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Berthed at Norte quay, Sagunto Port on 14/01/2011.
Call Sign : VRDZ5
MMSI : 477081900
Gross tonnage : 25.768, DWT : 43.369, LDT : 9.240
Year of build : 1985
Flag : Hong Kong, China 🇭🇰
Dimensions : 190,00 x 30,03 x 11,61 m
Bale : 50.765 m³, Grain : 52.560 m³
Cargo Handling Gear : 4 Cranes of 25 tonnes SWL
Main engine : B&W 6L60MC _ hp.: 11.499, Kw.: 8.458, Service speed : 14,50 Kn
Shipbuilder : Daewoo Shipbuilding & Heavy Machinery Ltd - Geoje (KOR). Yard No. 1014
Standard design : Daewoo 43
Name of ship : AGILE, 2009/05.
Former names : Iran Ghafari, 1985/01. Decorous, 2008/07.
Later name : OCEAN, 2012/10.
Broken up since 26/11/2012 at Alang (IND).
Shipbreaker : Mariya Ship Breaking P Ltd
Ich war heute zum ersten mal bei einem Agility Turnier. Das Fotografieren hat riesigen Spaß gemacht. :-)
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. :-)
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)
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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.
Dog agility training - High jump. My Jack-in-the-box! (Set of 12). Expertly trained at BRB K9: www.brbk9.com/
Best Viewed on Black: View On Black
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
photo réalisée à l'Association Canine de la Boucle (acdlb) .Chemin du bas de la Plaine.Sartrouville. site web : acdlb-education-canine-agility.fr
Agile projects define many small iterations en route to achieving their goal. There is always one current iteration that is the main focus of the team's attention. The path to the final goal is always torturous and impossible to predict in the early days of the project. However, the vision for the project should always be in sight...as fuzzy as it might seem.
At VFS Digital Design, we teach agile project management practices throughout the entire year. And what better way to refresh everyone's recollection of the 9 knowledge areas (scope, time, cost, human resources, procurement, risk, quality, communication and integration) than with a game!
The students were divided into four teams and briefed on a project they had just "won”. Using index cards and post-it notes the students were asked to record the goals, objectives, work breakdown structure including time allotted for major tasks, resources, and the risks of their respective projects and post them on the wall.
Find out more about VFS’s one-year Digital Design program at www.vfs.com/DigitalDesign.