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This article proposes the development of agile programming languages intended for specific domains. The authors share their work on creating Tyl, a programming language for enterprise resource planning applications utilizing Scrum as the agile process and Neverlang as the language workbench. Topics include the detailed process of Scrum including sprints, completion of product backlog items, and addressing challenges encountered for development of a domain-specific programming language.

The article focuses on the importance of developers staying current with emerging programming languages, frameworks, and tools to enhance their coding skills and deliver quality software. It highlights key best practices such as writing optimized code, utilizing automated testing, and consistently seeking opportunities for learning and improvement to stay ahead in the field.

The article outlines the evolution and impact of DevOps, describing how it merges development and operations into a unified process to improve efficiency and collaboration. It also discusses the history of DevOps, its benefits such as faster deployment and better collaboration, and its drawbacks including cultural transformation and complexity.

The article emphasizes the importance of high-quality audio in effective business communication. It highlights how investing in superior audio technology enhances communication and provides a competitive edge. The article discusses the negative consequences of poor audio quality, such as miscommunication, decreased productivity, and a lack of professionalism. It also mentions the significance of clear audio in digital interactions and its relevance in diverse industries, including education and government. The article concludes by emphasizing the necessity for businesses to invest in high-quality audio solutions to drive employee and customer satisfaction and ensure business growth. [Extracted from the article]

The article focuses on the U.S. Navy awarding a 19.3 million U.S. dollar contract to ThayerMahan to develop specialized long-endurance autonomous systems, sensors, Artificial intelligence (AI), and machine learning for undersea and maritime advantage. Topics include the contract objectives, ThayerMahan's role in enhancing autonomous maritime sensing, and the significance of strengthening the Navy's capabilities in the 21st century.

Retail Markets THEOFFICESQUAD KEY CLIENTS LeGrand Legal, Powell Window Cleaning, Triton HOA Management VIRTUAL LATINOS KEY CLIENTS Abacus Analytics, Business Done Better, GSA Focus Firms providing physical or cybersecurity products and services to other businesses in a combined $290 billion global market $9.44M The average cost of a cyberattack in the U.S., per McKinsey GENERAL ACCUSHRED KEY CLIENTS Midland Title, Prosperity Advisors, Savage & Associates COMMVAULT KEY CLIENTS American Pacific Mortgage, Emerson Electric, The Weitz Company CONDUCTORONE KEY CLIENTS Craft, Loom, Ramp DEVO KEY CLIENTS Avnet, H&R Block, Noname Security DIGITAL HANDS KEY CLIENTS Amscot Financial, AT&T Services, Trinity Manufacturing SEON KEY CLIENTS Notable, Rebtel, Viabill SILENT QUADRANT KEY CLIENTS Alpine Group, Hahn Agency, National Immigration Law Center Austin-based marketing firm Hahn Agency specializes in data analysis, which means it stores sensitive and confidential client information. [Extracted from the article]

Over the past 25 to 30 years, agile innovation methods have greatly increased success rates in software development, improved quality and speed to market, and boosted the motivation and productivity of IT teams. Now those methods are spreading across a broad range of industries and functions and even reaching into the C-suite. But many executives don’t understand how to promote and benefit from agile; often they manage in ways that run counter to its principles and practices, under- mining the effectiveness of agile teams in their organizations. From their work studying and advising companies that have successfully employed agile methods, the authors have discerned six crucial practices for capitalizing on agile’s potential: (1) Learn how agile really works; (2) understand when it is appropriate; (3) start small and let passionate evangelists spread the word; (4) allow teams that have mastered the process to customize their practices; (5) practice agile at the top; and (6) destroy corporate barriers to agile behaviors. They expand on each, providing executives with a practical guide for accelerating innovation and profitable growth. INSET: Agile Values and Principles. [ABSTRACT FROM AUTHOR]

The article discusses enterprise mobile app development, offering a comprehensive guide for developers. Topics include assessing readiness, crucial factors before starting and development life cycle; it also explores testing methodologies, best open source tools and launch considerations; and it mentioned post-launch activities for success in the competitive app market.

The article focuses on best practices for designing and implementing microservices, enabling organizations to achieve agility, scalability and innovation for successful digital transformation. Topics include drivers and benefits of microservices adoption; best practices for design and implementation; and open-source tools and frameworks for microservices development.

Agile methodology, created to fast-track software development, is now being used throughout organizations by teams that want to execute projects quickly. But those efforts often don’t pan out, say Babson’s Rob Cross and Alia Crocker and Harvard Law School’s Heidi K. Gardner. Their research reveals that many large agile initiatives not only miss their goals but also cause organizational disruption—including staff burnout, the loss of key talent, and infighting among teams. What’s going wrong? With the help of organizational network analysis—a methodology for mapping how people collaborate—the authors have identified where unforeseen barriers undermine agile initiatives. The main problem they found: Traditional practices for executing agile projects are ineffective. Companies err by staffing agile teams only with stars, isolating them from the main business, and dedicating members 100% to teams. This article offers alternative approaches: tapping “hidden stars,” who will be less overloaded, for agile initiatives, and then identifying and reaching out to highly connected potential resources who can bring in expertise as needed. INSETS: Who Makes the Best Team Member?;Who Should Lead a Project?;What Is Organizational Network Analysis?. [ABSTRACT FROM AUTHOR]

The author discusses the use of post-incident artifacts in computer software companies, which often use Agile software development methods which incorporate a post sprint reflection period often referred to as a postmortem. Artifacts include three templates: a facilitators; a record-keeper; and a signpost. Topics include organizational learning, knowledge-based decision making sing artifacts, and dynamic remediation of issues that could lead to future incidents.

The article presents an interview with Chief Technology Officer of KPIT Technologies Anup Sable on involvement of technological advances in automotive industry. Topics include importance of cloud services in vehicle lifecycle and its internal development, difficulties of developing software innovation in automotive industry, and main technologies that are making the automotive industries more advanced.

When implemented correctly, agile innovation teams almost always result in higher team productivity and morale, faster time to market, better quality, and lower risk than traditional approaches can achieve. What if a company were to launch dozens, hundreds, or even thousands of agile teams? Could whole segments of the business learn to operate in this manner? As enticing as such a prospect is, turning it into a reality can be challenging. Companies often struggle to know which functions should be reorganized into multidisciplinary agile teams and which should not. And it’s not unusual to launch dozens of new agile teams only to see them bottlenecked by slow-moving bureaucracies. The authors, who have studied the scaling of agile at hundreds of companies, share what they’ve learned about how to do it effectively. Leaders should use agile methodologies themselves and create a taxonomy of opportunities to set priorities and break the journey into small steps. Workstreams should be modularized and then seamlessly integrated. Functions not reorganized into agile teams should learn to operate with agile values. And the annual budgeting process should be complemented with a VC-like approach to funding. [ABSTRACT FROM AUTHOR]

Could it also be that, despite all its faults and while not originally intended to be the universal standard for instructional design, ADDIE contains flexible elements and commonalities that express real-world instructional design processes - and that is sufficient for most practitioners and L&D departments? Whether you're new to instructional design or have spent countless hours of dedicated focus in the field, you've likely come across ADDIE at some point in your journey. Comparing ADDIE with other instructional design frameworks Since ADDIE's development, a variety of organizations have developed and used scores of other instructional design frameworks. [Extracted from the article]

In this article the author, a former dancer and professor, explores how she first became exposed to the concept of agility. She notes that all young dancers learn agility as a part of their training. Several aspects of agility that relate to business and industry are discussed including core strength, the ability to change focus quickly, and knowing where you want to go. The article is a reprint of an article titled "Lessons in Agility from a Dancer Turned Professor," which was published on HBR.org on April 6, 2020.

The article discusses industrial-scale agile computer software development, particularly the transition to engineering agile adoptions. It examines costs to information technology (IT) departments, the benefits of moving from craft to engineering to the software industry, and the intersection of human ingenuity collides with codified knowledge and collective goals.

The article focuses on the importance of leveraging data quickly and effectively is a message that has come through loud and clear in recent years—and with increasing intensity since the onset of the COVID-19 pandemic. It mentions that the world has changed, and with it, enterprise data requirements have as well, as confirmed by research reports issued over the past year by Unisphere Research, a division of Information Today, Inc.

The article discusses the development of the U.S. Army's Enterprise Business Systems (EBS) Convergence (EBS-C) Business Process Reingineering (BPR) that supports its various transactions as of October 2021. It states that BPR rethinks how work is performed, and adopts best commercial industry practices into Army processes. Also noted are BPR teams' guiding principles like challenging the status quo, valuing people first, and embracing change.

The article provides insights on developing an agile finance function in organizations. Topics discussed include the factors that hinder the transformation progress of finance functions such as resource constraints, manual processes and siloed operations, importance of focusing on maximizing the business value to be delivered by the transformation effort to leverage agility during functional changes, and characteristics of an agile function including transparent and accessible data and metrics.

The article presents suggestions for improving the usability standards of application programming interfaces (APIs). The multivariate aspects of API security and evaluation are examined, the alleged impacts of poor usability design of APIs on computer programmers are discussed, and information is offered on the impact of agile software development on APIs.

Over the past 25 to 30 years, agile innovation methods have greatly increased success rates in software development, improved quality and speed to market, and boosted the motivation and productivity of IT teams. Now those methods are spreading across a broad range of industries and functions and even reaching into the C-suite. But many executives don’t understand how to promote and benefit from agile; often they manage in ways that run counter to its principles and practices, undermining the effectiveness of agile teams in their organizations. From their work studying and advising companies that have successfully employed agile methods, the authors have discerned six crucial practices for capitalizing on agile’s potential: (1) Learn how agile really works; (2) understand when it is appropriate; (3) start small and let passionate evangelists spread the word; (4) allow teams that have mastered the process to customize their practices; (5) practice agile at the top; and (6) destroy corporate barriers to agile behaviors. They expand on each, providing executives with a practical guide for accelerating innovation and profitable growth. INSET: Agile Values and Principles. [ABSTRACT FROM AUTHOR]

As mobile banking took hold and customers became increasingly aware of what they could do for themselves, the global banking group ING launched a pilot transformation in its Dutch retail unit, replacing most of its traditional structure with a fluid and more responsive organization composed of tribes, squads, and chapters. Dominic Barton, Dennis Carey, and Ram Charan report on this new way of working, which is being rolled out more widely across the bank. [ABSTRACT FROM AUTHOR]

The article offers information on how techniques and technologies bringing agility to enterprise data. It mentions that how strategies have been transforming building blocks of portability, adaptability, and rapid delivery containers, microservices, DevOps, and DataOps. It discusses that importance of increasing sophistication of scalable compute platforms.

The article discusses the role of user experience (UX) research and design research in relation to agile software teams. Topics include the relation of end user attitudes to the importance of UX, the difference between current customers and target users, and problems with relying on the opinions of executives about products.

The article discusses the need to dominate the electro magnetic spectrum has been higher for the U.S. military the end of the Cold War. Topics include "U. S. military operations have rarely conducted unilaterally and have increasingly reliant on contributions from allies and partners," and the Department has helped to develop military-to-military agreements, host nation agreements, agreements with the North Atlantic 'Treaty Organization.

The article discusses that the businesses which were earlier reluctant to try out new technologies and work arrangements, have started to rethink their strategy to innovate. It mention that they have realized the importance of investing in cloud services during current times and have expedited their adoption process, which would have otherwise taken many years to accomplish.

The article focuses on methods of improving productivity and ensuring information technology (IT) value creation. It states that software development outsourcing and purchasing software packages both can involve a significant allocation of internal IT resources for systems analysis, integration with other software systems, data warehouses, data migration, and more. It comments on the use of Agile, Scrum, and Extreme Programming development methodologies to increase software development productivity and talks about the use of lean techniques to improve the cost effectiveness of IT organizations. It mentions the reuse of software and the use of critical chain methodology to reduce lead times for software development projects.

The article discusses the agile movement, which is an initiative to improve the ways in which software is developed, and the Software Engineering Method and Theory (SEMAT) initiative, which is a novel way of looking at the domain of software engineering. The authors argue that when the two initiatives are combined, it empowers teams to be innovative, to experiment, and to improve the results they deliver. Topics include what SEMAT adds to the agile movement, the support that SEMAT provides in helping organizations become agile, the goal of the SEMAT initiative, and what the agile movement add to SEMAT.

The article informs that data management and integration demands continue to increase as organizations are faced with more data flowing, and need to extract business value and to protect and offer wider access to that data for users. Topics include data-driven is the goal of all companies; and the importance of data related to customer insight, business operations, and digital transformation.

The article discusses a nimble boot camp-style peer-to-peer training model allowing one business school to act quickly to equip students with skills employers. Topics include the students enroll in training sessions not appreciate learn a skill without the pressure of earning a grade; and student proved to be a whiz at Excel.

The article focuses on Indian businesses have started leveraging Cloud technologies to a great extent as they attempted to cope with these uncertain times, and power innovation for greater adoption of Cloud across various industries. Topics include the views of Lionel Legros, General Manager of OVHcloud, on the multi-cloud approach provides the most comprehensive mix of public and private clouds, and the unprecedented global crisis caused by COVID-19 pandemic has not only rendered states.

The article offers information on the companies that matter most in data. Topics include Information Builders helps organizations operationalize and monetize their data with a complete solution for analytics; Innovative Routines International (IRI), the CoSort Company offers a big data handling platform, Voracity, including products to deliver solutions for data migration; and MariaDB Corp. is the company behind the enterprise open source database MariaDB, which delivers operational agility.

WE love a good hot hatch at Auto Express. 10 Suzuki Swift Sport Price: £19,044 Engine: 1.4-litre 4cyl turbo, 138bhp Economy: 47.1mpg CO[sub 2]: 135g/km 0-62mph: 8.1 seconds THE Suzuki Swift Sport has always been one of those rare hot hatchbacks that delivers more than the sum of its parts. 6 Mercedes-AMG A 35 Prices: £38,360-£44,360 Engine: 2.0-litre 4cyl turbo, 302bhp Economy: 34.0-35.8mpg CO[sub 2]: 180-188g/km 0-62mph: 4.7 seconds DON'T think of the Mercedes-AMG A 35 as anything other than a rather serious - and extremely potent - hot hatchback. "We reckon the sweetest version is the basic model, which still comes with a 276bhp 1.8-litre turbo engine" 3 Ford Focus ST Prices: £29,825-£33,710 Engines: 2.3-litre 4cyl turbo, 276bhp; 2.0-litre 4cyl turbodiesel, 187bhp Economy: 34.4-50.4mpg CO[sub 2]: 148-187g/km 0-62mph: 5.7-7.6 seconds NOT so long ago the idea of a front-wheel-drive hot hatch with 276bhp and, more to the point, 420Nm of torque was seriously radical, if not completely mad. [Extracted from the article]

This section offers news briefs on military and aerospace electronics in the U.S. as of May 2020. Topics discussed include partnership between the U.S. Air Force and Virginia-based Dark Wolf Solutions LLC for the agency's software penetration and adversarial assessment, development of a transportable gamma ray radiation generator by RadiaBeam Technologies under a contract with the U.S. Defense Advanced Research Projects Agency, and a contract awarded to BAE Systems for the U.S. Navy's F-35 jet.

Michelle and Betty are on to something with their commitment to walking at every stage of life - here's the research that proves them right: "We're more likely to reach our goals if we get specific", says trainer Amy Schemper, founder of Body by Amy and host of the Prevention DVD 10-Minute Pilates. Jennifer Walsh, founder of Walk With Walsh and a Virtual Walk ambassador, suggests using the Virtual Walk as an opportunity to invite a friend or neighbor to join you - and asking him or her to invite folks you may not know. By signing up, you get access to our exclusive Virtual Walk newsletter, which is how you'll access Schemper's training plan. [Extracted from the article]

The article discusses automation of data and application deployments. It mentions that data managers are turning to automation and autonomous databases and platforms, as per a recent survey of 217 data managers by Unisphere Research, a division of Information Today Inc. It reveals that sheer amount of data flowing into and through enterprises will also create challenges for the move to automation.

If you go down this route, start by copying everything inside C:\Users\martin into the C:\Users\Public folder, then use CloneApp (www.mirinsoft.com/ ms-apps/cloneapp) to back up any program settings you can't easily recreate in the new user account. Once you're happy everything has been transferred across, clean things up by emptying the Public folder and then deleting the old user account via 'Settings > Accounts > Family & other users. WINDOWS DUAL-BOOT WINDOWS 7 AND WINDOWS 10 The pressure to upgrade is mounting, but I'm not ready to give up on Windows 7 yet. The installer will detect the presence of Windows 7 and will set up a dual-boot menu to allow you to switch between Windows 7 and 10 each time you start your PC. [Extracted from the article]

The article focuses on the use of Agile software development methods in creating Software as a Service application software. It states programming frameworks like Ruby on Rails (RoR) can be used to demonstrate productivity through extensive software reuse and allow students to experience software life cycles within a course. It compares Java to RoR and suggests the reduction in the amount of code is an indication of improved productivity and talks about horizontal scalability in cloud computing.

The article focuses on Agile software development and its use by practicing software engineers. It talks about the state of software development methodology in the 1990s which led to independent consultants developing agile software development tools and mentions that in 2001 17 software engineers codified the 12 original agile principles into the Agile Manifesto. It analyzes data from surveys of software programmers to determine how many of them used agile principles and their thoughts on the value of the principles. It mentions the introduction of lean software development kanban practices.

The article presents the results of research related to service-oriented computer network architectures, focusing on best practices for implementing organizational change, and the implications for software development. Structured interviews with information technology professionals who had dealt with such issues in the fields of insurance, financial services, state government, and entertainment were conducted. The research methodology is described, and an analysis of the results is presented. It was found that the adoption of more agile software development practices enabled organizations to make the best use of service-oriented architecture improvements.