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Setup your IIS for SSL Perfect Forward Secrecy and TLS 1.2 | Hass - IT Consulting

Setup your IIS for SSL Perfect Forward Secrecy and TLS 1.2 | Hass - IT Consulting | DEVOPS | Scoop.it

This PowerShell script setups your Microsoft Internet Information Server 7.5/8.0/8.5/10 (IIS) on Windows 2008R2/2012/2012R2/2016 to support TLS 1.1 and TLS 1.2 protocol with Forward secrecy. Additionally it increases security of your SSL connections by disabling insecure SSL2 and SSL3 and all insecure and weak ciphers that a browser may fall-back, too. This script implements the current best practice rules.

Mickael Ruau's insight:

After you have added below registry entries you may like to verify that your server offers the much more secure SSL connections. There is the great https://www.ssllabs.com/ssltest/ site that gives you a feeling how secure your SSL connections are. You should get a Summary like these:

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Payer sur son mobile sans passer en caisse, le nouvel horizon des grandes enseignes

Payer sur son mobile sans passer en caisse, le nouvel horizon des grandes enseignes | DEVOPS | Scoop.it
Les courses 100% en self-service ont le vent en poupe. Un client scanne lui-même ses courses avec son mobile, les paye également via son mobile et sort du magasin sans passer par la caisse. Cette option monte en puissance chez de nombreuses grandes enseignes dans l’hexagone.

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3 idées clefs de l’Innovation frugale, de Navi Radjou

3 idées clefs de l’Innovation frugale, de Navi Radjou | DEVOPS | Scoop.it

Derrière l’économie de la frugalité se cachent 3 tendances

Le partage : Si les entreprises et les employés parviennent à partager entre elles leurs ressources, leurs actifs, leurs employés, leurs clients et leurs brevets, la donne sera profondément redistribuée. Le système pyramidal sera remplacé par une économie horizontale.
Le faire soi-même : L’industrie de la consommation est profondément impactée par le phénomène des makers. Grâce aux imprimantes 3D, aux fablab et aux composants électroniques disponibles en open source, le coût de l'innovation chute considérablement rendant les technologies accessibles à tous. C’est toute la chaine de valeur qui est alors repensée, aujourd’hui le client final se retrouve au cœur du dispositif, et participe même à la création.
La circularité : La finalité de cette économie n’est pas seulement le recyclage et la réutilisation des ressources. Elle va au-delà en proposant la création de biens pensés pour être à la fois durables et accessibles
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Réussir le lancement d’une communauté (3) : les outils

Dans les billets précédents j’ai fait un retour d’expérience sur l’organisation des événements d’une communauté professionnelle. Je vais maintenant partager avec vous mes outils préférés pour…
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re:Work - Reduce the influence of unconscious bias with these re:Work tools

re:Work - Reduce the influence of unconscious bias with these re:Work tools | DEVOPS | Scoop.it
Our unconscious biases can help us make decisions quickly but sometimes they may lead us astray, especially when it comes to judging other people. When making hiring and promotion decisions, reduce potential unconscious biases by using these tools.
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  • Unconscious Bias @ Work workshop [presentation + facilitator guide] - Start the conversation at your organization by giving your employees a common language to discuss unconscious biases. These materials cover a bit about the science of unconscious bias, why humans have it, and how it may sometimes have a negative influence in the workplace.
  • Unbiasing checklists for hiring and performance reviews [checklists] - Research suggests that checklists can help reduce the influence of unconscious bias in decision making. Google has tested checklists like these to highlight and remind people of common unconscious biases and provide employees with targeted unbiasing strategies.
  • Bias Busting @ Work workshop [presentation + facilitator guide] - Bias Busting @ Work is the follow-on to the Unconscious Bias @ Work workshop. This interactive session is aimed at helping employees explore how and when to intervene to counter subtle (and not so subtle) instances of bias.
  • Unbiasing discussion starter questions [team discussion guide] - Considering when and where team interactions might be influenced by unconscious bias can help you identify opportunities for unbiasing. These nine questions are conversation starters to help your team begin to address unconscious bias. These questions could lead to some heavy discussion, so it’s best to have someone lead this session who is knowledgeable about the research and has experience facilitating diversity conversations.
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Des réunions enfin productives ? 9 conseils pour booster ces moments clés

Des réunions enfin productives ? 9 conseils pour booster ces moments clés | DEVOPS | Scoop.it
Perdre du temps en réunion est une problématique pour votre entreprise ? L'infographie choisie par PARLONS RH permet d'organiser des réunions productives !
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Practice: Culture Books

Practice: Culture Books | DEVOPS | Scoop.it
How to Create a Culture Book

You don’t have to have a big budget just a bit of creativity to create your own Culture Book:

Ask your teammates to offer up Value Stories that they think exemplify the company culture.
Print and distribute this List of 150 Core Values. Let everyone choose their core values and their wish values.
Vote to eliminate and agree on a shorter list of maybe five to seven core values that represent your team currently and the wish values you commit to trying to become.
Ensure that these values are visible to everyone. Perhaps consider enabling the creation of a Work Expo, which allows teammates to create visual representations of these values, including anything from stories to photos to notes from customers.
Bring all of these examples of your values together in a colorful and creative way to welcome new teammates. If one of your values is transparency, consider publishing your Culture Book online.
Encourage all employees to update your Culture Book regularly.
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Typographie et accessibilité — Support de présentation —

Typographie et accessibilité — Support de présentation — | DEVOPS | Scoop.it
Support de présentation de la conférence « Typographie et accessibilité » donnée par Marie Guillaumet à Touraine Tech, Tours, le 1er février 2019.
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Appreciative Inquiry [3/6] : Comment impliquer les participants dans votre changement ? [Principe de Constructionnisme]

Appreciative Inquiry [3/6] : Comment impliquer les participants dans votre changement ? [Principe de Constructionnisme] | DEVOPS | Scoop.it
Apprecative Inquiry : Découvrez comment utiliser le prinicipe de Constructionnisme pour engager les acteurs de votre changement
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Pouvez-vous reconnaître une bonne interface utilisateur ? Découvrez-le avec ce test - Tech

Pouvez-vous reconnaître une bonne interface utilisateur ? Découvrez-le avec ce test - Tech | DEVOPS | Scoop.it
Faire le test Can’t Unsee permet d’une part de vous offrir un challenge, et d’autre part d’en apprendre plus sur les interfaces des smartphones. Et côté pédagogie, l’exercice est révélateur d’un fait : les smartphones et nos applications utilisent à merveille les codes d’une bonne interface et les possibilités sont loin d’être infinies.

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Advanced Topic – Essential SAFe – Scaled Agile Framework

Advanced Topic – Essential SAFe – Scaled Agile Framework | DEVOPS | Scoop.it

The Essential SAFe configuration is the most basic configuration of SAFe. It provides a starting point for implementing SAFe and describes the most critical elements needed to realize the majority of the framework’s benefits. It consists of the Team and Program levels, and Foundation, as illustrated in Figure 1.

 

© Scaled Agile, Inc.
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Read the FAQs on how to use SAFe content and trademarks here:
https://www.scaledagile.com/about/about-us/permissions-faq/
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Finding Organizational Flow (Part 9 of the Agile Leadership Engagement Series) ·

Finding Organizational Flow (Part 9 of the Agile Leadership Engagement Series) · | DEVOPS | Scoop.it


Focus outward. Redirecting our energy towards our customers will require a bit of selflessness. It will mean being generous with each other, primarily through learning how to really listen to one another. Instead of being the hoarder of information, our first response when new data, theories, and ideas arrive should be “who should know this?” Become a radiator of information to all.

Learn how to resolve conflict. As we all know, there will be different opinions and beliefs on what features will best meet our customers needs. All one needs to know about how innovative an organization is can be gauged by how they work through these conflicts. From the Denma Translation of the Art of War, “This is not simply about bringing the other person over to your side but bringing him or her to something larger than either side.” This is where real innovation and collaboration lives.

Temper the vision with reality. As Thomas Edison said, “Vision without execution is hallucination.” If the vision calls for revolutionary innovation, more investment may be required or serious prioritization must occur during planning. Bring organizational feasibility into the vision by co-creating with mid-level leaders and product owners.
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8 Best Practices to Start a Scrum Project – Barry Overeem – The Liberators

8 Best Practices to Start a Scrum Project – Barry Overeem – The Liberators | DEVOPS | Scoop.it
Mainly written from my experience working for a web agency as a supplier, completed with fulfilled Prowareness engagements. This is also the perspective I use. The customer is an external client asking support for a software development project.
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Les bons réflexes pour s'adapter au changement

Les bons réflexes pour s'adapter au changement | DEVOPS | Scoop.it
Pourquoi en situation de changement, certaines entreprises perdent de la valeur, alors que d’autres semblent rebondir, voire même sortir plus fortes de ce changement ? C’est ce à quoi je m’intéresse depuis maintenant une dizaine d’année, et ce que les sciences du management commencent à nommer Résilience Organisationnelle (RO).
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New Scrum Kickoff Planner Aims To Help Agile Teams Start on The Right Track

New Scrum Kickoff Planner Aims To Help Agile Teams Start on The Right Track | DEVOPS | Scoop.it


A new "Scrum Kickoff Planner" has just been released by Adam Weisbart with the aim of facilitating team discussion around the important facets of starting a new Agile team or project.

The guide is a PDF document that is designed to be filled in as part of a kickoff discussion with the core Scrum team. The document was to designed to encourage discussion around a number of key points including the team and their agreed approaches and tools for collaboration, the role of the Product Owner, sprint scheduling, coordination with other teams, definitions of done and ready and agreed approaches to estimation. As per the introduction to the guide:

[The] guide is meant to give your group some basic questions to consider when forming (or rebooting) your team. Print out a copy for each team member, block out some time, and sit down together to fill it out. The main purpose of this planner is to foster collaboration and communication. Like a good user story, it’s meant to encourage conversation.

The Planner is the latest in a long line of free and useful tools and ideas that Adam has introduced to the Agile community, including Agile Manifesto and Values posters, the "Update the Card Wall" reminder application, the "Build Your Own Scrum" exercise and the "Agile Antipattern Project".
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Réussir le lancement d’une communauté (4) : vous prendrez bien un peu de recul ?

Dans les billets précédents j’ai fait un retour d’expérience sur les étapes du lancement d’une communauté professionnelle locale ou d’entreprise. Dans ce dernier billet je souhaite approfondir la…
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Advanced Topic – The Evolving Role of Managers in Lean-Agile Development – Scaled Agile Framework

Advanced Topic – The Evolving Role of Managers in Lean-Agile Development – Scaled Agile Framework | DEVOPS | Scoop.it

Summary of Responsibilities As we described above, lean-thinking manager-teachers still have a lot of work to do in this new environment. A more detailed review of their responsibilities is highlighted below. Personnel and Team Development As we noted, teams don’t form or hire themselves. Recruiting and retaining talent, and fostering high-performing teams, is a big job that includes: Attracting and holding on to capable individuals Establishing the mission and purpose for individuals and teams Performing career counseling and personal development Listening to and supporting teams for problem identification, root cause analysis, and decision-making Defining and administering compensation, benefits, and promotions Eliminating impediments and evolving systems and practices to support Lean-Agile development Taking subtle control in assigning people to teams; addressing issues that teams cannot unblock; making personnel changes where necessary Evaluating performance, including team input. Providing input, guidance, and corrective actions Serving as an Agile coach and advisor to Agile Teams. Remaining close enough to the team to add value and to be a competent manager, while staying far enough away to let them problem-solve on their own. Supporting and Reinforcing SAFe Core values SAFe’s four Core Values—alignment, built-in quality, transparency, and program execution—provide the value system of the SAFe enterprise. As shown below, this bestows significant operational responsibilities in reinforcing these values on Lean-thinking manager-teachers. Responsibilities in Program Execution Help build Agile Milestones and Roadmaps, as well as the plans that enable them Help develop, implement, and communicate the economic framework Participate in Inspect and Adapt (I&A) workshops; support teams by helping them remove systemic impediments and implementing continuous improvement backlog items Protect teams from distractions and unrelated or unnecessary work Assist the Release Train and Solution Train Engineers with PI Planning readiness and Pre- and Post-PI Planning activities Participate in PI planning, System Demo, and Solution Demo Build partnerships with Customer, Suppliers, consultants, partners, and internal and external stakeholders Provide other resources as necessary for teams and ARTs to successfully execute their Vision and Roadmap Reinforce the Essential SAFe practices Identify delays in the system by facilitating or participating in Value Stream mapping Responsibilities for Alignment Work with Lean Portfolio Management (LPM) to establish and monitor Lean Budgets and implement Lean Governance Work with Release Train and Solution Train Engineers and stakeholders to help ensure alignment and execution of Strategic Themes Work with the System Architect/Engineer, Product Managers, and Product Owners to establish explicit content authority Continuously assist in aligning teams to the system mission and vision Help ensure the engagement of Business Owners, Shared Services, and other stakeholders Responsibilities for Transparency Create an environment where the ‘facts are always friendly’ Provide freedom and safety so that individuals and teams are free to innovate, experiment, and even fail on occasion Communicate openly and honestly with all stakeholders Keep Work in Process (WIP) backlogs and information radiators fully visible to all Value productivity, quality, transparency, and openness over internal politics Responsibilities for Built-in Quality Support infrastructure, culture, organization, and strategy for implementing DevOps and Release on Demand Understand, teach, or sponsor the software and hardware engineering skills needed to support the development of high-quality code, components, systems, and solutions Foster Communities of Practice (CoPs). Understand, support, and apply Agile Architecture and Lean User Experience (Lean UX) Foster relentless improvement

 

© Scaled Agile, Inc.
Include this copyright notice with the copied content.

Read the FAQs on how to use SAFe content and trademarks here:
https://www.scaledagile.com/about/about-us/permissions-faq/
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Les Sommets du Digital 2019 : le best-of de la troisième journée

Les Sommets du Digital 2019 : le best-of de la troisième journée | DEVOPS | Scoop.it
La troisième et dernière journée des Sommets du Digital, le 6 février 2019, a été le théâtre de nombreux échanges sur le développement durable en entreprise. Retours d'expériences avec Maisons du Monde et 1% for the Planet France.
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PRINCE2 Agile Awareness, free email course

PRINCE2 Agile Awareness, free email course | DEVOPS | Scoop.it
This is probably the first ecourse for the new standard, PRINCE2 Agile. The course is delivered with our new, well-received emailing system (PRINCE2 andScrum courses were released before). And guess what, it’s for free :) You can subscribe and start your course here.    
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Comment faire pour que mon prestataire termine mon logiciel dans les temps ?

Pourquoi est-ce si difficile de respecter les délais de réalisation en informatique ? Comment sécuriser ces projets ? En tant que client, la date de livraison est souvent primordiale, car c’est à…
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Bousculer, inspirer, se connecter… Retour sur la dernière édition des Sommets du Digital - Decode Media

Bousculer, inspirer, se connecter… Retour sur la dernière édition des Sommets du Digital - Decode Media | DEVOPS | Scoop.it
Pendant trois jours, plus de 350 personnes et 60 speakers se sont réunis sur les sommets de La Clusaz.
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Bienvenue dans l’ère du 'Post-Digital'...

Bienvenue dans l’ère du 'Post-Digital'... | DEVOPS | Scoop.it
Selon la dernière étude publiée par Accenture, être une entreprise digitale n’est aujourd’hui plus un élément de différenciation mais un simple ticket d’entrée sur le marché…

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Emmanuelle Evina's curator insight, February 12, 5:07 AM
Une étude intéressante et prospective !
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Entreprise : comment faire de l'instabilité une force

Entreprise : comment faire de l'instabilité une force | DEVOPS | Scoop.it
Développé par l'armée américaine, le « Vuca stratagème » se veut une réponse au monde « Vuca » : volatile, incertain, complexe et ambigu. L'idée : adapter ce concept d'action au monde de l'entreprise. Par Charles-Edouard Bouée, "chief operating officer" de Roland Berger Strategy Consultants.
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Réussir le lancement d’une communauté (2) : comment rater les événements de la communauté !

Dans un billet précédent nous avons mis en oeuvre un premier niveau de réflexion avant le lancement d’une communauté professionnelle locale ou d’entreprise. Les événements sont la face émergée d’une…
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Définition de poste : le Scrum Master (n’est pas un Lead Dev)

Quelle est la différence entre un Scrum Master et un Lead Developer ?
Les annonces emploi semblent confondre les deux profils. Peut-on avoir le beurre et l’argent du beurre agile ? Ils travaillent…
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"La transformation digitale n’existe pas, il s’agit d’une transformation culturelle dans un monde digital"

"La transformation digitale n’existe pas, il s’agit d’une transformation culturelle dans un monde digital" | DEVOPS | Scoop.it
La transformation digitale et la modernisation de son entreprise face à l'innovation technologique et numérique, voilà une épreuve que traversent beaucoup de professionnels et d'entrepreneurs. Mais en quoi cela consiste vraiment ? Existe-t-il une recette, un procédé miracle pour réussir sa transition numérique ? À
Mickael Ruau's insight:

Le top management doit être moteur et sponsor de la démarche et donner l’exemple en sortant de sa zone de confort. Il conviendra également de faire émerger et encourager l’intelligence collective notamment en replaçant le collaborateur au centre de la démarche.

Avez-vous des exemples d’entreprises françaises ayant particulièrement réussi leur transformation digitale ?

Je ne peux pas citer d’entreprises car leur degré de maturité varie en fonction des critères. Je peux toutefois citer plusieurs initiatives qui ont permis à des organisations de taille différentes d’opérer une transformation :

  • Un top management humble et leader de la démarche : le Reverse Mentoring, le Shadow Comex ou l’Employee Advocacy sont des programmes qui aident les organisations à s’acculturer et à diffuser de nouvelles formes de collaboration
  • Célébrer et admettre le droit à l’expérimentation et surtout à l’échec. Des Change Catalyseurs à tous les étages. Des concours internes d’innovation systématiques et opérationnels : les idées doivent être mises en place et portées par des équipes pluridisciplinaires qui ont le droit d’échouer.
  • Une Equipe Pilote formée aux enjeux de la transformation et qui aide à dessiner toute en finesse et en co-construction un chemin de transformation et de changement.
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