In this article, we will be talking about Server Push Technology that is actually part of the HTTP/2 spec.
The most important feature of Servlet 4.0, due to HTTP/2, is the implementation of the server push capability. The concept behind this technique is that if the client/browser requests a certain resource, the server assumes, in advance, that some other related resources may also be requested soon. Because of this assumption, it pushes them into the cache (called ‘cache push’) before they are actually needed. For example, it is very much likely that when a webpage is loaded, it may eventually request a CSS file or another image. The server proactively starts pushing the bytes of these assets simultaneously, without the need for the client to make an explicit request.
https://ankaa-pmo.com/wp-content/uploads/2018/10/introducing-servlet-4-0-server-push-using-spring-boot-2-1.jpg209334Service comm.https://ankaa-pmo.com/wp-content/uploads/2017/04/Logo-Ankaa-engineering.pngService comm.2018-10-04 12:02:012018-10-04 12:02:01Introducing Servlet 4.0 Server Push Using Spring Boot 2.1
Finance is probably one of the first fields to adopt innovations. These days, IoT, AI, and blockchain are the technologies reshaping multiple industries, especially FinTech. AI solutions attract immense investments and for the right reasons. Analysts have counted that Artificial Intelligence is going to save the industry more than a trillion dollars (!) through the year 2030.
How exactly are financial institutions planning to leverage AI? Is it already a part of the processes? Skelia dug into this issue.
https://ankaa-pmo.com/wp-content/uploads/2018/10/fintech-reshaped-by-ai.jpg313500Service comm.https://ankaa-pmo.com/wp-content/uploads/2017/04/Logo-Ankaa-engineering.pngService comm.2018-10-04 11:06:042018-10-04 11:06:04FinTech Reshaped by AI
My team is the owner of different trading platforms and the core services around it. But we depend heavily on other products (e.g. financial feeds, client identification, services to send orders to stock markets, etc.). And of course, each of the team managing these services have other platforms that are their clients.
When Vasco Duarte and I ran the #NoEstimates/#NoProjects workshop (or #NoNoWorkshop as I think of it) in Switzerland last month, the attendees asked some good questions. With Project Myopia done and published, and Continuous Digital almost done, it seemed like a good time to repeat, and elaborate, the answers publicly. This will take a few blog posts to work through.
https://ankaa-pmo.com/wp-content/uploads/2018/10/how-should-we-organize-our-teams.jpg172275Service comm.https://ankaa-pmo.com/wp-content/uploads/2017/04/Logo-Ankaa-engineering.pngService comm.2018-10-03 21:16:272018-10-03 21:16:27How Should We Organize Our Teams?
In Java, boxed numbers are instances of classes, such as java.lang.Integer or java.lang.Double, that wrap or "box" the respective primitive types: int, double, etc. They were designed to allow Java apps to pass around numbers as objects and, more importantly, to store numbers in the common collections, such as java.util.ArrayList, java.util.HashMap, etc. The need to store numbers in lists and maps is very common. To satisfy it, the JDK developers had two choices:
Provide specialized collections, i.e. lists and maps, for every primitive type and their combinations. For example, this could include IntArrayList, ObjectToDoubleHashMap, IntToObjectLinkedHashMap, IntToLongConcurrentHashMap, etc.
Thanks to António Alegria, Head of AI at OutSystems for taking me through how OutSystems is using AI to improve the quality and speed of software development. António also heads up OutSystems’ AI Center of Excellence — Project Turing.
António began his presentation explaining that tools were key to humanity’s progress and that software became the ultimate tool to drive great achievements.
Let’s continue with our series of TDD articles. In the first part, we looked at the theory behind TDD and Unit Testing. In this second part, we begin to develop our application, an application of notes where a user can write notes and everything that comes to our mind. Please, leave comments if you are interested in seeing how we develop any specific functionality in our application.
TDD First Cycle
To start developing our application, we could start with the user entity (quite generic and it is used for everything). We will see later if it is necessary to change it to something more concrete.
https://ankaa-pmo.com/wp-content/uploads/2018/10/tdd-example-in-software-development-part-2.jpg313500Service comm.https://ankaa-pmo.com/wp-content/uploads/2017/04/Logo-Ankaa-engineering.pngService comm.2018-10-02 21:14:432018-10-02 21:14:43TDD Example in Software Development (Part 2)
As promised, the just-released Java, JavaFX theme in JMetro version 4.6 brings a new style for the Progress Bar.
The Progress Bar has two possible states: determinate and indeterminate, and the new JMetro version has different styles for these two. In this post, I’ll go into greater detail about some API design principles I abide by in JMetro.
https://ankaa-pmo.com/wp-content/uploads/2018/10/fluent-design-style-progress-bar-for-java-java-fx.jpg375600Service comm.https://ankaa-pmo.com/wp-content/uploads/2017/04/Logo-Ankaa-engineering.pngService comm.2018-10-02 09:01:012018-10-02 09:01:01Fluent Design Style Progress Bar for Java, Java FX
Like anything with longevity attached to it, the more time you spend doing something, the more time you encounter outlying situations that can be lesson learning opportunities. For this article, I am going to talk about three distinct and unique personalities I have encountered over the years.
The John Rutsey
Back in the 1960’s, there was a Canadian by the name of John Rutsey. He loved hockey and music. Based upon his geographical location he became close friends with a classmate named Alex Lifeson. Eventually, their love of music spawned them to begin learning music themselves to the point where they joined forces with a guy named Geddy Lee and released a self-titled album for their band "Rush." John Rutsey was the first drummer of the band that consisted of guitar, bass and drums. Facing musical differences and health concerns, Rutsey left the band and was replaced with Neil Peart — which was the game changer for the band that continued to release albums and tour effectively for the next 41 years.
https://ankaa-pmo.com/wp-content/uploads/2018/10/dealing-with-rutsey-bartman-or-omarosa-on-your-team.jpg375600Service comm.https://ankaa-pmo.com/wp-content/uploads/2017/04/Logo-Ankaa-engineering.pngService comm.2018-10-01 19:16:022018-10-01 19:16:02Dealing With Rutsey, Bartman or Omarosa On Your Team
Having “no company strategy” is one of the biggest issues facing product managers, according to a recent survey of over 600 product people. After all, how can you set a reasonable direction for your product when you don’t know where your company is headed?
It’s an issue that confronted me recently, when I started work with a higher education provider in the UK.
A few months on, and we’ve found we’ve been able to solve it. And it landed pretty well, we’ve been given the green light (and extra cash) to deliver it!
Here’s how we did it.
Step 1. Define Your key Objective
Initially, the project was presented to me as something to “increase the number of people who apply to, and join the university”. While these numbers may be useful to measure, they’re also vanity metrics, much like website visitors for an e-commerce website.
Here’s why.
UK universities typically get paid by the student every three or four months, receiving the first payment about three weeks into the first semester. So a student is of no commercial value until this point. Getting paid enables the university to deliver its mission of providing education services and helping people into employment.
So, as a minimum, our key objective had to be something like, “to increase the number of people who pay their first tuition fee instalment”. But we felt that wasn’t enough really, because if the student leaves after the first semester then the university would lose on a significant amount of revenue – around 89% for a three-year course.
The key objective, therefore, had to be focused on retention. Something like, “to increase the number of people who complete their studies with the university”. And you could go a step further and add, “…and enter their chosen field of employment”, given that this is typically a student’s end goal and hence a factor in their likelihood to recommend the university.
What we were talking about, of course, was customer lifetime value (LTV) – a term that’s widely used in SaaS and subscription-based businesses – and Net Promoter Score (NPS).
We made one final tweak – to focus on the percentage of applicants rather than total numbers, as it was more within our control – and went with “to increase the percentage of applicants who complete their studies with the university, and enter their chosen field of employment”.
In hindsight, we basically answered two questions to determine our key objective. These were, why does the company exist (i.e. what’s its mission)? And what needs to happen to allow the company to keep working towards its mission?
Step 2. Define Your Target Customer
The university had a number of distinct customer segments spanning across qualification levels (e.g. undergraduate, postgraduate), study type (e.g. full-time, part-time), demographics (e.g. age, residency) and more. It would have been nigh-on impossible to try to create something for every combination from day one.
Fortunately, there was enough data available on the student population and the market to be able to determine which combinations were the most significant. A lot of this information was freely available online, for example, Universities UK’s Higher education in numbers report, which gave us the rich insight displayed below.
We learned that an overwhelming number of students are undergraduates…
…and choose to study full-time.
Likewise, a high number of students came from the UK, which was important because the application process differs slightly depending where the student is coming from.
So, based on this, we decided to focus our efforts on full-time, undergraduate students, who came from the UK, with a view to expanding to all segments as soon as possible.
Step 3. Map the Steps to Your key Objective
To understand where the existing experience could be improved and where we should focus first, we mapped out the milestones a student must go through to reach our key objective. In other words, we mapped out a conversion funnel.
Here are the milestones we came up with.
These milestones could also be used as lead metrics, to help determine whether a student is making meaningful progress towards the key objective, which in this case could take over three years to achieve.
Step 4. Collect the Data
Next, we cobbled together data from a variety of sources and populated the conversion funnel. We didn’t have useful data for the final step (entering chosen employment) so we left it out and made a request to start collecting it.
We ended up with something like this.
At this point, there was still no way of telling what was good or bad so we gathered benchmarks for each of the figures based on competitor and sector averages, where known, as well as any internal year-on-year trends.
This gave us a number of areas to investigate further, for example, the withdrawal rates during the first year, which were among the highest in the sector and the “application” to “offer” rates, which were were notably lower than competitor averages.
Step 5. Determine the “why” Behind the “What”
Analysing data was great for telling us what was happening but it didn’t tell us why. So, we took the outputs of the steps above and laid out each one as a question. Then we dug deeper.
You could use an infinite number of methods here but we focused on three things: speaking with people (colleagues and students) to understand what happens at different milestones and why, analysing reams of secondary research and consumer reports, and scouring the largest UK student forum, The Student Room (TSR).
The Student Room was particularly useful. We found thousands of people in our target customer segment openly discussing the same questions we’d laid out, from why they wanted to go to university to how they decide between institutions. The legwork was in finding the answers and drawing logical conclusions, and Google’s Site Search function helped with this.
To help us draw conclusions from the research, we created a mind map. This had our key objective at the centre, our most important questions surrounding it, then any insight and best-guess answers coming off as branches. By the end, it covered most the stuff you’d expect to find on something like a Product Vision Board from the market and customer needs to internal objectives and product requirements.
We were able to deduce that a number of the “problematic” areas actually had more to do with the perception of the university, which was way beyond the scope of this work to change (though was noted in our recommendations). Improving the areas later in the funnel, as well as internal efficiency, were perhaps more within our control to change. We then formed a number of hypotheses about how we might achieve our key objective and agreed specific targets (as percentage point increases). This gave us the focus we needed to proceed.
Step 6. Scope the Solution
The next step – and perhaps the simplest – was to think about a solution.
Based on what we’d learned so far, we layered in high-level user experience designs alongside the conversion funnel.
Three or four distinct – but connected – products emerged from our first pass of the experience design, for example, an application product and a separate customer support product. This in turn gave us ideas for the high-level architecture, team structures and skills needed.
Then, using the insight we’d gathered plus some additional technical discovery, we were able to form a view on the relative priority of the products and features and a rough Now, Next, Later-style product roadmap.
All that was left was to share it with senior management and get the go-ahead…
So, how did it Turn out?
Surprisingly well, actually. We were successful in “selling” our vision and strategy, and were allocated funds to deliver it. And because we’d involved a number of teams in the process, our peers were (and still are) generally supportive too.
The products and services that are delivered will inevitably be quite different from our early designs. That’s fine, at least we have overcome one of the biggest hurdles to corporate innovation – the urge to procrastinate and do nothing.
Perhaps the most valuable part of this work, however, was the template and process that were created – connecting company strategy (objectives), data and insights to the product strategy, and then seamlessly to the user experience and what’s delivered. This is something I’ve personally struggled to do in the past, having wrestled with tools like the Business Model Canvas and Product Vision Board. Similar to these tools though, the Product Funnel (as we now call it) can continually be updated as the team inevitably learn more – everything is stuck on with Post-it Notes and Blu Tack after all.
https://ankaa-pmo.com/wp-content/uploads/2018/10/how-to-create-a-product-strategy-without-a-clear-company-strategy.png7761380Service comm.https://ankaa-pmo.com/wp-content/uploads/2017/04/Logo-Ankaa-engineering.pngService comm.2018-10-01 13:31:002018-10-11 08:52:53How to Create a Product Strategy Without a Clear Company Strategy
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Introducing Servlet 4.0 Server Push Using Spring Boot 2.1
Actualités, Méthodes et organisation des process ITIn this article, we will be talking about Server Push Technology that is actually part of the HTTP/2 spec.
The most important feature of Servlet 4.0, due to HTTP/2, is the implementation of the server push capability. The concept behind this technique is that if the client/browser requests a certain resource, the server assumes, in advance, that some other related resources may also be requested soon. Because of this assumption, it pushes them into the cache (called ‘cache push’) before they are actually needed. For example, it is very much likely that when a webpage is loaded, it may eventually request a CSS file or another image. The server proactively starts pushing the bytes of these assets simultaneously, without the need for the client to make an explicit request.
Source de l’article sur DZONE
FinTech Reshaped by AI
Actualités, Développement IoT, InnovationFinance is probably one of the first fields to adopt innovations. These days, IoT, AI, and blockchain are the technologies reshaping multiple industries, especially FinTech. AI solutions attract immense investments and for the right reasons. Analysts have counted that Artificial Intelligence is going to save the industry more than a trillion dollars (!) through the year 2030.
How exactly are financial institutions planning to leverage AI? Is it already a part of the processes? Skelia dug into this issue.
Source de l’article sur DZONE (AI)
How Should We Organize Our Teams?
Développement applicatif, Méthodes et organisation des process ITMy team is the owner of different trading platforms and the core services around it. But we depend heavily on other products (e.g. financial feeds, client identification, services to send orders to stock markets, etc.). And of course, each of the team managing these services have other platforms that are their clients.
When Vasco Duarte and I ran the #NoEstimates/#NoProjects workshop (or #NoNoWorkshop as I think of it) in Switzerland last month, the attendees asked some good questions. With Project Myopia done and published, and Continuous Digital almost done, it seemed like a good time to repeat, and elaborate, the answers publicly. This will take a few blog posts to work through.
Source de l’article sur DZone (Agile)
What’s Wrong With Java Boxed Numbers?
Actualités, Méthodes et organisation des process ITIn Java, boxed numbers are instances of classes, such as
java.lang.Integer
orjava.lang.Double
, that wrap or "box" the respective primitive types:int
,double
, etc. They were designed to allow Java apps to pass around numbers as objects and, more importantly, to store numbers in the common collections, such asjava.util.ArrayList
,java.util.HashMap
, etc. The need to store numbers in lists and maps is very common. To satisfy it, the JDK developers had two choices:Provide specialized collections, i.e. lists and maps, for every primitive type and their combinations. For example, this could include
IntArrayList
,ObjectToDoubleHashMap
,IntToObjectLinkedHashMap
,IntToLongConcurrentHashMap
, etc.Source de l’article sur DZONE
AI: #futureofcoding
Actualités, Développement IoT, InnovationThanks to António Alegria, Head of AI at OutSystems for taking me through how OutSystems is using AI to improve the quality and speed of software development. António also heads up OutSystems’ AI Center of Excellence — Project Turing.
António began his presentation explaining that tools were key to humanity’s progress and that software became the ultimate tool to drive great achievements.
Source de l’article sur DZONE (AI)
TDD Example in Software Development (Part 2)
Développement applicatif, Méthodes et organisation des process ITLet’s continue with our series of TDD articles. In the first part, we looked at the theory behind TDD and Unit Testing. In this second part, we begin to develop our application, an application of notes where a user can write notes and everything that comes to our mind. Please, leave comments if you are interested in seeing how we develop any specific functionality in our application.
TDD First Cycle
To start developing our application, we could start with the user entity (quite generic and it is used for everything). We will see later if it is necessary to change it to something more concrete.
Source de l’article sur DZone (Agile)
Fluent Design Style Progress Bar for Java, Java FX
Actualités, Méthodes et organisation des process ITAs promised, the just-released Java, JavaFX theme in JMetro version 4.6 brings a new style for the Progress Bar.
The Progress Bar has two possible states: determinate and indeterminate, and the new JMetro version has different styles for these two. In this post, I’ll go into greater detail about some API design principles I abide by in JMetro.
Source de l’article sur DZONE
Python Machine Learning Environment Setup 2018
Actualités, Développement IoT, InnovationHow to Install Python
Before anything else, you will need to Install Python on your machine. So, here are the steps to install Python.
Plain Download
You can download from the official website:
Source de l’article sur DZONE (AI)
Dealing With Rutsey, Bartman or Omarosa On Your Team
Développement applicatif, Méthodes et organisation des process ITLike anything with longevity attached to it, the more time you spend doing something, the more time you encounter outlying situations that can be lesson learning opportunities. For this article, I am going to talk about three distinct and unique personalities I have encountered over the years.
The John Rutsey
Back in the 1960’s, there was a Canadian by the name of John Rutsey. He loved hockey and music. Based upon his geographical location he became close friends with a classmate named Alex Lifeson. Eventually, their love of music spawned them to begin learning music themselves to the point where they joined forces with a guy named Geddy Lee and released a self-titled album for their band "Rush." John Rutsey was the first drummer of the band that consisted of guitar, bass and drums. Facing musical differences and health concerns, Rutsey left the band and was replaced with Neil Peart — which was the game changer for the band that continued to release albums and tour effectively for the next 41 years.
Source de l’article sur DZone (Agile)
How to Create a Product Strategy Without a Clear Company Strategy
Amoa et pilotage de projets, Processus métier et organisationHaving “no company strategy” is one of the biggest issues facing product managers, according to a recent survey of over 600 product people. After all, how can you set a reasonable direction for your product when you don’t know where your company is headed?
It’s an issue that confronted me recently, when I started work with a higher education provider in the UK.
A few months on, and we’ve found we’ve been able to solve it. And it landed pretty well, we’ve been given the green light (and extra cash) to deliver it!
Here’s how we did it.
Step 1. Define Your key Objective
Initially, the project was presented to me as something to “increase the number of people who apply to, and join the university”. While these numbers may be useful to measure, they’re also vanity metrics, much like website visitors for an e-commerce website.
Here’s why.
UK universities typically get paid by the student every three or four months, receiving the first payment about three weeks into the first semester. So a student is of no commercial value until this point. Getting paid enables the university to deliver its mission of providing education services and helping people into employment.
So, as a minimum, our key objective had to be something like, “to increase the number of people who pay their first tuition fee instalment”. But we felt that wasn’t enough really, because if the student leaves after the first semester then the university would lose on a significant amount of revenue – around 89% for a three-year course.
The key objective, therefore, had to be focused on retention. Something like, “to increase the number of people who complete their studies with the university”. And you could go a step further and add, “…and enter their chosen field of employment”, given that this is typically a student’s end goal and hence a factor in their likelihood to recommend the university.
What we were talking about, of course, was customer lifetime value (LTV) – a term that’s widely used in SaaS and subscription-based businesses – and Net Promoter Score (NPS).
We made one final tweak – to focus on the percentage of applicants rather than total numbers, as it was more within our control – and went with “to increase the percentage of applicants who complete their studies with the university, and enter their chosen field of employment”.
In hindsight, we basically answered two questions to determine our key objective. These were, why does the company exist (i.e. what’s its mission)? And what needs to happen to allow the company to keep working towards its mission?
Step 2. Define Your Target Customer
The university had a number of distinct customer segments spanning across qualification levels (e.g. undergraduate, postgraduate), study type (e.g. full-time, part-time), demographics (e.g. age, residency) and more. It would have been nigh-on impossible to try to create something for every combination from day one.
Fortunately, there was enough data available on the student population and the market to be able to determine which combinations were the most significant. A lot of this information was freely available online, for example, Universities UK’s Higher education in numbers report, which gave us the rich insight displayed below.
We learned that an overwhelming number of students are undergraduates…
…and choose to study full-time.
Likewise, a high number of students came from the UK, which was important because the application process differs slightly depending where the student is coming from.
So, based on this, we decided to focus our efforts on full-time, undergraduate students, who came from the UK, with a view to expanding to all segments as soon as possible.
Step 3. Map the Steps to Your key Objective
To understand where the existing experience could be improved and where we should focus first, we mapped out the milestones a student must go through to reach our key objective. In other words, we mapped out a conversion funnel.
Here are the milestones we came up with.
These milestones could also be used as lead metrics, to help determine whether a student is making meaningful progress towards the key objective, which in this case could take over three years to achieve.
Step 4. Collect the Data
Next, we cobbled together data from a variety of sources and populated the conversion funnel. We didn’t have useful data for the final step (entering chosen employment) so we left it out and made a request to start collecting it.
We ended up with something like this.
At this point, there was still no way of telling what was good or bad so we gathered benchmarks for each of the figures based on competitor and sector averages, where known, as well as any internal year-on-year trends.
This gave us a number of areas to investigate further, for example, the withdrawal rates during the first year, which were among the highest in the sector and the “application” to “offer” rates, which were were notably lower than competitor averages.
Step 5. Determine the “why” Behind the “What”
Analysing data was great for telling us what was happening but it didn’t tell us why. So, we took the outputs of the steps above and laid out each one as a question. Then we dug deeper.
You could use an infinite number of methods here but we focused on three things: speaking with people (colleagues and students) to understand what happens at different milestones and why, analysing reams of secondary research and consumer reports, and scouring the largest UK student forum, The Student Room (TSR).
The Student Room was particularly useful. We found thousands of people in our target customer segment openly discussing the same questions we’d laid out, from why they wanted to go to university to how they decide between institutions. The legwork was in finding the answers and drawing logical conclusions, and Google’s Site Search function helped with this.
To help us draw conclusions from the research, we created a mind map. This had our key objective at the centre, our most important questions surrounding it, then any insight and best-guess answers coming off as branches. By the end, it covered most the stuff you’d expect to find on something like a Product Vision Board from the market and customer needs to internal objectives and product requirements.
We were able to deduce that a number of the “problematic” areas actually had more to do with the perception of the university, which was way beyond the scope of this work to change (though was noted in our recommendations). Improving the areas later in the funnel, as well as internal efficiency, were perhaps more within our control to change. We then formed a number of hypotheses about how we might achieve our key objective and agreed specific targets (as percentage point increases). This gave us the focus we needed to proceed.
Step 6. Scope the Solution
The next step – and perhaps the simplest – was to think about a solution.
Based on what we’d learned so far, we layered in high-level user experience designs alongside the conversion funnel.
Three or four distinct – but connected – products emerged from our first pass of the experience design, for example, an application product and a separate customer support product. This in turn gave us ideas for the high-level architecture, team structures and skills needed.
Then, using the insight we’d gathered plus some additional technical discovery, we were able to form a view on the relative priority of the products and features and a rough Now, Next, Later-style product roadmap.
All that was left was to share it with senior management and get the go-ahead…
So, how did it Turn out?
Surprisingly well, actually. We were successful in “selling” our vision and strategy, and were allocated funds to deliver it. And because we’d involved a number of teams in the process, our peers were (and still are) generally supportive too.
The products and services that are delivered will inevitably be quite different from our early designs. That’s fine, at least we have overcome one of the biggest hurdles to corporate innovation – the urge to procrastinate and do nothing.
Perhaps the most valuable part of this work, however, was the template and process that were created – connecting company strategy (objectives), data and insights to the product strategy, and then seamlessly to the user experience and what’s delivered. This is something I’ve personally struggled to do in the past, having wrestled with tools like the Business Model Canvas and Product Vision Board. Similar to these tools though, the Product Funnel (as we now call it) can continually be updated as the team inevitably learn more – everything is stuck on with Post-it Notes and Blu Tack after all.
Want to give it a try? Download the Product Funnel template.
The post How to Create a Product Strategy Without a Clear Company Strategy appeared first on Mind the Product.