This is the third part of my 'Being an Agile Security Officer series'. As mentioned in my previous blog, in the Agile world the Product Owner is the person who translates business and customer desires into work items for the teams. To do this, product owners have several techniques and means at their disposal. In this blog I will focus on the backlog and the definition of done. As a security officer it's important to understand their purpose and to learn how they can help you achieve your goals.
Jujutsu exams are coming up. One of the things that examiners want to see in jujutsu is the use of go-no-sen, sen-no-sen and tai-no-sen. Go-no-sen means that you respond to an action of your opponent, tai-no-sen means you act simultaneously and sen-no-sen means you take the initiative and act before the opponent has a chance.
When we debate product features, roadmaps, implementations, marketing plans etc. this happens all the time. We listen to what the other person has to say and respond (go-no-sen) or we interrupt and try to take over the discussion (tai-no-sen).
De future fit organisatie - praktijkervaringen deel 1: De kracht en waarde van interne Agile Coaches
Een succesvolle transformatie naar een wendbare, future fit organisatie begint bij het neerzetten van de basis voor de borging. Een organisatie die start met heldere en begrijpelijke cultuurwaarden die het fundament vormen waarop de organisatie steunt. Niet alleen IT en/of Business los van elkaar maar samen met een gemeenschappelijke “purpose” gericht op (klant)waarde. De Agile Coach heeft hierin een belangrijke rol als cultuurdrager van de nieuwe organisatie en als katalysator van de verandering. De transformatie die ING Nederland doormaakt is hier een sterk voorbeeld van.
Note: although this post focusses on mobile app development using Xamarin it also applies to other native mobile apps built in Swift, Java or even web apps. it’s 2017! whatever you are building get started with Test Automation!
As a consultant working for Xpirit i get to see a lot of different customers which I help with my expertise in building mobile applications to improve their mobile apps. Something I noticed in the previous year is that continuous delivery is a hot topic and companies and teams focus on deploying apps automatically to their testers through hockeyapp or even to the stores in beta and / or production.
In agile scenario’s (and come on who isn’t doing that currently? Every company or project I visit is saying they are agile or doing Scrum although some only do dailies and call that scrum ) In the current world it is really important to be able to release often because you want to be able to adapt to customer needs which are almost always changing and evolving.
At the Agile Chef Conference I facilitated a workshop where participants could experience how Aikido can be used to resolve conflicts on the work floor as well by applying verbal Aikido. At the end of the session someone asked me to demonstrate the best defence against a sword attack; I responded by turning around and running as fast as I could.
So how is that in Product Management? what ideas are ideas you should really run away from?
Agile Product Management is grounded in the Jobs to be done theory and Lean startup principles. In my book “The Product Samurai” I described how you can effectively apply these techniques to be a better Product Manager, but what I didn’t’ cover was why not everybody is doing this already?
Making up for that, and unveiling the seed conditions for the next level of Product Management, I am pleased to give you the best new years resolution: Agile Product Management
This is the second part in my blog series about 'being an agile security officer'. In this blog I will focus on the mindset of security stakeholdership in Agile and DevOps environments.
In the Agile world the Product Owner is the person who translates business and customer desires into work items (user stories) for the teams. The actual desires and requirements however are provided by stakeholders. Stakeholders are usually representatives of the business and end-users; in the new world security officers should start taking up the role of security stakeholders. The Product Owner usually has multiple stakeholders to take into consideration. As a security stakeholder you have to 'compete' with other stakeholders for the most valuable changes. It has become, more than ever, important to be able to translate your requirements into actual value.
Agile is hot. Almost every Fortune 500 company is “Doing the Agile Thing”. But with the success also the critics are growing rapidly. The post “Agile is Dead” from Matthew Kern was extremely popular. Many of his arguments are dead right. For example, Agile has become a brand name and a hype and the original Agile Manifesto has lost most of his power and purpose by bad interpretations of it. But there is a lot more to add to this discussion which is often based on misinterpretations what Agile actually means.
“Ouch, that really hurt.” “What was it?” my sparring partner replied. “The choke or the overstretching of the elbow joint?” “The quick throw, I had no time for proper fall breaking.” I replied.
It happens in our sport, we try and experiment and try to find the best way to perform a technique. The goal is not to inflict pain but to figure out what works and what not. Knowing where the pain is and whether it affects the recipient is important beyond jujutsu and in fact is the core of Product Management.
Let’s look at a handy visualization of customer pain to help Product Owners and Product Managers to prioritize.
Estimation, if there is one concept hard to grasp in product development it will be when things are done. With done I don’t mean the releasable increment from the iteration, but rather what will be in it? or in Product Management speak: “what problem does it solve for our customer?”.
I increasingly am practicing randori (sparring matches in judo) and find it has increased my agile fu. It’s a constant adjustment of balance, creating opportunities rather than waiting for them to unfold, follow through fast or the opportunity we created is gone. It’s hard work, time boxed and most of the time I
The key thing in both situations is that we don’t have a lot of time to estimate what will work or not. We can’t plan very far ahead and we have almost no data to make assumptions on, we do know however the extreme boundaries of the assumptions and iterate from there.