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Canadian Armed Forces members from 1 Canadian Mechanized Brigade Group, with the support of helicopters from 408 Tactical Helicopter Squadron, conduct a level 5 range during Exercise AGILE RAM at 3rd Canadian Division Support Base Detachment Wainwright training area, May 29, 2021.
Photo: Corporal Djalma Vuong-De Ramos, Canadian Armed Forces Photo
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Des membres des Forces armées canadiennes du 1er Groupe brigade mécanisé du Canada dirigent un exercice de tir de niveau 5, avec l’appui d’hélicoptères du 408e Escadron tactique d’hélicoptères, au cours de l’exercice AGILE RAM, dans le secteur d’entraînement de la Base de soutien de la 3e Division du Canada, détachement Wainwright, le 29 mai 2021.
Photo : Caporal Djalma Vuong-De Ramos, Forces armées canadiennes
Canadian Armed Forces members of 1 Canadian Mechanized Brigade Group conduct a level 5 range during Exercise AGILE RAM, at 3rd Canadian Division Support Base Detachment Wainwright training area, May 27 2021.
Photo: Corporal Djalma Vuong-De Ramos, Canadian Armed Forces Photo
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Des membres des Forces armées canadiennes du 1er Groupe brigade mécanisé du Canada participent à un exercice de tir de niveau 5 au cours de l’exercice AGILE RAM, dans le secteur d’entraînement de la Base de soutien de la 3e Division du Canada, détachement Wainwright, le 27 mai 2021.
Photo : Caporal Djalma Vuong-De Ramos, Forces armées canadiennes
Ich war heute zum ersten mal bei einem Agility Turnier. Das Fotografieren hat riesigen Spaß gemacht. :-)
Rhubarb loves her agility competitions. She is (too) keen to get going and flies through the course. Another clear round and a win!
en.wikipedia.org/wiki/Dog_agility
(Nikon Z7ii & Nikkor 24-70mm f/4 S)
MOV_9585trim
All Rights Reserved © 2023 Frederick Roll
Please do not use this image without prior permission
Ich war heute zum ersten mal bei einem Agility Turnier. Das Fotografieren hat riesigen Spaß gemacht. :-)
Agility training. Exercise, discipline, focus and fun.
Uploaded with theGOOD Uploadr. Almost certainly the best flickr uploadr ever.
Instead of going down the stairs in front of Sacre-Coeur, I opted to head down the back side of Montmartre, stumbling on Au Lapin Agile, a cabaret made famous in a Toulouse Lautrec painting.
Ich war heute zum ersten mal bei einem Agility Turnier. Das Fotografieren hat riesigen Spaß gemacht. :-)
Bailey's at it again. This time, he's discovered the agility course in the back corner of Frognerparken, in Oslo, Norway. The a-frame is definitely his favorite.
Camera: Olympus OM-D E-M5
Lens: Olympus M.Zuiko 45mm f/1.8
45mm (90mm full frame FOV), ISO 200, f/1.8, 1/250 sec., single RAW file, hand held.
Thanks for stopping by, and for all of your continued kind comments and favorites!
Ich war heute zum ersten mal bei einem Agility Turnier. Das Fotografieren hat riesigen Spaß gemacht. :-)
Spring is coming and that also means dog agility trials. My good buddy gave me these socks, hopefully they will bring the pup and I lots of wins! Thank you, my agility friend!
The agile wallaby (Macropus agilis) also known as the sandy wallaby, is a species of wallaby found in northern Australia and New Guinea. It is the most common wallaby in Australia's north. The agile wallaby is a sandy colour, becoming paler below. It is sometimes solitary and at other times sociable and grazes on grasses and other plants. The agile wallaby is not considered threatened. (from Wikipedia)
Lapin Agile is a famous Montmartre cabaret, at 22 Rue des Saules, 18th arrondissement of Paris, France.
It existed circa 1860 under the name of "Au rendez-vous des voleurs",.[1] Some twenty years later the walls were decorated with portraits of famous murderers and the place became known as the "Cabaret des Assassins". Tradition relates that the cabaret received this name because a band of gangsters broke in and killed the owner's son in a robbery attempt. In 1875, the artist Andre Gill painted the sign that was to suggest its permanent name. It was a picture of a rabbit jumping out of a saucepan, and residents began calling their neighbourhood night-club "Le Lapin à Gill," meaning "Gill's rabbit." Over time, the name had evolved into "Cabaret Au Lapin Agile," or the Nimble Rabbit Cabaret. The original painting on canvas was stolen in 1893; a reproduction on timber was painted to take its place.
The Lapin Agile was bought in the early twentieth century by the cabaret singer, comedian, and nightclub owner Aristide Bruant to save it from demolition. The Lapin Agile became a favourite spot for struggling artists and writers, including Picasso, Modigliani, Apollinaire, and Utrillo.
The Lapin Agile is located in the centre of the Montmartre district in the 18th arrondissement of Paris, behind and slightly northwest of Sacre Coeur Basilica. Since this was the heart of artistic Paris at the turn of the twentieth century, there was much discussion at the cabaret about "the meaning of art."
The Lapin Agile also was popular with questionable Montmartre characters including pimps, eccentrics, simple down-and-outers, a contingent of local anarchists, as well as with students from the Latin Quarter, all mixed with a sprinkling of well-heeled bourgeoisie out on a lark.
Pablo Picasso's 1905 oil painting, "At the Lapin Agile" helped to make this cabaret world-famous. The cabaret was often captured on canvas by another Montmartre artist, Maurice Utrillo.
In 1993 American comedian and entertainer, Steve Martin, wrote a play, Picasso at the Lapin Agile, which had a successful run in Chicago, Los Angeles, and elsewhere. The play depicted an imagined meeting between Pablo Picasso and Albert Einstein at the Lapin Agile.
Today, many people visit the Lapin Agile, sitting at wooden tables where initials have been carved into the surfaces for decades. Located in a stone building on the steep and cobbled Rue des Saules, the cabaret presents visitors with French songs dating back as far as the fifteenth century. - Wikipedia
As early as the 1950s, IBM programmers were working on software for things like submarine control systems and missile tracking systems, which were so complex that they could not be conceived and built in one go. Programmers had to evolve them over time, like cities, starting with a simple working system that could be tested by users, and then gradually adding more function and detail in iterative cycles that took one to six months to complete. In a 1969 IBM internal report called simply “The Programming Process,” IBM computer scientist M.M. Lehman described the approach:
“The design process is… seeded by a formal definition of the system, which provides a first, executable, functional model. It is tested and further expanded through a sequence of models, that develop an increasing amount of function and an increasing amount of detail as to how that function is to be executed. Ultimately, the model becomes the system.”
This iterative approach to software development, where programmers start by creating a simple, working seed system and expand it in subsequent cycles of user testing and development, has become a common approach in software design, known under a variety of names such as iterative development, successive approximation, integration engineering, the spiral model and many others, but in 2001, when a group of prominent developers codified the core principles in a document they called the Agile Manifesto, they gave it the name “agile” which seems to have stuck.
Agile is about small teams that deliver real, working software at all times, get meaningful feedback from users as early as possible, and improve the product over time in iterative development cycles. Developing software in an agile way allows developers to rapidly respond to changing requirements. Agile developers believe that where uncertainty is high there is no such thing as a perfect plan, and the further ahead you plan, the more likely you are to be wrong.
Agile Information Management
Agile development models include just in time information gathering processes. Agile information gathering processes include rapid collection of content and the clear appearance of the resulting documents. Collecting technical business requirements and immediately folding them into the client template is an agile information management method.
Business Analyst Teams need to capture requirements as they are clarified. This is especially important when:
1. The deliverable is the requirement document first and foremost
2. The outline for documenting incoming requirements already exists
3. Tight deadlines exists and there is any risk of delays in documentation, or in overlapping out-of-date information being presented to the client–
4. Or if the document control tool, which is commonly used for working together interactively, is flakey and as a result document versions may become dated
It is not an agile process to wait to add known requirements. For example having project management, or development directing a business analyst to wait until later to add or modify incoming requirements prior to a document presentation. It makes sense to put the correct and current requirements into the current document. It is more logical to keep found things found by categorizing them immediately.
1. It is a waste of time and money, searching when editing the same document repeatedly, or by different individuals, when the requirement should be added on the fly
2. It is frustrating for the BA, it is frustrating for the client when they read out of date requirements
3. It creates unnecessary control issues
4. It runs counter to the clients’ actual needs and requests
5. It isn’t agile any more, it is an outdated technique
Presentation of business requirements is 50% of the job of development consulting, that is, what a document actually looks like really matters to governance and business people
1. Because they spend all their time in documents, generally they want them to look familiar and be formatted correctly, so it makes sense to use their templates
2. They care about documentation, and that is your value to them
3. Your clients will never have your depth of knowledge regarding technology, which means you will have to explain your processes and reasons if you do it any other way (slowing the process down) besides using their processes and procedures
4. The business and governance or project management office people will participate in decision making about actually building the project, or not, and you want them to want to work with you, by showing that you will work with them!
Labels: agile, Agile Information Management, analysis, best practices, business analysis, Business Analysts, development, governance, keeping found things found, rapid development, technology, templates