Alain Gall
Ruby Classes and Objects. Ruby is a perfect Object Oriented Programming Language.
The features of the object-oriented programming language include: Data Encapsulation: Data Abstraction:Polymorphism:Inheritance: These features have been discussed in Object Oriented Ruby. An object-oriented program involves classes and objects. A class is the blueprint from which individual objects are created. Take the example of any vehicle. A vehicle can also have certain functions, such as halting, driving, and speeding. A class Vehicle can be defined as: Class Vehicle{ Number no_of_wheels Number horsepower Characters type_of_tank Number Capacity Function speeding { } Function driving { } Function halting { }} By assigning different values to these data members, you can form several instances of the class Vehicle.
Code School - TryRuby. Ltd - empowering connections - Company. Nandimobile Limited is a software company registered in June 2010 in Ghana.
The company is focused on building technologies which simply communications between organisations and consumers in Ghana by leveraging the mobile phone. Since 2010, Nandimobile has been recognised and awarded both locally and internationally for the impact made with their software. Two Lists You Should Look at Every Morning - Peter Bregman. By Peter Bregman | 11:00 AM May 27, 2009 I was late for my meeting with the CEO of a technology company and I was emailing him from my iPhone as I walked onto the elevator in his company’s office building.
I stayed focused on the screen as I rode to the sixth floor. I was still typing with my thumbs when the elevator doors opened and I walked out without looking up. Then I heard a voice behind me, “Wrong floor.” Release Planning. The art of leading software development teams. A new (and better) definition for Product Owner. By Saeed Khan Last week’s post entitled “The Scrum Title ‘Product Owner’ must die!
“ on changes to the Scrum “Product Owner” title and responsibilities drew a lot of comments and feedback. Some agreed, some disagreed, but clearly there is much room for improvement in how that role is defined and implemented. And thus the genesis of this post. It’s time to provide a better, more applicable and less convoluted description of the “Product Owner” role so that companies who are implementing Scrum can do so with far less confusion and tumult in their organizations.
One reader, Rohan, left a great comment that is worth repeating and discussing. Avoiding the Dark Twisty Turn-filled Tunnel Syndrome. Many a well conceived project ends up in the scrap heap because of inadequate expectation setting, or sponsors and key stakeholders that become disinterested or impatient with projects that don't produce deliverables quickly enough.
These projects, after creating an initial buzz, appear to enter "a dark twisty tunnel" where the light from the tunnel entrance is no longer seen, the tunnel exit is nowhere in sight, and inadequate milestones exist to indicate forward progress. The Importance of Teaming. Editor's note: Many managers are taught to think of teams as carefully designed, static groups of individuals who, like a baseball team or improv comedy troupe, have ample time to practice interacting successfully and efficiently.
The truth is, most corporate project teams don't have the temporal luxury. Teams are often disbanded before they have a chance to gel, as individual members are delegated to new projects—and therefore new teams—on a hectic as-need basis. HBS Professor Amy Edmondson maintains that managers should think in terms of "teaming"—actively building and developing teams even as a project is in process, while realizing that a team's composition may change at any given moment. Teaming, she says, is essential to organizational learning. Les Patterns des Grands du Web – DevOps. Description Le mouvement « DevOps » nous invite à repenser la frontière classique de nos organisations qui séparent d’un côté les études, i.e. ceux qui écrivent le code des applications (les « Dev ») et de l’autre côté la production, i.e. ceux qui déploient et exploitent ces applications (les « Ops »).
Ces réflexions sont certainement aussi anciennes que les DSIs mais elles trouvent un peu de fraîcheur grâce notamment à deux groupes. D’un côté les agilistes qui ont levé la « contrainte » côté développement, et sont maintenant capables de « livrer » beaucoup plus souvent du logiciel valorisé par le client… de l’autre, des experts ou des managers de la « prod » des grands du web (Amazon, Facebook, LinkedIn…) partageant leurs retours d’expérience et la façon qu’ils ont d’aborder la frontière « dev » et « ops ».
Au-delà de la beauté intellectuelle de l’exercice, DevOps travaille surtout (oserais-je dire uniquement) sur la réduction du TTM (Time To Market). Figure 1. Figure 2. Figure 3. 3. The Decline and Fall of Agile. It's odd to talk about the decline and fall of the agile movement, especially now that it's so popular, but I actually think the agile movement has been in decline for several years now.
The State of the Art I've seen a shift in my business over the last few years. In the beginning, people would call me to help them introduce Agile, and I would sell them a complete package that included agile planning, cross-functional teams, and agile engineering practices. Now many people who call me already have Agile in place (they say), but they're struggling. They're having trouble meeting their iteration commitments, they're experiencing a lot of technical debt, and testing takes too long. Other consultants I've talked to report the same experience. The Role of Scrum. Agile Chalk Talk: Release Planning Meeting. La diversification des exportations, moteur de la croissance africaine. L’Allemagne bat le record de production d’énergie solaire. Le temps semble revenir au beau fixe pour le photovoltaïque.
