Agile methods

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  • Agile has become today’s dominant software development paradigm, but agile methods remain difficult to measure and improve. Essential Skills for the Agile Developer fills this gap from the bottom up, teaching proven techniques for assessing and optimizing both individual and team agile practices.

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  • MÔN HỆ THỐNG THÔNG TIN QUẢN TRỊ: Ngày nay, công nghệ thông tin (IT) có vai trò rất lớn trong các hoạt động kinh tế, sản xuất kinh doanh, bán hàng, xúc tiến thương mại, quản trị doanh nghiệp….Việc áp dụng các ứng dụng của công nghệ IT đã trở thành một phần không thể thiếu của đời sống cũng như trong các hoạt động của nền kinh tế nói chung và của các doanh nghiệp nói riêng.

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  • Lecture 3: Requirements engineering. The main contents of this chapter include all of the following: Requirements engineering components, requirements and user stories, types of requirements, effort estimation (agile methods).

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  • Four acknowledged experts in search engine optimization share guidelines and innovative techniques that will help you plan and execute a comprehensive SEO strategy. This second edition brings you up to date on recent changes in search engine behavior—such as new ranking methods involving user engagement and social media—with an array of effective tactics, from basic to advanced. Comprehend SEO’s many intricacies and complexities

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  • Thêm một phương pháp điều khiển hành động mới gọi là actionAdduser () lớp ProjectController, và thay đổi accessRules () method để đảm bảo nó có thể truy cập bởi các thành viên xác thực. Phương pháp này hành động mới có trách nhiệm để làm cho cái nhìn mới để hiển thị các hình thức và xử lý các bài viết trở lại khi hình thức là

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  • From February 11 to 13, 2001, at the Lodge at Snowbird ski resort in the Wasatch Mountains of Utah, 17 people met to talk, ski, relax, and try to find common ground. What emerged was the Agile Software Development movement. Representatives from Extreme Programming (XP), Scrum, the Dynamic Systems Development Method (DSDM), Adaptive Software Development (ASD), Crystal Methods, Feature-Driven Development (FDD), Pragmatic Programming, and others sympathetic to the need for an alternative to document-driven, rigorous software development processes convened....

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  • In the five years since the first edition of this classic book was published, Internet use has exploded. The commercial world has rushed headlong into doing business on the Web, often without integrating sound security technologies and policies into their products and methods. The security risks--and the need to protect both business and personal data--have never been greater. We've updated Building Internet Firewalls to address these newer risks.

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  • While managers designed traditional methodologies in an effort to control projects, the technical community gave birth to agile methodologies in response to their frustrations with traditional management (or lack thereof) and the resulting impact on their products and morale. For example, the principles of XP are focused almost entirely on the development process. While the technical community has championed these principles, very little has been written about the management side of agile development projects.

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  • The ScrumMaster is one of the most important elements of Scrum success. The ScrumMaster does whatever is in their power to help the team be successful. The ScrumMaster is not the manager of the team; instead, the ScrumMaster serves the team, protects the team from outside interference, and guides the team’s use of Scrum. The ScrumMaster makes sure everyone on the team (as well as those in management) understands and follows the practices of Scrum, and they help lead the organization through the often difficult change required to achieve success with Agile methods.

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  • The ninth edition of Software Engineering presents a broad perspective of software engineering, focusing on the processes and techniques fundamental to the creation of reliable, software systems. Increased coverage of agile methods and software reuse, along with coverage of 'traditional' plan-driven software engineering, gives readers the most up-to-date view of the field currently available. Practical case studies, a full set of easy-to-access supplements, and extensive web resources make teaching the course easier than ever....

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  • This submission is made on behalf of Adam Internet Pty Ltd, Aussie Broadband Pty Ltd, iiNet Limited and Internode Pty Ltd (collectively, our Clients) in response to the discussion paper of April 2011 entitled Public inquiry to make final access determinations for the declared fixed line services (Discussion Paper). Collectively, our Clients themselves or through their subsidiaries - i.e. Chime Communications (iiNet), Agile (Internode) and Wideband Networks (Aussie Broadband) - acquire a substantial share of the declared services provided over Telstra’s fixed network.

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  • Chapter 17 - An introduction to agile project management. In this chapter the core principles of Agile PM are discussed and compared with traditional project management methods. A specific agile methodology called Scrum is used to describe these principles in action. The chapter concludes with a discussion of limitations and concerns.

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  • Chapter 1 "Introduction to systems analysis and design", Chapter 1 provides an upto-date overview of IT issues, major trends, and various systems development approaches, including structured, object-oriented, and agile methods. The chapter emphasizes the important role of systems analysis and design in supporting business objectives.

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  • After this chapter the student should have acquired the following knowledge and skills: Measuring software complexity, desirable properties of complexity metrics, cyclomatic complexity, converting code to graph, unit testing: path coverage,...

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  • After this chapter the student should have acquired the following knowledge and skills: Why measure software, fundamentals of measurement theory, use case points, problem domain modeling, recombining problem frames.

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  • This book covers the area of Operations Strategy. This is defined in chapter 2 before formulation methods for operations strategy are discussed in chapter 3. Operations strategy is considered in many organisations as the implementation of an improvement approach such as lean operations. Chapters 4 to 8 cover various improvement approaches including lean, BPR, ERP, TQM and Agile Operations. Chapter 9 covers the area of projects which provide the organisational structure around which operation strategies are implemented.

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  • If a proven process is not available, it will be necessary to develop a process for use on the project which conforms to the stage, step, task construct. Once this has been done, it is necessary to estimate the resources, both client and technical, required for the project. This should be expressed by resource type or role (e.g., Client Accounts Clerk, Systems Analyst, Analyst Programmer) rather than by individual. It should cover all personnel resources required, both full and part time.

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  • This initial stage of the project also provides the project manager with opportunities to get to know the team and help them get to know each other. The time-honored kick-off group lunch can be combined with techniques often using in training sessions such as sharing personal and professional information with a colleague who then makes the group introduction. In addition, the project manager should ensure that the physical workspace is arranged in a way that facilitates collaborative activities such as pair programming and team problem solving.

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  • This book aims to instil the reader with an understanding of the Object Oriented approach to programming and aims to develop some practical skills along the way. These practical skills will be developed by small exercises that the reader will be invited to undertake and the feedback that will be provided. The concepts that will be explained and skills developed are in common use among programmers using many modern object oriented languages and are thus transferrable from one language to another.

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  • Since the publication of this book in the Netherlands in 2001, our approach to dynamic enterprise architecture has taken off. We were the first to address the everyday ups and downs that organizations face in enterprise architecture. Our initial audience—organizations that had some experience with enterprise architecture and those new to the concept— benefited from that first edition.

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