker story changes state, and comments added to the Tracker story will be added to the linked item. However, subsequent updates to the ticket or item in the external system will not be propagated back to Tracker.

The person who has the ticket or bug in their queue in the external system, might update the Tracker story with anything new and relevant that was added there, or alert the product owner or manager running the project containing the story. The product owner or manager might also be watching support or bug system notifications so they can make any needed updates directly.

Typically, new bug reports and stories from external ticketing systems go into the top of the Icebox, which acts as an inbox. You can add a release marker to make this inbox more visible.

Screen Shot 2016-06-27 at 3.09.03 PM

Use labels to indicate that a story is a “feature request,” a “production” bug, “reported often,” or other information to help the product owner and team prioritize the stories appropriately.

If you get a lot of feature requests from users, consider using a dedicated project for these, labelling each request so that you can track how many users have asked for a particular feature.

We encourage you to experiment with different approaches to using Tracker and its workflow. Be sure to check out the integrations that members of our user community have shared to see what might help. Whatever hats you wear on your delivery team, Tracker offers ways to keep your activities visible and stay up to date on the big picture.

The post Tracker and Cross-Functional Teams: Where Do You Fit In? appeared first on Pivotal Tracker.

Categories: Companies

The Flying Trapeze

Leading Agile - Mike Cottmeyer - Tue, 07/05/2016 - 18:18

I’ve never attempted to try the trapeze. I have friends that do it and love it, but I’m not so sure it’s for me. I’m pretty adventurous about many things, but flying around at what seems like 100ft seems to be a little risky.

Trying new things can be scary and flying around on some pretty thin wires seems that way to me. But it does make me wonder… What would the circumstances have to be for me to at least attempt to try?

Approaching the Trapeze

The first thing that comes to mind is structure. I may be a little heavier than I have been in the past. So I wonder, will that thing hold me up? It looks kind of rickety. It certainly creaks and groans a bit when someone is flying through the air. Even though it looks a bit frail, I have to admit it seems to work.

It’s a pretty close second, but I have to say that a safety net seems like a pretty good idea. I have seen many performances without a net. While it certainly heightens the fear and excitement factor, I know that the folks without a net have been honing their skills for a very long time and are unlikely to fall – though they sometimes do. Okay then. At least I can logically say that with a good structure and a safety net, I guess I could give it a shot.

But wait. Now that I’m really thinking about it – how exactly do you fly on the trapeze? I mean it looks simple enough – hang on to the bar and don’t let go. Except I guess when you have to catch the other bar, or the other person, or you have to jump off, or land or… Okay, I’ll need a good coach. I don’t think just any coach though. This is after all possibly life threatening, certainly scary and definitely new to me. For that, I think I’ll need someone that has done it before and knows what they are doing, but also has the ability to give me the confidence that I will be safe in their hands.

Flying into an Agile Approach

Deciding to attempt agile isn’t just about applying an agile approach or trying agile out to see if it works. If it were, everyone would already be doing it. Shifting to agile is about taking a scary leap that doesn’t just effect you, but your entire organization, maybe your entire company. It would stand to reason then that jumping off and trying to catch the bar without having the right conditions in place wouldn’t be the best idea. As it so happens, pretty much everybody that tries the trapeze for the first time falls down pretty quickly. Whether it’s the first time you’re trying, or you’ve countlessly tried and fell down – it’s your approach that really counts.

The ability to do agile – to become confident that you can successfully try this new scary thing – or try it again even after you’ve fallen down is about creating and empowering the organizational structures, people, support and safety just to be able to apply agile. And that is really an entirely different thing. It’s a lot about the foundation you put in place to build on that makes the most difference. Very few of us have ever become experts at a thing without having failed a few times first – but a solid foundation of skills and structure reduces the risk.

A truly successful transformation not only changes the way we do things, but the way we think about them. Just like the conditions I would want in place for me to attempt the trapeze, here are the conditions you should want in place to attempt agile:

Agile Structure

My structure would need to have people organized into teams that support the effort and each other. Our roles should be clear enough for each team member to know what they need to do to support the effort and where they need to be at any given time. A good structure holds you up, and is flexible enough to bend without breaking. Ridged structure may seem strong and secure, yet most are brittle and break easily when unexpected loads or changes are applied to them.

An Agile Safety Net

My safety net would be a governance model, a strategic goal, and a clear vision of what we want to achieve. It would be backed up by a robust backlog of requirements and a way to measure success. Safety means that if my plan for today fails, we have the flexibility to quickly re-group and get back on track. My safety net would also have empowered and engaged leaders who know that some things don’t change quickly, but the support and direction they are able to contribute gives us the confidence that if we fall we will just get up and keep moving forward.

Agile Coaching

My coach would be a person who can make me believe that they have done this before, that they have my best interests in mind, yet will give me the tough truth about what I need to do to be successful. They would lead me to do the right thing and also let me learn from my mistakes. They would be my trusted partner, but not a crutch. A good coach will leave me strong enough to do it without them and maybe even better.

Contemplating trying new things, or trying things we have tried before without the results we expected is difficult. Transforming an organization is a big decision no executive would take lightly – but there is a way to do it that increases the chance of success, and maybe one day attempt to do so without the net.

The post The Flying Trapeze appeared first on LeadingAgile.

Categories: Blogs

Integrate, Unify, Create Choices, Decide

NetObjectives - Tue, 07/05/2016 - 17:04
I am currently writing a series of blogs on Lean-Thinking and how to use it to improve Scrum and Kanban.  In the process, I’ll be talking about our proven approach that integrates the best of these into a whole we call “Leanban.”  The need to integrate these is a lesson from long experience with both. Yet I’ve had a concern that doing so may come across as “just one more Agile method being...

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Categories: Companies

Reflecting on a Work Anniversary

Johanna Rothman - Tue, 07/05/2016 - 17:01

I’ve been the technical editor for agileconnection.com for the past five years. It popped up to my LinkedIn network. Several people congratulated me on my work anniversary.

I have learned many things in the past five years:

  • Sometimes, people need “permission” to write what they feel. (They’re concerned they will be too bold, too loud, too something.)
  • Some people need help finding the “right” structure for their writing. Sometimes, that structure is about how to find the time to write. Sometimes, that’s the article structure.
  • Some people need help learning what and how people read on the web.

The biggest thing I have learned is this:

If I tell people the results I need, they will then deliver those results.

It’s the same way on your projects, too. Tell people the results you want. I bet they will deliver those results, if at all possible.

I have asked these questions:

  • Can you tell a story here to illustrate your point?
  • Can you expand this bullet to tell the story? I am sure there is something quite interesting here.
  • I’m confused. Passive voice does that to me. Can you make this active?

I have more questions up my sleeve, and that’s fine. Notice that I don’t “criticize” the writing. I don’t like criticism. I much prefer knowing what to do to improve. I bet you do, too. That’s why I ask for what I want.

If you use agile and have a story to tell, I’m interested. Let me help you publish your story. Send me an email.

If you would like to write better, let me know if you would like to be a part of my next non-fiction writing workshop. I have a wait list for the August workshop. I’ll definitely run it again.

I thank you for all your good wishes, and I do hope I can continue this (part-time) gig. It’s quite fun!

Categories: Blogs

SAFe Foundations makeover delivers faster, simpler introduction to SAFe

Agile Product Owner - Tue, 07/05/2016 - 15:12
Click to go to SAFe videos and presentationsClick to go to SAFe presentations and videos

Steve Jobs notes that simplicity is harder than complexity. We get that. With a framework as robust as SAFe, distilling the essence of the underlying concepts into the shortest possible format can prove to be daunting, but with this latest release of the SAFe Foundations 4.0  video, I think we’ve met the challenge.

The video has had an extreme makeover and should be a great tool for anyone tasked with communicating the concepts behind SAFe. Compared to its predecessor—which has long been our most popular download and video—the new presentation is shorter (23-minutes), and more professionally produced with animations and a cleaner visual presentation. I also get to loosen up a bit, and present SAFe in a more informal, easy-to-understand manner that makes it more accessible for people learning about SAFe for the first time. It covers a high-level overview of the underlying concepts of SAFe: Agile development,  systems thinking, and Lean product development, as well as next steps and resources for implementation. (And did I mention its only 23 minutes!)

I’m fairly happy with it, and hope you will be too. Check it out here, and note that you can also download the accompanying slide presentation as well. Now in 16×9 format.

Stay SAFe!
–Dean

Categories: Blogs

SAFe helps HP Enterprise improve quality by 20% while delivering faster

Agile Product Owner - Tue, 07/05/2016 - 14:03

 

“With a proven framework, we can deliver solutions much faster and with less effort. SAFe® defines the roles, teams, activities and artifacts to apply Lean and Agile principles at enterprise scale, and provides outstanding training and coaching materials to increase our chance of success.”
Peter Vollmer, Distinguished Technologist at HPE

case_study_thumb_HPEAt the newly formed HPE, small steps were the key to Agile success. In the newly published HPE case study, you’ll find inspiration in how HPE coached teams through early initiatives and kept everyone speaking the same language during their SAFe transformation (even if they don’t speak the same native language).

To help teams apply SAFe beyond the classroom, HPE equipped them with a trainer to educate and coach them through the process. They made sure everyone understood terminology and cleared up misunderstandings and preconceived ideas about Agile principles.

Early SAFe users evangelized their experiences, which quickly increased engagement and adoption. Today, HPE is up to several thousand people actively applying Agile methods, with the numbers continuing to grow.

As a result, the company has improved both velocity and quality:

  • Iterations take weeks rather than months
  • Sprints run in two weeks instead of four
  • Defects dropped by 20 percent

To continue the momentum, HPE now looks to train more than 1,000 employees on SAFe and deploy more SPCs in each major geographic area.

Read the full study here, and for those of you who have been following these success stories, note that we’ve added a new section to the study format, “Sharing Best Practices,” where the organization shares their top 2 or 3 thoughts on how to successfully implement SAFe.

Many thanks to Peter Vollmer, SPC4 and Distinguished Technologist at HPE, for sharing HPE’s SAFe Agile journey!

Stay SAFe,
—Dean

Categories: Blogs

Targetprocess v.3.8.10: Group Team Iterations, “Assign to me” in context menu, “Skip” action for test steps, new Time entity, bug fixes

TargetProcess - Edge of Chaos Blog - Tue, 07/05/2016 - 13:13
Group Team Iteration axis if Team is selected as another axis

If you plan work for Team Iterations with the same start date across multiple teams, your life has just become easier! Selecting the Team and Team Iteration axes on views with work items will group Team Iterations into one column.
Pasted image at 2016_06_29 05_01 PM
If you work with SAFe or have cross-team dependencies, you will love using this new functionality with the Show Relations mashup. The mashup adds a button to your top bar which allows you to visualize cross-team dependencies of different types (blockers, relations, dependencies).

Here is an example of a Program Board with the mashup turned on. The visual representation of relations can help you to identify risks caused by dependencies early-on in the planning stage.
Program+Board+2016-06-29+14-46-50

"Assign to me" in the context menu

From now on, it will take less clicks to assign an entity to yourself. You can do it directly from a board; just select ‘Assign To Me’ from the context menu of the card you want to assign.
2016-06-29_1201

Timeline: Planned vs Actual sections

In case Planned and Actual sections are separated on a Timeline, they will now be connected with a line.
f89d66610fcf1d3fc281c350726b33d4

"Skip" action for test steps

Do you want to skip certain test steps during a test case execution? Now you can use the new "Skip" button. You can return back to these test steps later or skip them entirely for the current test plan run.
skip

Improved navigation in search popup

We've improved backwards navigation (using your browser's "Back" button). Search results will now be available through direct link when you navigate back to a page.

Time entity: List, Board

It used to be difficult to get a list of certain time entries in Targetprocess. Now, you can create Board and List views that display Time as cards. You can group them by User, Spent Date or other fields, and you can filter or sort them as you like.

In the example below, we’ve selected Person as the lane for Time cards on a List View. Now, we can easily see the individual time entries which have been posted in the last three days:
new

Minor design changes

We've implemented a new design for sliders, updated the text for deep link confirmation pages and made general improvements to optimize:

  • gray and black backgrounds
  • board perfomance when many cards need to be updated
Fixed Bugs:
  • Fixed an issue when Planned section would hide Actual section on Timelines
  • Fixed inconsistency of icons for teams without icons
  • Inactive projects are shown only on views where projects are selected as cards
  • Fixed possibility to allocate user for 1 day
  • Fixed filter by dropdown CF in lookup
  • Fixed error when user clicks to open Diagnostic Report
  • Fixed an issue where Test Plan Run would not be moved to the new Release along with the Iteration
  • Fixed an issue with reloading Entities when user creates Relation from Relations tab
  • Fixed format of dates in exported files
  • Fixed list layout issue when performing inline edits
  • Fixed an error when you change the value of drop down CF via a board
  • Fixed an issue where the direct link in the context menu of a Project didn't open the Project
  • Fixed inline editing for values from Custom fields on time cards
  • Fixed inconsistency of links in Markdown and CK Editor
Categories: Companies

Links for 2016-07-04 [del.icio.us]

Zachariah Young - Tue, 07/05/2016 - 09:00
Categories: Blogs

Case Study: Flexible Capacity is more valuable than a Flux Capacitor

NetObjectives - Tue, 07/05/2016 - 06:39
Recognize this pattern?  Product Manager wants mobile app.  Requests native apps for Android and iOS.  No one asks about priority, so IT organization silos provide iOS and Android teams to work in parallel.  Two project teams are formed and each estimates one year to deliver.  What’s wrong with this picture? There’s nothing really wrong with this picture, but are there other approaches to...

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Categories: Companies

Case Study: Learning Where the Real Challenge Is

NetObjectives - Mon, 07/04/2016 - 14:44
The case study shows how a client of ours used value stream mapping, combined with 5-whys to identify the real cause of a challenge that was causing a lot of rework (estimated to be 20% of the entire workload of a 100 person development organization).  Once the root cause of the problem was identified, it was easily eliminated.  The case study illustrates the importance of looking at the entire...

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Categories: Companies

Verbal Aikido for Product Managers

Xebia Blog - Sun, 07/03/2016 - 14:41
"Well eh ok, I guess so" mumbled the student in the training exercise where he was practicing how to say no to feature gluttony. I decided to give the class an additional exercise to awaken their inner diplomat. “Diplomacy is the art of telling people to go to hell in such a way that they
Categories: Companies

Links for 2016-07-02 [del.icio.us]

Zachariah Young - Sun, 07/03/2016 - 09:00
Categories: Blogs

Book Review: The John Carlos Story

thekua.com@work - Sat, 07/02/2016 - 18:21

At our internal away day in Brighton, ThoughtWorks EU had a Pillar 3 Bookstore, a book store selling books that encouraged people to learn more about Social and Economic Justice Issues. I ended up picking up The John Carlos Story: The Sports Moment That Changed the World, a bibliography of one of the two famous runners in the 1968 Mexico City Olympics Games who raised their black-gloved fists on the winning podium.

John Carlos Story

As an Australian I remember reading last year a couple of articles of Peter Norman, a person who joined their protest by wearing a symbol but also lived with the same consequences. He died of a heart attack in 2006.

Despite being icons for protesting the movement, what struck me is the courage and the passion that John Carlos had at the time, fighting for equal rights and representation despite the environment in which he found himself. I can only imagine what it was like, having used the opportunity of a world-wide stage, to live with the aggressive response from both the Olympic committees and the sporting community back in the day.

I really enjoyed reading the book to better understand the story you never hear about, and the struggles and bravery people have to fight for the causes they believe in. Do yourself a favour and get a copy of the book here.

Categories: Blogs

What Work Should You Delegate?

Derick Bailey - new ThoughtStream - Fri, 07/01/2016 - 14:30

In the previous video, I talked about the balance between delegating work with a “toss is over the fence” mentality vs checking in to see how things are going.

But I never asked, nor answered, the question of what work should be delegated, in the first place.

Unfortunately, the only valid answer – like everything in software development and business – is “it depends”.

But there are a few principles and rules that you can keep in mind when looking at work and deciding whether or not it should be delegated.

So, what are those principles? What the are the rules, or categories of work with which to make the decision?

Find out in this episode of #ThoughtsOnCode.

Categories: Blogs

Case Study: Financial Team Happiness Increases Due to ATDD

NetObjectives - Fri, 07/01/2016 - 12:31
I went to a financial firm that wanted to increase the effectiveness of their teams. One of the easiest ways to do this is to incorporate Acceptance Test-Driven Development (ATDD) into the team’s process. ATDD involves the triad (customer, developer, and tester) collaborating together on defining the details of a requirement or user story in the form of tests. These tests are written prior to...

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Categories: Companies

Links for 2016-06-30 [del.icio.us]

Zachariah Young - Fri, 07/01/2016 - 09:00
Categories: Blogs

Python: BeautifulSoup – Insert tag

Mark Needham - Thu, 06/30/2016 - 23:28

I’ve been scraping the Game of Thrones wiki in preparation for a meetup at Women Who Code next week and while attempting to extract character allegiances I wanted to insert missing line breaks to separate different allegiances.

I initially tried creating a line break like this:

>>> from bs4 import BeautifulSoup
>>> tag = BeautifulSoup("<br />", "html.parser")
>>> tag
<br/>

It looks like it should work but later on in my script I check the ‘name’ attribute to work out whether I’ve got a line break and it doesn’t return the value I expected it to:

>>> tag.name
u'[document]'

My script assumes it’s going to return the string ‘br’ so I needed another way of creating the tag. The following does the trick:

>>> from bs4 import Tag
>>> tag = Tag(name = "br")
>>> tag
<br></br>
>>> tag.name
'br'

That’s all for now, back to scraping for me!

Categories: Blogs

Targetprocess goes to London: Gartner PPM & IT Governance Summit 2016

TargetProcess - Edge of Chaos Blog - Thu, 06/30/2016 - 18:26
Ole (one of our Solutions Architects) lines up his shot

Ole (one of our Solution Architects) lines up his shot

This month, our team headed to London for the June 13-14 Gartner PPM & IT Governance Summit. Gartner is a technology research and analysis firm that advises enterprise clients. They are considered by many to be thought-leaders for management and IT.

The theme of this year’s summit was “Results-Driven PPM — Leading Change and Delivering Value in the Digital Age.” In our opinion, Gartner’s key message was that in today’s rapidly changing business world, organizations need to develop the capability to quickly react to change and focus on value delivery, rather than continue to focus on managing budgets and meeting deadlines.

This theme matches perfectly with our tool, so we decided to become a sponsor of the event and demonstrate our agile PPM and SAFe capabilities. The summit was full of executives and analysts, all sharing knowledge and trying to find the next big thing. We wanted to gather feedback from this high-level crowd, and examine our own position in the PPM market.

Learn how to connect strategy and execution in the PPM section of our Solutions Gallery

The Targetprocess Booth:

TargetprocessBooth

Our booth’s theme was “Work smart, golf more.” The idea behind this is that using Targetprocess for agile portfolio management (agile PPM) will allow PMOs to save time by improving visibility and traceability. You can read more about this concept at our online brochure.

There was a lot of excitement at our booth about agile PPM, as well as the possibility to manage ALM and PPM in one singular tool. However, there was also some disappointment about the lack of certain traditional items, such as Gantt charts. We’ve said before that timelines are better than Gantt charts for agile management, but we still paid careful attention to these criticisms (see our conclusions at the end).  

After a day of serious presentations and keynote speakers, we took part in a networking reception and handed out some golf-themed drinks (‘Tee’ Time, “Hole in One”) as well as golf balls with agile PPM quotes. We also laid out a small golfing mat in front of our booth and even dressed up like golfers, just for a bit of fun.  

Our team members came from London, Germany, Belarus, the Netherlands, and the U.S. to be present for the summit. The photo was taken after an evening Networking Reception on June 13, 2016

Visitors to our booth had the chance to win a set of Wilson golf clubs. At the end of the summit we held a lottery, and Maria Kiekara from YIT Group was drawn as the winner. Congratulations Maria!

 

Gartner's Conclusions: On business in general:

Gartner states that digital business is still evolving, and predicts that algorithms will be used in autonomous business with smart machines through 2020 and beyond. Just as the internet brought about the advent of digital business, algorithms and smart machines will be the catalyst for algorithmic (or, autonomous) business.

Gartner PPM & IT Governance Summit, 13-14 June 2016, London, UK, Keynote: Business and Technology 2030: Algorithms and (More) Autonomous Business, Dale Kutnick, Donna Fitzgerald

On IT:

Gartner is continuing its advocacy for Bi-Modal IT, a practice that Gartner defines as the “the managing of two separate, coherent modes of IT delivery, one focused on stability and the other on agility. Mode 1 is traditional and sequential, emphasizing safety and accuracy. Mode 2 is exploratory and nonlinear, emphasizing agility and speed.” Analysts stressed the need to dedicate resources to Mode 2 projects without traditional budget rules:

  • The value of Mode 2 initiatives are not easily reflected using traditional ROI analysis
  • Mode 2 projects which are subjected to traditional funding and governance rules will be stymied, often at the expense of innovation
  • Creative leadership from the CIO and IT departments is required to shift the thinking around approval and funding for Mode 2 projects.

Gartner PPM & IT Governance Summit, 13-14 June 2016, London, UK, Workshop: Mode 2/Agile Funding — No Longer, About Cost But Value, Jim McGittigan

Gartner PPM & IT Governance Summit, 13 - 14 June 2016, London, UK, Changing Governance to Exploit Enterprise Agile, Bill Swanton

On agile:

The unfortunate truth about agile is that it is excellently positioned for use as a buzzword. However, we know that agile should be more than just a buzzword and is here to stay.

Gartner PPM & IT Governance Summit, 13 - 14 June 2016, London, UK, Survival Strategies for the PMO in an Enterprise Agile World, Matthew Hotle

This year, a recurring theme at analyst presentations seemed to be that traditional project management should give way to agile product management. Early capability to ship value (as MVP), continuous improvement, iterations, and team continuity were some of the cited benefits that such a shift can bring.

Gartner discussed SAFe as a framework for scaling agile practices.

On PPM:

We believe a key message from Gartner was that traditional PPM is still widespread in the enterprise market, but PMO's and CIO's need to figure out how to embrace agile at the enterprise level.

TraditionalPPM

Gartner also stated how digitalization is disrupting the PPM “Comfort Zone.”

Gartner PPM & IT Governance Summit, 13-14 June 2016, London, UK, The PPM Market: State of the Universe, Daniel B. Stang

An action plan from Gartner for PPM Leaders: In the next 12 months, work to eliminate or consolidate overlapping tools where possible, without assuming all work can be managed in one tool.

Gartner also offers some advice on PPM tool best practices in the face of disruption: keep track of the varied needs for different kinds of PPM tools, listen to the different workgroups and teams asking for them or adopting them outright, and don't assume you can force all the workgroups into the same tool.

Gartner PPM & IT Governance Summit, 13 - 14 June 2016, London, UK, The PPM Market: State of the Universe, Daniel B. Stang

Our Conclusions:

There was a lot of discourse about agile at the summit. Still, we observed that many of the exhibiting tools were fairly traditional, and the attitude of PMO representatives from some companies towards agile seemed to be one of guarded optimism.

This caution is understandable; the enterprise market is just waking up to agile as the way to survive in today’s disruptive economy. The PPM industry is going to need to reinvent itself soon to stay relevant, but big enterprises cannot just switch gears as fast as they may want to. However, companies that adopt an agile mindset early-on can expect to get a leg up on the competition as the digitalization of business pushes inexorably forward, forcing companies to adopt more flexible and adaptive approaches.

"By 2020, more than three-quarters of the S&P 500 will be companies that we have not heard of yet."  - Professor Richard Foster, Yale University

We're not saying that Targetprocess, as a tool for agile portfolio management, is the ultimate solution for any client. Just as agile can't be looked at as a magic pill to cure all your troubles, no software tool should be looked at as perfectly comprehensive for all 4 levels of Gartner's pyramid above. Our PPM solution is still evolving. However, we strongly believe that it is well-positioned to help companies that want to scale agile to the enterprise level in order to embrace change, become more responsive, and deliver value faster.

100% of users believe @Targetprocess is headed in the right direction #PPM https://t.co/UJR1Al9vNN

— G2 Crowd (@G2Crowd) January 25, 2016


As a nice bonus, Targetprocess lets you do both agile PPM and agile ALM within one tool so that you can have more time for other activities, such as golf (instead of manually synchronizing data between your PPM and ALM solutions). Speaking of which, we have some Targetprocess golf balls left with quotes about our PPM solution, so let us know if you feel like giving it a shot!

 

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