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Expressions lambda: limites et dangers. – Blog technique Groupe SII

Expressions lambda: limites et dangers. – Blog technique Groupe SII | DEVOPS | Scoop.it

Tout d’abord, qu’est-ce qu’une expression lambda? Ce n’est ni plus ni moins qu’un bout de code représentant une fonction logique du programme. Si la syntaxe:

(a, b) => a < b;

peut porter à confusion, l’expression lambda n’est pas si effrayante quand on la considère simplement comme une méthode. Une méthode qui n’a pas de nom, et dont la signature est inférée par le compilateur en fonction du contexte. Dans l’exemple ci-dessus, il s’agit d’une méthode qui prend « a » et « b » en paramètre, et qui retourne le résultat de l’opération « a inférieur à b ». Une expression lambda peut ne pas prendre d’argument:

() => Math.Random.Next();

Et/ou exécuter plus d’une instruction:

a => { ++a; return a*2; };

Dans ce dernier cas, on parle de « fonction lambda », par opposition à l’expression lambda qui ne contient qu’une seule instruction.

Mickael Ruau's insight:

Ce qu’il faut toujours garder à l’esprit, c’est que l’expression lambda est une facilité syntaxique parfaitement appropriée dans les situations où le délégué à exécuter est:

  • Simple: une expression lambda de plus de quelques lignes rendra votre code illisible.
  • Non réutilisable: tout code réutilisable a sa place dans une méthode.
  • Monocast: tout délégué composé avec des expressions lambda ne pourra pas être décomposé.

La prochaine fois que vous tombez sur une expression lambda de plus de 300 lignes, dupliquée dans une quinzaines de classes différentes, et réinscrite en boucle sur le même évènement à chaque interaction utilisateur; ne cherchez pas plus longtemps pourquoi l’application dont on vous a confié la maintenance présente des temps de réponse exponentiels et termine en débordement mémoire après quelques heures d’utilisation…

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% A Roadmap for Scrum@Scale - Scrum Inc The roadmap for deploying Scrum@Scale than enables a "scale-free" architecture that works in any size project.  These are essential steps to attaining high o...

% A Roadmap for Scrum@Scale - Scrum Inc The roadmap for deploying Scrum@Scale than enables a "scale-free" architecture that works in any size project.  These are essential steps to attaining high o... | DEVOPS | Scoop.it


This roadmap sets an organization on a journey which is essentially the Toyota Kata, a repeatable pattern of working that enables continuously improving organizational effectiveness without the waste of extra roles, hardening Sprints, or non-Scrum teams which cripple performance.

"Go See" - Scrum Coaches develop a list of organizational problems
Senior Management Briefing
Lay-out current problems
Identify the desired goal
Show how Scrum@Scale can achieve that goal by delivering twice the value in half the time
Identify initial agile initiatives for a small set of teams that will become a reference model for Scrum
Select a leadership Scrum team that with create an "Agile Operating System" for the selected initiatives - the Executive Action Team (EAT).
Select a leadership team that will prioritize all work on the selected initiatives - the Executive MetaScrum.
Train leadership, Product Owners, Scrum Masters, and team members who will work within the "Agile Operating System" defined, created, managed and supported by the EAT.
When the Product Owner team has a backlog, form teams around that backlog to maximize organizational performance.
Create Scrum of Scrums with Scaled Daily Scrums as a release team to coordinate the integrated activity across teams.
Deliver early and often.
When initial initiatives are successful and a "Reference Model" for how Scrum works well in the organization has been established, expand the "Agile Operating System" to the next prioritized set of initiatives.
Rinse and Repeat
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Getting to Done

Getting to Done | DEVOPS | Scoop.it

The secret to working software is complete testing inside the Sprint. If your testing practices aren’t tip-top, your teams are probably struggling, your customers are probably frustrated, and you most likely don’t know when the product will ship.


Five causes of team failures :

  1. Poor definition of DONE
  2. Stories not READY
  3. Dysfunctional Leadership,
  4. Technical Debt
  5. Ineffective coaching
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Scrummer Reading List 2018 | scrum books, lean books, agile books,

Scrummer Reading List 2018 | scrum books, lean books, agile books, | DEVOPS | Scoop.it
Who says you can't feed your mind while relaxing this summer? The Scrum Inc. team shares their 2018 Scrummer reading recommendations to inspire you to be better, faster and happier.
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Cross-Functional Team - Published Patterns

Cross-Functional Team - Published Patterns | DEVOPS | Scoop.it

A Game

Assemble several small teams who will compete in a game to make and fly paper airplanes. Each team member may make only one fold at a time, and then must switch to work on another plane. No plane may have more than 15 folds. It must be at least 15 centimeters long and 8 centimeters wide. It must have a blunt tip at least 2 centimeters wide. To qualify as a quality product the plane must fly 3 meters horizontally when the tester tests it. The tester may test each plane only once.

Try the game, and apply Scrum patterns (hint: Swarming) to optimize the number of quality planes produced in a one-minute Sprint.
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The Mechanical Scrum Pitfalls – Serious Scrum –

Scrum is a framework based on an empirical process built on three pillars: transparency, inspection and adaptation. It is about having transparency in work processes and relationships, inspection to…
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The Daily Standup for an Agile Coach

The Daily Standup for an Agile Coach | DEVOPS | Scoop.it
For an agile coach, the daily standup forms a great opportunity to observe the team and ask some coaching questions
Mickael Ruau's insight:

Try this

  • Avoid asking each person on the team to give one status report; focus instead on the stories and priorities. Focus on the work, not the worker.
  • Pass a ball (or some token) around to indicate whose turn it is to speak and to add dynamism to the daily standup.
  • Team members should be speaking and making eye contact with each other, not reporting to the ScrumMaster.
  • If the team is not finding the meeting useful, find the root cause and fix it, rather than abandoning the meeting. Often the granularity of the tasks does not match the frequency of the meeting, or people do not collaborate.
  • Use a “parking lot” for discussions that are too long or do not concern the wholeteam. Keep the stand-up focused, finish it on time, and then anyone who needs to continue the parked discussions can do so after the meeting is over. Anyone has the right to call “time out”.
  • Towards the end of the meeting, ask questions like: "Which story are you going to finish next?" or "Do you have in front of you all the information you need to make good decisions?"
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5 Powerful Things About the Sprint

5 Powerful Things About the Sprint | DEVOPS | Scoop.it
The Sprint is one of the five Scrum events. In my Professional Scrum Courses, this is the event that people often forget about because it is a container event, not necessarily something you distinctly schedule on the calendar.

This container holds the space for all of the work to create the shippable Increment of product, and it is limited to one month or less in duration (i.e. time-box). This container starts with Sprint Planning and ends with the Sprint Retrospective. Then the next Sprint immediately starts.

The Sprint can seem like a simple administrative term, and people sometimes brush it off.
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Les 7 livres les plus recommandés sur le podcast Growth Makers

Après des dizaines d’heures de travail pour trouver un format innovant, des invités passionnants, et des questions qui pourraient intéresser les auditeurs potentiels (ma famille et quelques copains à…
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The Lean UX Canvas

The Lean UX Canvas | DEVOPS | Scoop.it
In most of my work these days I don’t often use an official canvas. I prefer to pick and choose the assumptions that can be found on the Business Model Canvas, Lean Canvas and others as appro…
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[INFOGRAPHIE] Petite histoire de la méthode DevOps

[INFOGRAPHIE] Petite histoire de la méthode DevOps | DEVOPS | Scoop.it
En quelques années, la méthode DevOps, qui vise à améliorer la mise en œuvre et la qualité de projets informatiques, a connu un développement fulgurant. Découvrez l'histoire du DevOps en quelques dates !
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Comment faire pousser son produit logiciel en pratique

Passer à l’Agilité et continuer à construire plutôt que de commencer à faire pousser revient à continuer de travailler comme avant :

  1. Un fonctionnement produit inchangé
  2. Une capacité à mettre en production limitée
  3. Un produit qui n’est pas conçu pour être évolutif
  4. On limite au maximum les évolutions, indépendamment des besoins réels
  5. L’équipe se comporte en exécutant plutôt que de penser au réel sens du produit
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Modern Agile and Scrum — Deliver Value Continuously

But Scrum never says that you can’t deliver more often during the Sprint. Many people using Scrum don’t wait until the end of Sprint to deploy. Continuous Delivery is the norm for them, while using…
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One Step at a Time - Published Patterns

One Step at a Time - Published Patterns | DEVOPS | Scoop.it
If you change multiple things at once, it’s hard to know which one led to an improvement.

Reflections of any kind generally lead people to propose many possible kaizens (incremental improvements; see Kaizen and Kaikaku). After all, everyone and every team have many challenges. Some may owe to lapses in execution or understanding, while some relate just to constraints that frustrate straightforward progress. It is natural to want to fix all of them; we all strive for perfection.

However, we can’t always fix everything. It takes too much energy, and if we try to improve everything, we will improve nothing very well.
Mickael Ruau's insight:

Make sure that the work queue (Product Backlog, Impediment List) is ordered (1, 2, 3) rather than categorized (“must have,” “should have,” “want”).

Categorized lists give management and other stakeholders the expectation that the team might attack the work items in parallel.

 

Let management artifacts clarify that the entire team will attack one item at a time.

However, use common sense. If there are small items on the list that don’t require the attention of the entire team together, and the items are independent, then it may be reasonable to tolerate a modicum of parallelism.

 

If the work queue is fundamentally unordered, as the Sprint Backlog might be, the team should still work on a single cohesive change at a time.

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Microsoft Plots ‘Agile’ Development Course as Talk on Job Cuts Loom - CIO Journal.

Microsoft Plots ‘Agile’ Development Course as Talk on Job Cuts Loom - CIO Journal. | DEVOPS | Scoop.it
Microsoft CEO Satya Nadella is preaching a more nimble approach to building software as part of the the company's transformation.
Mickael Ruau's insight:
 Following a July 10 memo in which he promised to “develop leaner business processes,” Mr. Nadella told Bloomberg Thursday that it makes more sense to have developers test and fix bugs instead of a separate team of testers to build cloud software. Such an approach, a departure from the company’s traditional practice of dividing engineering teams comprised of program managers, developers and testers, would make Microsoft more efficient, enabling it to cut costs while building software faster, experts say. Read more ...
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Développement agile, faire pousser plutôt que…

Développement agile, faire pousser plutôt que… | DEVOPS | Scoop.it
On compare souvent le développement logiciel à un processus de construction. Explorons une autre analogie plus appropriée: celle de "faire pousser" le logiciel.
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Developer-Ordered Work Plan - Published Patterns

Developer-Ordered Work Plan - Published Patterns | DEVOPS | Scoop.it
Compare and contrast with One-Piece Continuous Flow and Informal Labor Plan.
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Epic – Scaled Agile Framework

Epic – Scaled Agile Framework | DEVOPS | Scoop.it

An Epic is a container for a Solution development initiative large enough to require analysis, the definition of a Minimum Viable Product (MVP), and financial approval before implementation. Implementation occurs over multiple Program Increments (PIs) and follows the Lean startup ‘build-measure-learn’ cycle. Epics are integral to Lean Budgets and Lean Portfolio Management (LPM) models. They require an Epic Owner and Lean business case. Epics typically do not need a traditional scope completion end state. Instead, work continues on it until the achievement of the optimum economic benefit. There are two types of epics: business epics and enabler epics, each of which may occur at the Portfolio, Large Solution, and Program Levels. This article primarily describes the definition, approval, and implementation of portfolio epics. Solution and program epics follow a similar pattern.

 

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Oubliez les Frameworks Agile, pensez Patterns ! | Blog Xebia - Expertise Technologique & Méthodes Agiles

Oubliez les Frameworks Agile, pensez Patterns ! | Blog Xebia - Expertise Technologique & Méthodes Agiles | DEVOPS | Scoop.it
Les Patterns Organisationnels sont une technique de modélisation des organisations qui a émergé dans les années 90 chez Bell.
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Modern Agile and Scrum — Make People Awesome – Serious Scrum –

Scrum is a framework intended to deliver the highest possible value using an empirical model by self-organising teams. The high value deliveries can make the team, the users and the remaining…
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Did a Publisher Just Build the Future of Retail? – Member Feature Stories –

With publishers mastering “what to buy” content and testing out physical stores, an entity like New York magazine seems poised to survive whatever’s next for media — and retail.
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#NRF19 à New York > 3 entreprises Retail Tech américaines à rencontrer absolument –

#NRF19 à New York > 3 entreprises Retail Tech américaines à rencontrer absolument – | DEVOPS | Scoop.it
Thème : La recherche visuelle pour le Retail

Qui ? : Slyce, premier fournisseur mondial de technologie de recherche visuelle pour le Retail.

Objectif : Proposer aux retailers une solution clé en main de recherche visuelle (être le Shazam du retail) redirigeant les utilisateurs vers leurs catalogues (et non Amazon…).

Pourquoi s’y intéresser ? L’image – et la voix – pourraient bien vite remplacer la barre de recherche. En matière d’image, un reflexe simple et rapide s’installe chez les consommateurs : prendre en photo un produit dans la vie réelle et le retrouver – ou retrouver son équivalent – dans le catalogue d’une enseigne.

A condition que l’enseigne lui propose ce service ! Amazon, Google, Alibaba, et Pinterest investissent fortement dans cette technologie. (30 % du total des recherches faites aux US sur Google est une recherche via l’image).Si les enseignes n’intègrent pas rapidement la recherche visuelle sur leur appli ou leur site mobile, le risque est grand que l’appli Amazon devienne « l’appli par défaut » de la recherche visuelle.

Clients : 50 clients parmi lesquels Neiman Marcus, Macy’s, Abercrombie et Tommy Hilfiger, ou encore The Home Depot, et Best Buy,

Supériorité de la technologie :

Slyce construit ses propres classificateurs et ses propres données d’apprentissage. (Slyce ne se base pas sur des données open source).
Un taux d’exactitude de 95%, permis par des ‘Human in the loop’. Si le résultat de recherche n’est pas satisfaisant, une personne prend la main, corrige et restitue un résultat parfait. Ceci 24h sur 24.



A savoir : Les clients de Slyce s’approprient la recherche visuelle à leurs propres cas :

Home Depot : Outil pour les vendeurs magasin – Chez Home Depot, 75 % des photos sont prises par ses employés : vendeurs en rayons, ou à la caisse lorsqu’il n’y a pas de code-barres sur le produit.
Jet.com (Walmart ) : Constitution de listes de courses – A domicile, le client se constitue sa liste de course en prenant en photo les produits à recommander
Bed Bath and Beyond : Création de listes de mariage – Les futurs jeunes mariés se créent leur liste de mariage en faisant le tour du magasin et en prenant des photos de produits
American Eagle Outfitter : Complete the Look – Le client prend en photo un vêtement via l’appli AEO, obtient des résultats et, en cliquant sur « Build Me An Outfit », obtient un « look » complet avec des vêtements et accessoires qui complètent le vêtement et peuvent être personnalisés en fonction de son profil CRM.AEO a lancé ce service sur Facebook Messenger l’automne dernier.
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"Fast CoDev" : 30 minutes pour résoudre un problème en collectif

"Fast CoDev" : 30 minutes pour résoudre un problème en collectif | DEVOPS | Scoop.it
Comment faire pour aider une équipe à résoudre un problème sans leur donner de solution
ni être expert du sujet ?
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Test de Limber : nouvel outil gratuit de veille et curation -

Test de Limber : nouvel outil gratuit de veille et curation - | DEVOPS | Scoop.it
Ce qu’ils annoncent sur leur page d’accueil

Regroupez tous vos contenus marketing sur une seule et unique plateforme
Définissez vos campagnes structurées autour de vos mots-clés
Planifiez en quelques clics la promotion récurrente de vos contenus
Pilotez la performance de vos contenus, partages et campagnes grâce à des statistiques simples

Ce qui est sympa

l’ajout des flux intéressants de diverses sources, pour faire sa veille dans Limber : flux d’un blog, Youtube, Twitter, etc…
le suivi sur des mots clés spécifiques, flux ou campagnes (thèmes)
la possibilité de partager X fois un contenu, en définissant précisément où, quand ou la fréquence
il est possible de modifier chaque partage en fonction du réseau social (comme dans Scoop It)
le suivi des partages

Pour le partage récurrent (d’un guide gratuit par exemple), cet outil doit être efficace.
En mode gratuit on a droit pour l’instant à :

30 partages planifiés
5 mots clés
5 canaux sortants (pour partager)
5 canaux entrants (flux à suivre)
5 scénarios
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The Data on How Agile and DevOps Are Accelerating Value

The Data on How Agile and DevOps Are Accelerating Value | DEVOPS | Scoop.it

The research recommends this action plan to more fully implement agile and DevOps:

  1. Measure business impact.
  2. Address skill gaps early.
  3. Be agile everywhere, not just in IT.
  4. Eliminate DevOps silos.
  5. Don’t compromise security.
  6. Optimize your investments.
  7. Remember the big picture.
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