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Are you too busy to improve?

Are you too busy to improve? | DEVOPS | Scoop.it

This illustration is inspired by and in part derived from the work by Scott Simmerman, "The Square Wheels Guy"  For translated versions of this image and terms of use please see this page 

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DEVOPS
DEVOPS, agilité, tests, déploiement, sécurité
Curated by Mickael Ruau
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Bug magnet

Bug magnet | DEVOPS | Scoop.it
Exploratory testing assistant for Chrome and Firefox. Adds common problematic values and edge cases to the context menu (right-click) for editabl
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Server Security Techniques | Section 1: Server Security Fundamentals | InformIT

Server Security Techniques | Section 1: Server Security Fundamentals | InformIT | DEVOPS | Scoop.it

General techniques to secure just about any server you have, whether it’s hosting a website, email, DNS, or something completely different.

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Agile and lean impediment game - Agile Tour Brussel 2015 - Ben Linders

If you want to become agile and lean, teams need to be able to handle impediments quickly and effectively. This game teaches you to recognize and analyse imped…
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Taiga.io

Taiga.io | DEVOPS | Scoop.it
Taiga is a project management platform for startups and agile developers & designers who want a simple, beautiful tool that makes work truly enjoyable.
Mickael Ruau's insight:

Version open source à télécharger sur https://github.com/taigaio

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Tutoriel pour débuter avec la méthode Scrum sur Trello

Tutoriel pour débuter avec la méthode Scrum sur Trello | DEVOPS | Scoop.it
La méthode Scrum: kesako? Sprints, backlogs, Scrum Master… par où débuter ? Que faut-il pour commencer ? Voici le MVP de la méthode Scrum.
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The Leadership Challenge

The Leadership Challenge | DEVOPS | Scoop.it
In projects that are implementing Scrum, the role of the Scrum Master is very crucial as he is a team facilitator. This article focuses on what is Servant Leadership, origins of servant leadership, how to transfer leadership to teams, the role of the Scrum Master as a Servant Leader and it expounds on the principal characteristics and traits of a Servant Leader.
Mickael Ruau's insight:

Larry C. Spears1, who served as President and CEO of the Robert K. Greenleaf Center for Servant Leadership has highlighted the following traits that are central to the development of the servant leadership ethos in an individual –

  • Commitment to the growth of people: A servant leader is convinced that people have an intrinsic value beyond their contributions as workers. Therefore, he or she should nurture the personal, professional and spiritual growth of employees. For example, he spends funds and resources for the personal and professional growth of the people who make up the organization. The servant leader will also encourage the ideas of everyone and involve workers in decision making.
  • Building community: A servant leader identifies means to build a strong community within his organization and wants to develop a true community among businesses and institutions.
  • Healing: A servant leader tries to help people solve their problems and conflicts in relationships, because he wants to encourage and support the personal development of each individual. This leads to the formation of a business culture, in which the working environment is dynamic, fun and free of the fear of failure.
  • Listening: He listens actively to subordinates and supports them. The servant leader particularly needs to pay attention to what remains unspoken in the management setting. This means relying on his inner voice in order to find out what the body, mind and spirit are communicating.
  • Empathy: A servant leader attempts to understand and empathize with others. Workers may be considered not only as employees, but also as people who need respect and appreciation for their personal development. As a result, leadership is seen as a special type of human work, which ultimately generates a competitive advantage for the business.
  • Awareness: A servant leader needs to gain general awareness and especially self-awareness. He has the ability to view situations from a more integrated, holistic position. As a result, he gets a better understanding about ethics and values.
  • Persuasion: A Servant Leader does not take advantage of their power and status by coercing compliance; they rather try to convince those they manage.
  • Conceptualization: A servant leader thinks beyond day-to-day realities. That means he has the ability to see beyond the limits of the operating business and also focuses on long term operating goals.
  • Foresight: Foresight is the ability to foresee the likely outcome of a situation. It enables the servant leader to learn about the past and to achieve a better understanding about the current reality. It also enables the servant leader to identify consequences about the future. This characteristic is also closely related to conceptualization.
  • Stewardship: CEOs, staffs and trustees have the task to hold their institution in trust for the greater good of society.

 

In conclusion, servant leadership is seen as an obligation to help and serve others. Openness and persuasion are more important than control.

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How to Kanban with Trello

How to Kanban with Trello | DEVOPS | Scoop.it
You hear about Kanban all the time. There are great guides out there but you do not know where to start. Is this the case? I had the same problem too. So I tried to gather some really baby steps of implementing a simple Kanban system for your early development phase. For some time now…
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Our Company Impediments Wall – Agile Insights –

Our company works with Scrum. We have about 15 Scrum Teams. Every Scrum Team runs into impediments. Often the impediments can be resolved within the Development Team. When this is not possible the…
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Scrum Myths: Scrum is "Meeting Heavy"

Scrum Myths: Scrum is "Meeting Heavy" | DEVOPS | Scoop.it
When Scrum is introduced in a company, most of the time, the development team embraces it with lots of enthusiasm. Scrum embodies self-organizing, autonomous, multidisciplinary teams that acknowledges individual qualities and reinforces the strengths of the team as a whole. Who doesn't want to be part of a Scrum team?
Quite often however, after the Scrum honeymoon period, I start to hear comments like:
Mickael Ruau's insight:

The Scrum Guide states the prescribed Scrum events (they are explicitly not called meetings) are used to create regularity and to minimize the need for meetings not defined in Scrum. All events are time-boxed, such that every event has a maximum duration. The prescribed time-boxes based on a sprint of 1 month are:

 

  • Daily Scrum: 15 minutes
  • Sprint Planning: max 8 hours
  • Sprint Review: max 4 hours
  • Sprint Retrospective: max 3 hours
  • Product Backlog refinement: on average 10% of the capacity of the Development Team

Considering these time-boxes, Scrum doesn't seem a framework that should result in a meeting culture. So what is it, this feeling often does arise?

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The 25 Characteristics of a Great Development Team

The 25 Characteristics of a Great Development Team | DEVOPS | Scoop.it
Recently I wrote an article about the characteristics of a great Product Owner. It gave me the idea to do the same for the Development Team and Scrum Master. This blog post focuses on the Development Team; I'll describe the characteristics, skills and conditions.

Great Development Teams...

 
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Kanban Guide for Scrum Teams

Kanban Guide for Scrum Teams | DEVOPS | Scoop.it
The Kanban Guide for Scrum Teams is the result of a collaboration between members of the Scrum.org community and leaders of the Kanban community. Together, they stand behind The Kanban Guide for Scrum Teams. It is their shared belief that professional software practitioners can benefit from the application of Kanban together with Scrum. (April 2018 version)
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Beyond Budgeting - The Adaptive And Agile Management Model

Beyond Budgeting - The Adaptive And Agile Management Model | DEVOPS | Scoop.it
This guest blog by Bjarte Bogsnes talks about Beyond Budgeting, the adaptive and agile management model, and warns organizations to not fall into the Rolling Forecast trap.
Mickael Ruau's insight:

The Rolling Forecasting Trap

Some consultants have therefore tried to “carve out” elements of Beyond Budgeting as a starting point for their clients. The classic example is “Rolling Forecasting”, where forecasts are updated typically every quarter and typically with a five-quarter rolling horizon.

Actually, Beyond Budgeting does not specifically speak about Rolling Forecasting. Principle 7 and 9 recommend a dynamic, lean and unbiased forecasting process. Rolling Forecasting is one way, but not the only way.

I might, by the way, be wrong, but I believe Borealis was one of the first companies implementing such a forecasting process when we kicked out the budget back in 1995, before there was anything called Beyond Budgeting. At least, we had not heard of anyone else doing this. Fortunately, we avoided the trap described below.

Conflicting purposes

Rolling Forecasting is a tempting place to start. Not scary, not challenging any executive beliefs, and something Finance is naturally in charge of. Unfortunately, it too often becomes a dead end, or at least a detour many find it hard to return from.

 

Rolling Forecasting is a tempting place to start. Not scary, not challenging any executive beliefs, and something Finance is naturally in charge of. Unfortunately, it too often becomes a dead end.Click To Tweet

The simple reason is that the budget has three different purposes:

1. Target setting – what we want to happen

The budget works as a target for production, sales, profit etc., often coupled with bonuses.

2. Forecasting – what we think will happen

The budget should provide insights into, for instance, next year’s expected cash flows and financial capacity.

3. Resource allocation – what it takes to make it happen

The budget hands out bags of money to the organisation, both opex and on capex.

This financial kinder-egg might seem very effective. Three purposes fulfilled in one process and in one set of numbers. But herein lies also the problem; the three do not go well together. How can an ambitious sales target also represent expected revenues? How unbiased is a cost forecast that is also a line manager’s only shot at getting access to resources for next year?

The problem with implementing Rolling Forecasting on its own is that it leaves an important question open; how will the two other budget purposes be solved? When I as ask this question to companies who are about to start in this “easy” way, I typically get one of these answers:

  • The Rolling Forecast will be used for target setting and resource allocation.
  • We will still make annual budgets only for these two purposes.

The first answer means that the company is implementing nothing but a rolling budget process. Four budgets a year. Much more work, and a lot of pissed off people.

The second answer implies less work, but also means that beyond the “forecasting against the December wall” problem, none of the many other budget problems are solved.

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Test Heuristics Cheat Sheet | Software Testing is an Art!

Elisabeth Hendrickson’s Test Heuristics Cheat Sheet

1. Data Type Attacks

Paths/Files
Time and Date
Numbers
Strings
General

2. Web Tests

Navigation
Input
Syntax
Preferences

3.  Heuristics

Variable Analysis
Touch Points
Boundaries
Goldilocks
CRUD
Configurations
Interruptions
Starvation
Position
Selection
Count
Multi-user
Flood
Dependencies
Constraints
Input Method
Sequences
Sorting
State analysis
Map making…

4. Frameworks

Judgment
Observations
Flow
Requirements
Nouns & Verbs
Deming’s Cycle

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Why agile testing isn't working

Agile Testingdoesn’t work When testing becomes a separate activity

Agile Testingdoesn’t work When team determines tests during sprints

Agile Testing doesn’t work When testers & developers don’t really collaborate

Agile Testing doesn’t work When testing is about zero bugs

Agile Testing doesn’t work When it’s all about bugs status reports

Agile Testing doesn’t work When you focus on automation tools

 

Mickael Ruau's insight:

Agile Testing will work when …

 Drop the Testing Column – Test always

 Specification by Example – Shared Understanding

 Testers and Developers pulling the same direction

 Measure what is important for the business

 Shared agreement with business

 Don’t focus on tools

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Removing Impediments | The ScrumMaster State of Mind Model | InformIT

Removing Impediments | The ScrumMaster State of Mind Model | InformIT | DEVOPS | Scoop.it

Discover the model that helps ScrumMasters decide which approach they will take to address day-to-day situations.

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Beyond budgeting: l'agilité pour les exécutifs - Ajiro

Beyond budgeting: l'agilité pour les exécutifs - Ajiro | DEVOPS | Scoop.it

tous ses principes peuvent être pris séparément et c’est d’ailleurs ce que le Beyond Budgeting Institute conseille de faire pour une évolution vers le Beyond Budgeting. Par contre, ils créent tous ensemble un système cohérent et il est donc peu conseillé de ne prendre qu’un bout comme par exemple les rolling forecast sans questionnement sur la fixation d’objectifs.

Mickael Ruau's insight:

Je souhaite avoir un prévisionnel pour prendre des décisions d’orientation. Je pourrais aussi dire que je souhaite évoluer en phase avec mon objectif.

 

Je vais faire une aparté sportive et le dopage dans le sport : on ne trouve que ce que l’on cherche. Si je ne veux pas voir la réalité parce qu’elle ne m’arrange pas, je peux ne pas la voir même si cela ne change rien sur la réalité.

 

D’où des prévisionnels superbement en ligne avec le budget sur des domaines où cela ne devraient pas être le cas comme le support de production. L’homme sachant très bien s’adapter, si les règles de système sont connes le comportement le sera tout autant.

 

S’il y a des objectis basés sur la ‘qualité des estimations’, il y aura l’effet beurrage de lunettes. La question souvent à se poser est : Est ce que je veux voir la réalité? J’ai trop souvent vu des personnes faire parler des reporting branchées sur des données ‘adaptées’ pour ne pas dire totalement fausses. La projection doit me permettre de prendre des décisions. Une justification n’est pas une décision.

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Comment des équipes Agiles peuvent automatiser leurs flux de travail grâce à Trello

Comment des équipes Agiles peuvent automatiser leurs flux de travail grâce à Trello | DEVOPS | Scoop.it
Comment des équipes Agiles peuvent automatiser leurs flux de travail grâce à Trello?
Voici la méthodologie que nos équipes Agiles ont implémentées, de A à Z, afin d’automatiser leurs flux de travail avec Trello, Zappier et Google Sheets.
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People Re-Engineering How To’s: Leadership Enablement

People Re-Engineering How To’s: Leadership Enablement | DEVOPS | Scoop.it
There is no doubt that leadership is the management model that is now influencing the software industry, under the enormous challenges imposed by the Digital Transformation Age. People re-engineering elevates the value of leadership by taking “Leadership Enablement” as one of its basic threads, which brings vitality and vigor to a software organization.
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The Scrum Master as a Servant-Leader

The Scrum Master as a Servant-Leader | DEVOPS | Scoop.it
The role of a Scrum Master is one of many stances and diversity. A great Scrum Master is aware of them and knows when and how to apply them, depending on situation and context. Everything with the purpose of helping people understand and apply the Scrum framework better.
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A powerful technique to improve your Scrum events

A powerful technique to improve your Scrum events | DEVOPS | Scoop.it

Liberating Structures are 33 microstructures that allow you to unleash and involve everyone in a group – from extroverted to introverted and from leaders to followers. In this series of posts, we show how Liberating Structures can be used to spice up your Scrum events. Move away from the stickies and the whiteboards for a moment, and explore these novel facilitation techniques.

Mickael Ruau's insight:

1-2-4-All is one of the most applied facilitation techniques from the Liberating Structure collection. Within 12 minutes you can engage everyone simultaneously in generating questions, ideas, and suggestions. Regardless of how large the group is you’ll engage every individual in searching for answers. We’ve used this technique for our trainings with 12 participants, but also during seminars with 100+ people. It unfolds open conversations and sifts ideas and solutions in rapid fashion. Most importantly, participants own the ideas, so follow-up and implementation is simplified.

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Myth 11: In Scrum, we spend too much time in meetings

Myth 11: In Scrum, we spend too much time in meetings | DEVOPS | Scoop.it
In this article we’ll bust the myth that in Scrum too much time is spend in meetings. We’ll not only describe how time-consuming the Scrum events factually are, but also clarify the purpose and importance. After explaining the origins of this myth, we’ll offer some practical tips to prevent or resolve the symptoms.
Mickael Ruau's insight:

Factually, how time-consuming are the Scrum events?

The prescribed time-boxes are based on a sprint of 1 month. For shorter Sprints, the event is generally shorter. The time-boxes are:

  • Daily Scrum: 15 minutes;
  • Sprint Planning: at most 8 hours;
  • Sprint Review: at most 4 hours;
  • Sprint Retrospective: at most 3 hours;

The activity of refining the Product Backlog requires on average 10% of the capacity of the Development Team. Considering these time-boxes, Scrum doesn’t seem a framework that should result in a meeting culture.

For a full-time developer in a 4-week Sprint, the Scrum events take at most 22,5% of the time:

  • Full-time: 160 hours per Sprint
  • Scrum events: 20 hours
  • Backlog refinement: at most 16 hours

If we visualize the Scrum events for a 2-week Sprint it doesn’t look too bad right?

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8 Best Practices to Start a Scrum Project

8 Best Practices to Start a Scrum Project | DEVOPS | Scoop.it
Currently I'm writing a series of blog posts about the retrospective I facilitated during Scrum Day Europe. I'll describe the strength of Scrum, experienced frustrations, small improvements and also what should be the focus the upcoming years. For the latter the participants suggested Scrum should focus on creating value-driven organizations. While doing some research on this idea I stumbled upon an old blog post I wrote two years ago: '6 Best Practices to Kick Start Your Scrum Team'.
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SOAT Blog » La rétro qui envisage le pire

SOAT Blog » La rétro qui envisage le pire | DEVOPS | Scoop.it

Cette rétro me semble adaptée en cas de sprints à venir compliqués sur lesquels l’équipe a une certaine appréhension. Son déroulement est assez simple :

  • Définir le positif.
  • Définir les objectifs/craintes du prochain sprint (=> prise de température pour voir l’état d’esprit de l’équipe).
  • Sélectionner les objectifs/craintes sur lesquels on veut se pencher
  • Imaginer les pires scénarios possibles (en évitant les scénarios hors sujet de type « bombe nucléaire » et reformulations du sujet en son contraire).
  • Sélectionner les pires scénarios sur lesquels on veut/peut agir.
  • Définir un plan d’action !
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R comme #Renard •

R comme #Renard • | DEVOPS | Scoop.it
Article co-écrit par Virginie Désert-Beurton (Valeurs & Co.) et Mickaël Ruau (Shaker Technologies) Le Renard #AngersFrenchTech, mascotte de la  Cité angevine de l’Objet Connecté, aura fait jaser. L’image traditionnellement renvoyée du renard est celle d’un animal rusé à la conduite souvent sournoise. Ce serait oublier Saint-Exupéry et la bienveillance du compagnon de coeur du Petit …
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Trouble in Scrum City – LeadingAgile Field Notes –

When attempting to address contemporary needs in a flexible, dynamic, and effective way, it’ll take more than the same old Scrum.
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