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Authentic Agile-Product-Manager PDF Dumps Final Guide to Pass the Exam

Authentic Agile-Product-Manager PDF Dumps Final Guide to Pass the Exam

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The Four Traits Of Bosses Who Get Results
The Four Traits Of Bosses Who Get Results

Forbes

time4 hours ago

  • Forbes

The Four Traits Of Bosses Who Get Results

When it comes to accountability, it's not enough to chant the slogan around the office and hope people get it. Asserting that you're the type of boss who holds people accountable isn't enough to do the trick. Your team must trust and believe that there is a fair and accurate process for keeping track of their actions and tying their behavior to real example, imagine your boss came in tomorrow morning and said, 'If you do a great job today, I am going to give you a $1,000 bonus. If you do an average job, you get to keep your job. If you do a bad job today, you are fired.' There are three things you would want to you would want to know exactly what a great job, an average job, and a bad job look like. Second, you would want to know that someone is keeping a close eye on your performance, so it isn't overlooked when you do a great job. Third, you'd want to ensure your performance is measured based on the expectations that were spelled out up front—and nothing need a fair and accurate process for tying real consequences to each employee's real concrete actions. That process doesn't have to be complicated:Establishing accountability cannot be done once or twice a year, during formal performance evaluations. It must be done up close and let real world complications get in the way. In the real world, however, there are many complications that make it nearly impossible to maintain an airtight process linking individual actions to consequences. But don't let those complications become excuses for not practicing real most organizations today, managers must compete for an employee's time and energy. When you give a direct report an assignment, it's not always clear how many other assignments that person is juggling or whether an urgent assignment from another person will interfere with completing an assignment on time for can you hold an employee accountable in this case?A senior manager in a large media company, Phil, had a conversation-stopping answer to this question: 'I am absolutely determined to be the manager that employees do not want to disappoint. Everybody knows you don't accept an assignment from me unless you can complete it to my specifications. I am the one who is going to follow up, follow up, follow up. There is nowhere to hide from me. I will come to find you. Unless you are on your deathbed, you had better have an answer for me.'Looking around the room, it was clear from his colleagues' reactions that this was true. Everybody knew Phil was that are four lessons to take from Phil and other bosses like him. 1. Be the boss who is most engaged and you will be the boss to whom your employees are most responsive. If they know you will follow up, monitor, measure, document, and insist on accountability, they will put assignments for you first.2. Be the boss who sets up employees for success and rewards them accordingly. If people know they will get something valuable, even out of a demanding assignment, the best employees will want to work for you.3. Be the boss who understands what other projects someone is juggling for other managers. Ask lots of questions about other tasks and deadlines. Talk about how your assignment might interfere with that person's other work. Decide together whether they will be able to meet your requirements. Make a plan for how they will respond if any other responsibility interferes with meeting your deadline or requirements.4. Be the boss who sets higher expectations and standards. If other managers who are your peers have fundamentally different expectations, standards, and requirements for employees, remind your direct reports regularly and enthusiastically that you are different. Make it a point of pride. Let the people on your team appreciate your especially high standards and make that part of a culture of high outcomes you all share in.

Continuous Protection for the Cloud Era: Veracode Spotlights Latest Innovations for Advanced Software Security
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time7 hours ago

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Continuous Protection for the Cloud Era: Veracode Spotlights Latest Innovations for Advanced Software Security

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Our latest innovations flip the script—instead of endless firefighting, teams can now prevent threats proactively and focus remediation efforts where they'll have maximum business impact,' said Derek Maki, Head of Product at Veracode. Redefining Application Risk Management with End-to-End Risk Visibility The latest enhancements to Veracode's Application Risk Management platform enable security teams to identify and remediate vulnerabilities with greater speed and precision than ever before. Veracode Risk Manager sets a new standard for application security posture management (ASPM), featuring six new integrations with industry leaders, including Wiz. By aggregating and prioritizing issues across all sources, Risk Manager reduces vulnerability remediation time by up to 92 percent. This holistic view empowers security teams to act on the Best Next Action™—the actions that reduce the most risk—with precision. Securing the Software Supply Chain With 70 percent of critical security debt stemming from third-party code, enterprises are under unprecedented pressure to safeguard their software supply chains. Regulations like the European Union's Digital Operational Resilience Act (DORA) highlight the vital role of open-source security in maintaining software supply chain integrity. Veracode Package Firewall redefines supply chain security with an automated solution that blocks untrusted packages, before they can infiltrate development pipelines. Powered by advanced AI analysis, Package Firewall identifies and blocks 60 percent more malicious packages than competing solutions, effectively preventing vulnerabilities, malware, and policy violations from entering organizational systems. 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Empowering Developer Productivity with Frictionless Security According to Gartner, Inc., organizations with a high-quality developer experience are 33 percent more likely to attain their business goals and 31 percent more likely to improve delivery flow. Veracode continues to champion developer productivity through an enhanced platform experience, featuring improved Integrated Developer Environment (IDE) plugins and new Git integrations that embed enterprise-level security directly into workflows. 'Developer productivity isn't just a nice-to-have; it directly impacts your ability to ship secure software at market speed. Our IDE integrations deliver enterprise-grade security insights without the context switching that kills developer flow. This is why we're seeing 35 percent faster remediation times with our IDE plugins and integrations, including Visual Studio, IntelliJ IDEA, and Eclipse, as well as GitHub, GitLab, and Azure DevOps,' said Maki. 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Availability Veracode's latest product innovations are available to customers today. To find out more about the company's application risk management platform and solutions, visit the website. About Veracode Veracode is a global leader in Application Risk Management for the AI era. Powered by trillions of lines of code scans and a proprietary AI-assisted remediation engine, the Veracode platform is trusted by organizations worldwide to build and maintain secure software from code creation to cloud deployment. Thousands of the world's leading development and security teams use Veracode every second of every day to get accurate, actionable visibility of exploitable risk, achieve real-time vulnerability remediation, and reduce their security debt at scale. Veracode is a multi-award-winning company offering capabilities to secure the entire software development life cycle, including Veracode Fix, Static Analysis, Dynamic Analysis, Software Composition Analysis, Container Security, Application Security Posture Management, Malicious Package Detection, and Penetration Testing. Learn more at on the Veracode blog, and on LinkedIn and X. Copyright © 2025 Veracode, Inc. All rights reserved. Veracode is a registered trademark of Veracode, Inc. in the United States and may be registered in certain other jurisdictions. All other product names, brands, or logos belong to their respective holders. All other trademarks cited herein are property of their respective owners.

Why AI Is Ending The Era Of The End User
Why AI Is Ending The Era Of The End User

Forbes

time2 days ago

  • Forbes

Why AI Is Ending The Era Of The End User

The term 'end user' is outdated—if not downright dangerous—in the age of AI. I was first introduced to the limitations of 'end user' thinking a decade ago when I managed the rollout of an oil & gas exploration toolset. I expected clear processes and defined user roles. Instead, I found the corporate Wild West: geoscientists and engineers working in open-ended collaboration. There were no playbooks, just expert judgment and debate. Trying to reducing those interactions to 'end user' terms missed the complexity that made the work succeed. Today, that same mistake is being made as AI reshapes the labor landscape. In AI-driven environments, data, expertise, and curiosity combine to shape critical decisions. Calling someone an 'end user' of AI doesn't just sound outdated; it misrepresents our responsibility to direct (and more importantly challenge) the outcomes of intelligent systems. So let's talk about why this language is holding us back and how to move beyond it. Where 'End User' Came From and Why It Stuck The term 'end user' was born from 1960s systems engineering, where it described non-technical staff operating finalized tools. It marked the final point of waterfall-style system design: processes (and value) flowed one way, with 'end users' at the end of the flow as passive recipients. Forty years later, Agile software development methodology updated this framing with the 'user story' format: As a [role], I want [function]. While this appears to be a more nuanced understanding of how a tool is used, the 'roles' in this sense generally refer to software license types and security groups, not organizational roles. From a technology perspective, this makes standardization across environments easier, improving supportability and scalability. The unintended result however is that the actual people who use the tool are often missing from design conversations. Modern technology is not built for the people using it. The people are fit into the technology. As the co-founder of a change firm that explicitly bridges the gap between technology partners and their clients, I am perhaps especially sensitive to this dynamic. While our consultants have a variety of methods to bring these perspectives together, I am keenly aware that the gap (and the risk for clients) is widening with the introduction of AI. Because humans are so accustomed to adapting to technology, the greatest danger of AI is our likelihood to trust it blindly. We have never worked in a space where the outputs of our tools carry the risk of such blatant errors and hallucinations. Research shows humans are prone to automation bias, the tendency to over-trust automated systems even when they're proven wrong. Recent incidents, from lawyers submitting briefs with fabricated case law to employees publishing unverified AI outputs, underscore how this bias results in real damage. With AI, interacting with technology can no longer be a passive activity. We cannot approach AI as a tool we are simply using; we must remember we're collaborating with intelligent systems. Our decisions don't just shape the quality of work, they determine the outcomes themselves. We must understand where accountability starts and ends with AI. Microsoft's idea of calling humans 'agent bosses' who manage AI like junior employees gets part of this right. But it still defines people via their relationship to the tool, not their responsibility for decisions. As AI systems become more modular and agent-based, authority, visibility, and accountability will fragment across organizations. Labels like 'end user' or 'agent boss' don't just oversimplify this, they erase it. 5 Ways to Rethink End Users in the Age of AI We need to move away from grouping stakeholders into a single bucket (no matter the name) and towards a more nuanced and informed understanding of how they will interact with each other. Here are five things organizations can do to mitigate the dangers of irresponsible AI usage: The term 'end user' belongs to an earlier era of linear systems and passive tools. Today, people are not just recipients of data and outputs. Our shared success depends on remembering that humans are no longer endpoints; we're the ones steering the system. To move confidently into this new future, we must name roles with precision, embed accountability into design, and foster active oversight at every level. AI will not replace judgment and critical thinking, but it will amplify the consequences of neglecting it.

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