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Serment d’Hypocrite | Eventually Coding

Serment d’Hypocrite | Eventually Coding | Devops for Growth | Scoop.it

J’imagine qu’une grande majorité connaît déjà le serment d’Hippocrate prononcé par les médecins avant de commencer à exercer. C’est un texte écrit, selon Wikipédia, aux alentours du IV siècle avant JC et qui forme la base du code de déontologie médicale.

Mickael Ruau's insight:

Malgré tout, en zieutant Wikipedia on apprend que l’informatique en France a bien un semblant de code de déontologie, une charte rédigé par le club informatique des grandes entreprises françaises et le SYNTEC. Ca m’a arraché un oeil en lisant la liste des auteurs mais c’est véridique. Et on y aborde quand même :

La connaissance des métiers,La transparence,L’impartialité,La qualité,L’innovation,La diffusion de l’information,Le partage des connaissances,La productivité,Le suivi.
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Devops for Growth
For Product Owners/Product Managers and Scrum Teams: Growth Hacking, Devops, Agile, Lean for IT, Lean Startup, customer centric, software quality...
Curated by Mickael Ruau
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KZenEdge Roundtable 2 - Project Rescue



In our second roundtable as part of the KZenEdge Thought Leadership series, we covered the topic of Project Rescue for non Waterfall methodologies. The focus of this discussion rested on Agile, Scrum, Kanban, and Hybrid type projects. We examined the indicators that might flag a watermelon project (green on the outside, but red on the inside), what might be the root cause of these problems, and finally how one might approach the “rescue” or resolution. The team shared some excellent insights and the feedback was very positive.

The attached article summarizes the discussion points and learnings.

Roundtable 2 – Notes on Project Rescue – Article
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→ Manager son équipe : recadrage sur un projet en crise ★ Chef de Projet Malin

→ Manager son équipe : recadrage sur un projet en crise ★ Chef de Projet Malin | Devops for Growth | Scoop.it


Pour cette étude de cas, d’abord un peu de contexte au moment de la reprise : un projet de plus de 350 jours, une équipe de 4 personnes chez le client, un engagement au forfait et plus de 40% de dépassement prévu en fin de projet …

Alors oui, il y avait des tableaux excel de suivi avec des indicateurs projets, des calculs de coûts, des courbes et tout ça. Mais en donnée cruciale en entrée il y a encore et toujours le fameux reste à faire. Vous aurez beau avoir les plus beaux outils du monde pour piloter vos projets, si vous et votre équipe ne maîtrisez pas votre reste à faire, vous ne maitrisez rien.
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La loi de Little appliquée à la gestion de projets | Humanperf

La loi de Little appliquée à la gestion de projets | Humanperf | Devops for Growth | Scoop.it
Dans la mesure où le but de chaque organisation est de soutenir les initiatives de progrès pour obtenir des résultats significatifs, la tendance actuelle est de vouloir en faire le plus possible de la manière la plus rapide qui soit. Malheureusement, ce comportement est souvent contre-productif et apporte chaque jour son lot de déceptions au sein des équipes voire même un certain découragement. Il est pourtant tout à fait possible d’obtenir des résultats rapidement, mais il faut pour cela réduire le travail en cours nommé « WIP » pour Work In Progress et c’est sur ce point que la loi de Little peut apporter une réponse pertinente.

La loi de Little tient son nom de son inventeur, John Little, qui a réfléchi à la théorie des files d’attentes dans les années 50 pour énoncer en 1961 son principe de la manière suivante : le nombre de clients dans une file d’attente est égal au taux d’arrivée moyen des clients multiplié par le temps de traitement.

Souvent reprise par les démarches de Lean Management dans l’industrie afin de réduire le « Lead Time » (le temps moyen passé dans le système de production entre le début et la finalisation d’une tâche) et ainsi augmenter la capacité à produire, la Loi de Little permet d’établir un lien entre l'en-cours de production (WIP), le temps de traversée de la production (le Lead Time) et le débit de la production (« Throughput »). Cette formule est souvent énoncée de la manière suivante :

WIP = T x LT ou LT = WIP / T

Le résultat est que toute augmentation de l’en-cours augmente mécaniquement les délais. Cette formule est d’autant plus intéressante que l’on a généralement tendance à faire l’inverse dans les entreprises. On augmente régulièrement les encours avec l’espoir d’augmenter les sorties alors que cela se traduit souvent par une pluie de météorites sur les équipes et une véritable catastrophe pour les délais des projets !
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Agile Glossary and Reference Library

Agile Glossary and Reference Library | Devops for Growth | Scoop.it
Welcome to the new (but in development) Agile Glossary & Reference Library. Find content from around the web on all things Agile.
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Créer de meilleurs produits - La boîte à outils du Product Management chez ManoMano

Créer de meilleurs produits - La boîte à outils du Product Management chez ManoMano | Devops for Growth | Scoop.it
Voici un aperçu des outils que nous allons voir:

Product challenge, un modèle de présentation et un process qui vous aideront à clarifier votre stratégie produit lors d’une réunion d’1H et en moins de 10 slides.
USPs chart, un modèle de slides qui clarifie sur quoi vous devez concentrer votre stratégie produit (inspiré de Rémi Guyot CPO chez BlaBlaCar).
Strategies/Tactics/Metrics, un modèle de slides pour communiquer clairement votre stratégie produit (extrait de l’article de Gibson Biddles basé sur son expérience de CPO chez Netflix).
Roadmap pitches : Modèle et process de présentation pour favoriser la collaboration entre le produit et le business
Opportunity tree solutions, un framework qui permet de challenger une solution produit (popularisé par Teresa Torres)
First principles, un exercice qui vous aidera à réfléchir aux éléments les plus profonds et les plus durables de votre entreprise (inspiré d’un discours de Supriya Uchil)
Press release, un framework qui vous aide à penser de manière user-centric et à avoir une vision à long terme (tirée d’Amazon)
5 whys, un atelier classique mais très efficace pour clarifier le problem space !
Product market fit, au tout début de votre produit (tiré de Rahul Vohra de SuperHuman)
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Applying Software Delivery Metrics and Analytics to Recover a Problem Project

Applying Software Delivery Metrics and Analytics to Recover a Problem Project | Devops for Growth | Scoop.it
Key Takeaways

Problem software delivery projects can be recovered mid-flight if Value Stream Management (VSM) analytics are used in a forensic way to uncover the root-cause of the issues
Values Stream Management (VSM) analytics platforms adopt a root-cause framework, to surface metrics in a forensic way that consider all possible causes of the problem (separating causes within the control of the delivery team and those in the control of external stakeholders).
The seven root-cause metrics areas in control of the delivery team are: People Availability and Focus; Team Makeup and Stress; Backlog Health and Estimation Accuracy; Dependability and Sprint Accuracy; Delivery Process Efficiency; Story Management and Complexity; and Defect Generation and Rework
The two root-cause metric areas in control of stakeholders are: Changing Scope and Requirements; and Delayed Feedback and Project Input
The approach provides a quantitative root-cause RAG Report which enables mitigations to be put in place in flight, which are based on a detailed understanding of the underlying causes of the project’s problems. This greatly increases the chance of project recovery.
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Five Critical First Steps in Recovering Troubled Projects

Five Critical First Steps in Recovering Troubled Projects | Devops for Growth | Scoop.it


The project charter delegates authority to the RPM, who is typically an individual from outside the project. Because the RPM and his or her team are “outsiders” it is important at the outset that the project manager (PM) and his or her team are committed to working with the Recovery Team (RT). The charter process ensures that this is accomplished before proceeding.

In this important first step you are attempting to identify and agree on a number of critical elements which will be included in the project charter. For example, you need to:

Define the mission with the sponsor
Understand the project history and sensitivities
Establish initial project team contact
Determine the assessment approach
Complete the charter and obtain approval
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Use the testing pyramid to choose the right automated tests - Use Testing in Java to Achieve Quality Applications

Use the testing pyramid to choose the right automated tests - Use Testing in Java to Achieve Quality Applications | Devops for Growth | Scoop.it
Let's recap!

The test pyramid provides a pattern to help you write tests which give you confidence in your code as you make changes.

Test automation reduces the need for manual checks and when done right, can give you the confidence to fully automate the release of your software.

Unit tests check classes quickly and thoroughly to make sure they keep their promises.

Integration tests check that the classes and parts of your application which need to work together, do so by collaborating as expected.

End-to-end tests check that users would be able to solve their problems by using your app when it’s switched on. For a web application, you’d automate this with code which pretends to be the user clicking about within the user interface.

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Le système d’information 3-tiers - Blogs - Forum du club des développeurs et IT Pro

Le système d’information 3-tiers - Blogs - Forum du club des développeurs et IT Pro | Devops for Growth | Scoop.it
Le système d’information 3-tiers MarieKisSlaJoue
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Sauvegarder et restaurer une machine avec Redo Rescue

Sauvegarder et restaurer une machine avec Redo Rescue | Devops for Growth | Scoop.it
Sauvegarder et restaurer une machine avec Redo Rescue
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Software Craftsmanship : Qu'est-ce ? · Sébastien Allemand Blog



La communauté d’acteurs du logiciel est composée de profil très différents, certains voient les “craftsman” comme des artisans qui pourraient avoir la tentation de se comporter en diva et de ne se concentrer uniquement sur leur “art”.

Robert C. Martin dans Bringing Balance to the force répond à ces fausses idées, en communiquant sur le fait que la pratique technique est un bon moyen pour répondre aux problèmes d’évolution et de sécurité d’une application. Situation souvent rencontré par les équipe agiles se concentrant peut-être un peu trop sur la méthode au détriment du reste.

Des échanges et points de vues intéressant qui permettent d'établir un ensemble de valeurs humaines et compétences techniques.
Des valeurs humaines

Humilité : une constante remise en question et recherche d’amélioration
Apprentissage: j’apprend en permanence de manière a mieux répondre aux besoins
Beaucoup de partage : Je tente de partager avec mes pairs mes expériences et découvertes
Pragmatisme : une compréhension des besoins et dans quel contexte ils s’inscrivent
Professionnalisme : Je traite mon clients comme un pair, je sais communiquer mes points de vues quand nécessaire.

Techniquement

Vision de la conception juste : tiny is beautiful.
Adhérence aux notion DDD & SOLID
Clean code
Refactoring
Techniques de testing.

Ou en sommes nous ?

En 2018, la philosophie des méthodes agile est plus présente dans les équipes. On observe globalement un changement de paradigme dans les échanges entre les acteurs projets. La culture craftsman est encore a construire et défendre au sein de ces équipes. Dans The Tragedy of Craftsmanship, Robert C. Martin (Uncle Bob) défend l’idée que le craftman n’occupe pas la place qu’il devrait et que les esprits ont encore besoin d’évoluer.
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The Agile-Led Recovery

The Agile-Led Recovery | Devops for Growth | Scoop.it


As recently as earlier this year I was having conversations fairly regularly with executives who were resistant of allowing Agile project delivery methods to be used in their businesses. They accepted it had a place in software development projects and had made some allowances for more ‘small a’ agile approaches to things like planning, but they still saw most of their projects delivered using traditional methods. These were predominantly large organizations in well-developed industries, often with a high degree of regulation. For those executives, the large multi-year initiatives that they pursued were ideally suited to traditional project delivery and there was no need to change.

To be fair to those leaders, they knew that agile projects were being successfully delivered at lower levels of their organizations but those rarely reached a level of importance that resulted in executive visibility. So as far as those leaders were concerned, Agile didn’t exist in their business and that was OK with them. But things have changed very rapidly.

Those same executives are now being forced to accept Agile as an enabler of recovery, there simply is no other way. The path to recovery is still highly uncertain but there will inevitably be peaks, troughs and direction changes throughout the process. Projects will need to deliver significant business results quickly with teams working …
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6 Steps to Save a Project That's Gone Off the Rails

6 Steps to Save a Project That's Gone Off the Rails | Devops for Growth | Scoop.it
Learn how to save a project that seems to be spinning out of control.
Mickael Ruau's insight:

 

2) Reevaluate the project's core objectives.

The best way to get things rolling again is to bring your team's attention back to the project's original purpose and primary goals. When things get chaotic, it's easy to lose sight of the bigger picture, and people can get bogged down in the stressful details. The purpose can get lost in the frantic shuffle. 

As the project manager, it's your job to keep an eye on the ultimate goal -- especially when the project isn't headed in the right direction. At the kickoff meeting, you likely went over the project's targets and milestones with your team -- but it might be time for a refresher.

When you meet with your team, don't just rehash everything from the initial kickoff meeting -- make sure you take the time to identify where things have fallen off course. Are there any particular areas of your project plan that now seem unattainable? Any areas that require some careful reevaluation? Maybe something you thought would be a small component is actually demanding a lot more attention. 

At this point, you can't be afraid to be flexible.

It can seem absolutely terrifying to pull a 180-degree pivot midway through an important project, but sometimes it's the only way to salvage things. Think about it this way: You know more about the project now than you did at the outset. At this point, you know what doesn't work, which makes you better equipped to formulate a better -- more realistic and informed -- approach.

3) Audit your team's communication channels.

If your project isn't going as planned, there's a good chance that poor communication deserves a significant chunk of the blame. It's pretty simple: For your project to succeed, you need to have a communication infrastructure that allows team members to stay on the same page, even when they're working on different areas of the project.

Take the time to examine your current communication process and look for any gaps or weak spots. What channels is your team currently using to communicate? How are you sharing information about individual team members' work? Is there a central place where team members can track the project's overall progress? How often are you checking in as a group?

One of the easiest ways to keep your team connected is investing in a project management tool. There are a ton of tools available at various price points, making it a great option for agencies of all sizes.

If onboarding your entire team onto a new piece of software midway through a project sounds like it might overcomplicate things, make the best of your existing tools and channels. Create a single place (such as a shared document) where team members can report on their progress and keep track of how the project is doing overall. Establish regular times to meet in person and discuss what's working, and what isn't.

 

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Rescuing troubled projects

Rescuing troubled projects | Devops for Growth | Scoop.it

Turning the Project Team into a Rescue Task Force

By now you should have addressed and resolved most if not all of the politics surrounding your failed project. Now is the time to set it up properly, and to make sure you and your team are doing the right thing, at the right place, at the right time. A rescue team needs to be close to the scene. If the project is at a remote site, this works to your benefit. Set up temporary offices close to that remote site and arrange for appropriate accommodation. Make sure the team is always collocated, at work and after hours, because this will help them bond quicker and work together more effectively. If the project is not at a remote site, and is within either the performing or client organization, collocation is still necessary. A make-shift project office in a meeting room close to the project location will suit the purpose.

Afterhours and downtime are as important as working hours: in my case, I made it a point that we all have meals together, and spend the evenings in disguised team-building activities based on leisure and entertainment (board games and other trivia come in handy). Eight years later, we all share the stories and memories of those “good old days.”

In all cases, maximize the benefit of collocation. Use the project-office walls for visibility. All of the tools addressed below should be on display on the walls of this room, giving all stakeholders and more importantly the project team, access to any and all information pertinent to rescuing the project at all times. Not only should the tools be available, but they should be generated by the project team and updated regularly. Each member should have something that belongs to him or her on the wall. This is addressed under “The Participatory Approach” below. Plans, issue logs, minutes of meetings, photos, task lists, time lines, performance reports, team breakdown structures, are but examples of what should go on that wall.

One last important constituent of transforming the project team is to break convention. This has great psychological impact on the members; sending messages that we are not a business as usual team, but a special task force. Have them isolated from business as usual, come to work in smart casual attire if they usually wear suits, make your own working hours, and give them a non-routine environment to work in. Agree with your sponsor on incentives, both financial and moral, that will be dispersed to the team when they turn the project around. Ideally, you will invite the sponsor and client to visit the project-office at least once at the onset of the rescue mission to announce these incentives to the team. Team members will get the message that they are supported by senior management; this will work as a much needed morale booster at the onset of your rescue endeavor.
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8 Steps to Getting a Slipping IT Project Back on Track

8 Steps to Getting a Slipping IT Project Back on Track. As many organization leaders are aware, few (if any) IT projects materialize without runnin
Mickael Ruau's insight:

1. Evaluate Current State of Affairs

Project managers will need to review all available project documentation and assemble their team for a closer assessment of where the project stands. At the very least, it may be a good idea to engage a third party (not connected with the project) to be present to facilitate the review. This will allow a distance from the project and afford an objective assessment of how the project ended up off track. Several questions to raise at this point may include:

  • At what point (and how) did the project go off track?
  • Does the project contain all essential project management documentation? If not, why?
  • How critical is the delivery date?
  • What functionality is expected by the delivery date?
  • What has been completed and what is still outstanding?
  • How flexible will stakeholders be to change scope, dates and budget?

2. Communicate with the Project Stakeholders

Project managers are responsible for communicating with project stakeholders throughout the life of the project. Some questions to ask include, but are not limited to:

  • What is the political situation within the organization? How about with the clients / end-users?
  • Is the project sill aligned with the business strategy? Is it still required?
  • Are the stakeholders willing to move forward with a new project plan?

3. Prepare the Project Team for Recovery

At this point, morale is likely to be low amongst the team. As a leader, it is the project manager’s responsibility to step in and get the team focused on recovery. Some actions to take in this step include, but are not limited to:

  • Re-evaluating roles & responsibilities on the project team;
  • Evaluating the team’s capabilities and capacity to execute going forward; and
  • Clarifying personnel assignments. Does the project manager need more/different personnel resources at this time?

4. Develop a New Project Plan

At this point a new project plan will most likely be required. The following items should be considered:

  • Halting/preventing all scope changes;
  • Adjusting the scope of work;
  • Re-assessing activities yet to be completed;
  • Developing a new practical/reasonable schedule;
  • Creating a risk management plan;
  • Re-evaluating resource availability; and
  • Developing new project planning documents.

5. Acquire Stakeholder Support for the New Project Plan

Before project managers can go forward they must obtain validation from the project stakeholders. In Step 2, the project managers notified their stakeholders that the project was failing and, presumably, obtained their approval to proceed in getting the project back on track. In this step project managers are obtaining stakeholder consent to press forward into plan execution. Without this critical step, project managers will lack the assurances that stakeholders are supportive of their actions and that the project is still viable.

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Best Testing Practices for Agile Teams: The Automation Pyramid | Abstracta

Best Testing Practices for Agile Teams: The Automation Pyramid | Abstracta | Devops for Growth | Scoop.it
When most of our efforts are focused on automation at the UI level, the focus is on finding bugs, whereas, with the agile pyramid, the idea is to prevent them.
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How to Save a Project in Trouble

How to Save a Project in Trouble | Devops for Growth | Scoop.it
I am sure there are projects that cannot be recovered, but I have not seen one. It all depends on how much money you would like to spend. The practicality of recovering the project is the hard question to answer. I have recommended killing a number of projects based on the cost of recovering them. Occasionally, a client will reject that option for less tangible reasons, such as potential damage to their reputation. At that point, the goals of the project change and you need to add “save face” to the deliverables.

I cannot stress enough that the goals and value of the project must always be tracked and evaluated. Even on those projects that have to save face, I am sure these projects can reach a point where cancelation is the only reasonable option.
Mickael Ruau's insight:

 

AB: What’s the first thing someone should do when they realize a project is running into some real problems?

   TCW: Make sure that it is aligned to the strategic goals and remove all scope that is not critical to the project’s success. In attempting to reduce scope, it could be that the project gets broken into two or more deliveries (phased delivery). The most critical items delivered in the first phases followed by other functionality in subsequent releases. Essentially this decreases the size of each release and reduces risk.

If you find that the project does not support a strategic goal of the company, cancel it and apply the resources to other projects.

AB: Once they do that, what’s the next step?

   TCW: The three things to do in order involve:

  1. People: Make sure the people on the project have the required skills.  There is no room in any project’s budget for on-the-job training. In a project recovery there is less. You need the right skills. As the project leader you need pull these people together as a team. This is absolutely essential.
  2. Process: We love process and, there is no doubt, it is critical in running projects. Process, however, cannot replace intelligence. If you put too much process on a project, it will sink under the weight.
  3. Technology:  Technology is a means to an end. It is a tool. Too many people wrongly see technology as the answer.  It cannot be implemented in a project or its product without first having the right people or process.  Too many people want to implement the software to solve a problem. That will fail.  It has hundreds of times.
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Rescue the Problem Project – Identifying, Preventing, and Recovering from Project Failure

Rescue the Problem Project – Identifying, Preventing, and Recovering from Project Failure | Devops for Growth | Scoop.it


PART 3 Analyzing the Data: Planning for Project Recovery

What steps do you take to initiate remedial action?
How do you make sure the team is capable of turning around the project?
What should we consider when we need to deal with technology-related issues?
What’s the role of methodology in project failure and project recovery effort?
How can Agile methodology help in project recovery effort?

PART 4 Negotiating a Solution: Proposing Workable Resolutions

What challenges a recovery manager faces when negotiating a Recovery Plan?
You warn against “Unprojects”, define for us “Unprojects” and how should we deal with them?

PART 5 Executing the New Plan: Implementing the Solutions

What challenges the Recovery Manager faces during execution phase of the Recovery Plan?

PART 6 Doing It Right the First Time: Avoiding Problems That Lead to Red Projects

To avoid problems that lead to Red Project, you focus on the following key elements:
Defining a Project’s Initiation
Assembling the Right Team
Properly Dealing with Risk
Implementing Effective Change
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Ten Steps for Getting Your Project Back on Track

Ten Steps for Getting Your Project Back on Track | Devops for Growth | Scoop.it


Determine why your project got off track. The first step toward fixing a problem is understanding it. So before you set out to get your project back on track, figure out exactly how your project is off track.

For example, you may be lagging behind schedule, overspending on resource budgets, or not producing desired outcomes. The next step is to identify the reasons why your project is off track. These reasons may include key people left the team, key drivers lost interest, the business environment changed, new technology emerged, or organizational priorities shifted.

Recaptivate your key drivers. Identify the people who stand to benefit from your project. Consider people who originally wanted your project to be performed, as well as others who have emerged since the project began. Reaffirm the benefits your project will provide them and encourage their active support.

Confirm your project’s objectives. Confirm your project’s objectives with your project’s drivers. Modify or add to the original objectives if people’s needs have changed. Make sure the objectives are specific and measurable and that people believe they’re achievable.

Reevaluate the activities remaining to be done. Work with team members to confirm, modify, or eliminate the activities originally identified or add new ones, as needed. For all activities, clarify the resources required, estimated durations, and interdependencies.

Reaffirm roles and responsibilities. Work with team members to clarify people’s roles and responsibilities for the remaining project activities. Identify and resolve any conflicts that arose during the work performed to date. Eliminate any ambiguities that existed in the original plan and encourage all team members to reaffirm their commitments to project success.

Develop a viable schedule. Revise your original schedule, as needed, to allow for all the work remaining to be completed by the required end date. Define meaningful intermediate milestones you can use to track your ongoing performance.

Clarify your personnel assignments. Reevaluate whom you’ll need to perform the remaining work, how much effort they’ll have to invest, and when they’ll need to do the work. Recruit additional team members for the project if necessary. Confirm that all team members understand the effort they’ll have to invest and agree to do the work.

Develop a risk-management plan. When you develop a revised project plan, chances are you’ll have additional project activities to perform, new members on the team to involve, and a tight schedule to meet. While you may be able to develop a plan that has a chance of meeting your targets, the plan most likely will have risks.

Identify, analyze, and plan to minimize the negative impact of those risks. For the risks you decide to address proactively, do the following:

Try to minimize the chances that they’ll occur.

Develop contingency plans, in case they do occur.

Continually update your risk-management plan as you proceed through the remainder of your project.

Hold a midcourse kickoff session. Galvanize your team and reawaken the organization’s interest in your newly replanned project by holding a midcourse kickoff session. In addition to announcing your anticipated results and timeframes, use the kickoff session to convince people that you have a viable plan, a unified commitment, and a high likelihood of success.

Closely monitor and control performance for the remainder of the project. Ensure that your project doesn’t get off track again by doing the following:

Frequently track performance and compare actual achievements with planned achievements.

Report to key audiences on your ongoing progress.

Promptly deal with any problems that arise.
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Telescope – Explorez votre documentation / veille via un graphe

Telescope – Explorez votre documentation / veille via un graphe | Devops for Growth | Scoop.it
Telescope - Explorez votre documentation / veille via un graphe
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Exécuter macOS dans Docker avec des performances quasi-natives

Exécuter macOS dans Docker avec des performances quasi-natives | Devops for Growth | Scoop.it
Que vous soyez sous Linux ou Windows, il est parfaitement possible de faire tourner macOS grâce à Docker. Comment ? Et bien grâce à ce projet de la boite de sécu Sick Codes qui vous fournit tout... Les images Docker pour Monterey, Big Sur, Catalina...etc ainsi que les lignes de commande qui vont bien pour…
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8 Version Control Best Practices | Perforce

8 Version Control Best Practices | Perforce | Devops for Growth | Scoop.it
8 Version Control Best Practices

Here are 8 of the most critical version control best practices.
Commit Changes Atomically

One best practice is to commit changes atomically in version control.

All files in a commit are either committed together or not at all. No other user should see partial or incomplete changes.

A check-in is similar to a database transaction described by its ACID properties:

Atomic.
Consistent.
Isolated.
Durable.

Commit all files that belong to a task in a single operation to keep the project consistent at all times.

It's critical to apply best practices to commits. Good-quality commits will improve your project, making you more productive and successful.
Commit Files With a Single Purpose — Not as a Backup

Another best practice is committing files with a single purpose.

Each commit should have a single purpose. For example, fixing a bug or adding a new feature. If a single change makes multiple independent changes to your project, it can become difficult to read and to review. Backing out one of these changes then becomes more complex and unnecessarily time-consuming.

Remember: A commit is not a backup of your current state of your local files, even if it occurs at the end of the day.

By breaking down a larger task into smaller chunks, you can more readily understand and review the intent of changes. For example, you could break a task into infrastructure and refactoring tasks before making user-visible changes. Keeping the scope narrow also makes it easier to back out a bad commit.
Write Good Commit Messages

Another commit best practice is to write good commit messages.

Each commit should have a description that explains the why — but not necessarily the how — regarding the change. (How is usually deducible by comparing the file contents before and after the change.)

A good commit message makes it easier for a reviewer — and you — to understand the purpose of the commit later. A good commit message also references the issue ID(s) — or even the requirement ID(s) — that the commit addressed (if applicable).
Don’t Break Builds

Another version control best practice is to avoid breaking builds by doing complete commits.

Provide test cases and at least stubs for new APIs. This ensures every commit is usable by any other member in the team without breaking their build.

A complete commit is easier to propagate between branches. An incomplete commit of an API, for example, might build locally in your work area and pass all tests. But it could break in another team member’s work area.
Mickael Ruau's insight:

Version Control Checklist

Here’s a quick version control checklist to use to ensure you’re applying the right version control best practices.

Commits

Applying version control best practices to commits is critical. Here’s what you need to consider.

  • Have all commits be atomic, complete, consistent, traceable and with a single intent
  • Make changes visible through frequent commits
  • Consider how you would use the comments in the future
  • Review code before committing to the mainline
  • Make commits reversible

Branching

Applying branching best practices is critical to success. But it can be complicated. To reduce the pain (and effort) for your teams, your branching strategy should aim to:

  • Optimize productivity.
  • Enable parallel development.
  • Allow for a set of planned, structured releases.
  • Provide a clear promotion path for software changes through production.
  • Evolve to accommodate changes that are delivered, perhaps daily.
  • Support multiple versions of released software and patches.

Security

Security is another critical version control best practice. Your security plan must consider multiple levels.

  • Data: encryption at rest and in transit; specific file and file-type access controls.
  • Users: authentication and authorization; integration with enterprise tools.
  • Branches and streams: partitioning access control according to the intent of a change— development or release.
  • Audit trails: immutable history of all changes.
  • Threat detection: using data collected to warn of accidental or malicious risks.
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