AWS Challenge to Enterprise Email Goes Live

After nearly a year-long preview, Amazon Web Services Inc. has made its Amazon WorkMail offering available to all in a challenge for established enterprise e mail vendors.
WorkMail is a managed calendaring service and e-mail service. It can be used with existing providers such as Microsoft Outlook, Web services, or mobile apps that run on iOS or Android. It is compatible with Microsoft Active Directory so that Microsoft Outlook users can sign in to WorkMail using their corporate credentials.
WorkMail is a security feature and control that organizations can use to protect their data. This includes location control, encryption of stored information, message scanning for virus and spam protection, as well as policies and actions for controlling mobile devices. Jeff Barr, AWS spokesperson, said this week in a blog post.
AWS stated that businesses today face a difficult choice when using e-mail. It announced the preview in early last year. Hosting e-mail on-premises is expensive, complicated software licensing, and requires ongoing maintenance. While existing cloud e-mail service providers may be able to help with some of these issues, they don’t offer the security features businesses need (like strong encryption key management, full control over data location, and full control), or integrate with existing corporate directories. They also don’t support popular Microsoft Outlook features such as shared calendaring. Amazon WorkMail offers the simplicity and instant access that enterprises require, as well as the security controls and control required by businesses.
Barr said this week that WorkMail capabilities were expanded and improved during the preview. This will improve security controls as well as ease of use and migration. Integration with AWS Key Management Service, ISO certifications, ease of setup, support for additional customers, and many other enhancements are included.
Barr stated that there are more improvements in the pipeline. He said that Amazon WorkMail users will benefit from a single Global Address Book and be able to access their free/busy calendar information across both environments. He promised more details. We are also working on an electronic mail journaling feature. This feature will allow users to use their existing e-mail archive system to capture and preserve all Amazon WorkMail communications.
The service costs $4 per month and includes 50GB mailbox storage per user. For up to 25 users, a 30-day trial is free.

Global Knowledge

You need to be prepared for new and existing threats as 2021 is rapidly approaching. You must think like hackers if you want to protect your system. We saw many attacks on companies like Experian South Africa and British Airlines, DigitalOcean and others in 2020. Although these companies have deployed security teams, hackers continue to exploit vulnerabilities.
To protect your environment, it is essential to have a solid foundation. Do not make it easy for criminals infiltrate your network.
These job roles include system administrators, network administrators and security engineers.

These seven things can help you protect your computer.

Install a proper base OS
Network hardening
Application hardening
Web server hardening
Web Application Hardening
Email Servers
DNS Servers hardening

1. Install a proper base OS
Non-essential services – It is important that an operating environment only runs the services necessary to complete the task it has been assigned. It is not necessary to have HTTP and SMTP services running on a system unless it is being used as a web server or mail server.
Patches and fixes – It’s an ongoing task to ensure that all operating systems are updated with the most recent vendor-supplied patches, bug fixes, and other security updates (often referred to collectively as security updates).
Password Management – Most operating systems provide options for the enforcement and management of strong passwords. These options will prevent users from creating weak passwords that can be easily guessed. Additional security measures include the requirement of frequent password changes and the disabling user accounts following repeated unsuccessful login attempts.
Unnecessary accounts: Unneeded and unneeded user accounts should be removed from the operating system. It is also important to keep track of employee turnover in order to disable accounts when employees leave.
File and Directory Protection – Access Control Lists (ACLs), and file permissions must be used to strictly control files and directories.
File and File System encryption – Some file systems support the encryption of files and folders. It is important that all partitions on a disk are formatted with encryption features (NTFS for Windows) to protect sensitive data.
Enable Logging – It is crucial that the operating system is set up to log all activity, errors and warnings.
This is important as logs can be used to identify malicious events in a system. This is an important step as security controls can fail, so it’s necessary to be able check for bad events. Hackers can disable audits and use overwriting techniques to conceal their malicious acts, which can make our job more difficult. We must also back up the log.
File Sharing – Disable all file sharing.

2. Network hardening
Network hardening is the process of eliminating as many security risks and threats as possible. Here are some network-hardening techniques.
Update Software and Hardware – Network hardening is a continuous process of updating all router firmware and software with the most recent vendor-supplied patches.
Password Protection – Most routers or wireless access points offer a remote management interface that is accessible over the network. It is important that these devices are protected by strong passwords. These are some basic password rules and guidelines.
Unnecessary Services and Protocols – All unneeded protocols and services should be disabled and ideally removed form any hosts on the network. In a pure TCP/IP network environment, this could be an example.

Global Knowledge

This is a question that we continue to be asked all the time.
How can you distinguish between incidents and problems?
This article will address this issue and provide clarification. It will identify the differences between incidents, problems, how they are related and why it matters.

What is an Incident?
ITIL 4 defines an incident as an unplanned interruption or decrease in the quality of a service. The most important factor in determining whether something is considered an incident is whether the service level agreement was violated. ITIL permits you to raise an incident or problem even before the SLA or targets are breached. This allows you to limit or prevent any impact. Automated system monitoring might notice a decrease in response time or another error before the SLA is broken. Customers may even notice it. An incident is a description of an outage.

What is a problem?
ITIL 4 defines a problem as a cause or potential cause of one or more incidents. Problems can be raised to address a single incident or multiple similar incidents. They can be raised even without the existence or occurrence of an incident. Monitoring may uncover an issue that has not yet led to an incident, but if it isn’t addressed, it could cause more problems. A problem is, in layman’s terms: the representation of the cause or potential causes of one or more outages.

What makes best practice distinguish between problems and incidents?
It is easy to distinguish between problems and incidents. Problems are the cause and incidents the effect.
ITIL 4 encourages organizations not to confuse the two, as they are often treated differently. An incident is simply a declaration that the affected service has been “temporarily restored”. This does not mean that the incident won’t happen again in the future. Temporarily could refer to a period of time, such as a minute or ten years. It is important to remember that an incident resolution is not always permanent.
However, incidents are often caused by problems. There are many ways to identify the root cause of a problem. We may also use different techniques to find possible solutions.
By providing a mechanism to quickly restore service if it’s needed, effective incident management will ensure that you as a service provider can keep your promises. Problem management allows service providers to quickly respond to incidents to prevent them from recurring.
These two practices are distinct in ITIL 4 because they often require different skills and activities. Incident management aims to quickly restore service to the level required by any SLAs, while problem management aims to eliminate the root causes of incidents.

Similar training
ITIL(r), 4 Foundation
Workshop on Problem Management: Define and Implement
Define and Implement Service Desk and Incident Management Workshop

Additional resources
ITIL4 Guiding Principles in just 30 minutes

Did a Stop Project Fail?

I have been looking at failed projects and am unsure whether to include those that are stopped. Is it a failure if it has been stopped? Or was it the right answer to stop it, so that the business can avoid the costs of completing something not worth it? Microsoft has conducted research that shows that 15% of projects are terminated before they are completed. These projects failed to meet their success criteria so they are failing?
It can be difficult to decide whether or not to end a project. However, it is sometimes necessary. There are many reasons why projects are stopped, such as:
Changes in the organisational culture
The reason for doing the project changes, for instance, if the project is no longer needed
The business operation is changing
The business case is no longer viable.
The project sponsor leaves, and the drive behind it disappears
The regulatory environment is changing
If a division is sold, or another critical project takes up resources, business priorities change.
Any other important element of the project environment is affected.

In these cases, it may be wise to stop the project. It is not worth continuing to deliver something that does not add value or solve a business problem. It would be a waste to continue the project.
This type of project should be managed in a controlled manner. That is, the management of the project’s shut down must be done in a way that redeploys and salvages resources. It also needs to handle awkward questions through a planned communication campaign.
Directors believe that 19% should be shut down. Only 15% of projects are closed, so we can conclude there are an additional 44% of projects that continue and add no value to the companies that pursue them. This adds up to PS13.4 million annually for the average large UK company.
We can conclude that projects that are not completed before they are finished aren’t necessarily failed. Failures are those projects that continue to work when they shouldn’t and don’t deliver any value.

DevOps White Paper – DevOps is the missing piece for businesses that demand change Abstract: If you are involved with development projects, managing releases, or maintaining operations, you can leverage the knowledge of DevOps. Are you a developer trying keep up with business demand for innovative solutions and development? Are you in IT Operations? Do you struggle to deal with the technical backlog of fixes, but not enough to get out of firefighting mode. These are real-life problems that DevOps addresses. CIOs are also aware that there is a significant skill gap in DevOps professionals. This whitepaper will explain what DevOps really is and how it can help IT deliver business value. It will also position IT to meet business demand for change. Sample What is DevOps, and how can it help your business? DevOps was founded by like-minded individuals in 2009 with the first DevOps Days conference in Ghent, Belgium. There was a groundswell of interest and many vendors began to come on the market with DevOps-enabling technology such as Puppet and Jenkins. Many IT professionals started to notice the early DevOps adopters like Netflix and Etsy after Gartner recognized them in 2011. They also launched their products in the DevOps space. DevOps Days are held worldwide and formal certification programs exist to support the new skillsets needed to support an organisation through a DevOps adopt initiative. There are many definitions of DevOps, due to the fact that DevOps is a grassroots movement. There is no standard or established body of knowledge for DevOps today. However, there are many good examples of DevOps principles being used to improve IT workflow and quickly deploy well-tested features to the production environment. DevOps Growth using Lean, Agile, Scrum and IT Service Management. DevOps builds upon the IT best practices of Lean and Agile Scrum and IT Service Management. It adds the “missing” layer to connect the service lifecycle workflow across Development and IT Operations while leveraging the most recent in automation technology. DevOps is a term that has many definitions. There is no set of rules or guidelines. DevOps can be described as a philosophy that bridges the gap between IT Operations and Development by fostering collaboration and communication. DevOps uses automation wherever possible to ensure timely and frequent releases quality software to meet business demands. The DevOps approach to culture is based on a “fail fast / fail often and learn” mindset. This means creating a trust-based, blameless environment in IT. It also emphasizes continuous learning and proactive management to avoid delivery problems. Download

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DevOps is the best choice for high-velocity business. This webinar will cover the current DevOps market and how to have a conversation with the C-suite on how to sustain high-velocity companies with DevOps certifications and training across three key success factors: Culture and Practices & Automatmation. View slide deck>

Instructor:
Jamie Donoghue

Over 20 years spent improving IT Services for public and privately-owned organisations in Australia, the UK, and South East Asia. Jamie is a dual citizen of the UK/NZ, and has lived in Singapore ever since 2008. Jamie is a co-founder of VisionLed.co and principal consultant. He specializes in building high-performing cross-functional product teams that can be accountable, competent, and inspired. His badges of honor include MBA, Agile Certified Producer Manager and Product Owner, Business Agility Coach, CGEIT CISA, CISM COBIT, CRISC. DevOps Leader. ITIL Expert. Lean Change, Lean Kanban. LeSS. P3O, PMP. PRINCE2, ScrumMaster. This webinar will explain why high-velocity businesses are necessary. How DevOps is crucial to high velocity Key market growth insight PC DevOps qualifications What PeopleCert has to offer you Related Courses PeopleCert DevOps Fundamentals PeopleCert DevOps Leader

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Instructor:
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How To Run Internal Project Kickoffs (+ Agenda Template)

The world has changed. Why is this happening? Smartsheet transforms your work.

We project managers are all eager beavers. It’s an intrinsic part of who we all are. We love seeing things happen and getting things moving. It’s important to not rush into a project when you have a client. Instead, prepare properly by having an internal kickoff meeting.
The internal project kickoff is a crucial part of the larger project launch process. Internal kickoffs should be performed before any client kickoffs or pre-kickoffs in order to maintain the order of operations.
A well-informed team and a plan will help you get the most from your client kickoff meeting. This will allow you to learn as much as possible, make important decisions, and save valuable time, money, and client time.
This article will discuss best practices in internal project kickoff meetings and how to ensure that projects and project management activities are successful.
This article explains.
Internal Kickoff is Important
Plan an Internal Kickoff
Agenda for the Internal Project Kickoff Meeting
Internal Kickoffs: How Important Are They?
Project managers should treat internal kickoffs the same way as client kickoffs. The internal project kickoff is not just a precursor to the first meeting between the client and project managers. They are a cornerstone that sets the tone, style and vision for the entire project’s lifecycle. They are a chance for the project team to be educated, build cohesion and relationships and set expectations so that we don’t stumble in front of a client.
If we don’t pay attention, internal kickoff meetings can be reduced to a five-minute conversation in a hallway five minutes before the actual client kickoff meeting. It’s hard to kick off an internal project. Many people opt out of them. If we do this correctly and start a project correctly, the whole project will be much more successful.
If we don’t do this correctly or rush to it without properly preparing, whether it is from eagerness on our clients’ part or internal, we could find ourselves in a meeting that is characterized by a uninformed roundtable of introductions, boring conversation, and a lack of clarity about the project goals and direction. At best, it can lead to a canceled project.
How to Kickoff Your Internal Project Planning
A well-prepared team and a detailed project plan will help you get the most from your meeting with the client and other stakeholders. Before asking stupid questions to the client, it’s crucial for the team and client to get as much information as possible.
It is also important that the team works together to create a solid plan that will instill confidence in clients, and to jointly make any important decisions ahead of the project. This will ensure that precious time, money, face-to-face client time, and valuable hours are not wasted on internal debates with clients, who become increasingly concerned that the agency team doesn’t know what they’re doing.
The team members can have input on the official plan, which helps ensure ownership and accountability for the project tasks. As the project manager, it is important to provide guidance to team members in shaping the project plan. This will ensure that it remains consistent with the statement of work, client expectations, as well as the project approach.
How to prepare for the Internal Project Kickoff Meeting
You’ll need to prepare a few things before you go into a meeting with your team. Take the time to gather all relevant information and learn everything you can.

How to Run an Agile Sprint Planning Meeting + Agenda

The world has changed. Why is this happening? Smartsheet transforms your work.

Have you ever been in a sprint planning meeting that drags on and doesn’t produce anything? I know. I want to change that.
Sprint planning is an important ceremony that teams should conduct to create great work.
This article will discuss this meeting and provide some tips for making your next agile sprint planning meeting more efficient and effective.
We’ll cover:
Download a sprint planning template
What is a sprint planning meeting?
Why you should hold a sprint planning meeting
How to host a sprint planning meeting
You will have more information to make a greater impact at your next sprint planning meeting. Let’s get started.
Sprint Planning Meeting Agenda Template
Get your template here. Use the information in this article to help you fill it out.

Are you looking for a solid Sprint Planning Meeting Agenda Template template? A completed sample would be helpful.
To get this template and many more, you can become a member. Membership is a supportive community that provides mentorship, networking, as well as ongoing resources to help you grow your career.
JOIN OUR MEMBERSHIP
Are you Pro Member? Register to access the content.
What is a Sprint Planning Meeting?
Sprint planning meetings are one of the Scrum ceremonies that teams use to mark when work “begins and ends.” How will we accomplish this work?
Simply put, the sprint planning meeting should establish structure, set expectations, define the backlog, and provide clarity for the upcoming sprint.
These meetings involve many people, and it is a collaborative effort. Let’s look at what each role does.
The three roles of a scrum master, product owner, and development team are:
The ScrumMaster
The ScrumMaster facilitates sprint planning meetings and ensures that meeting rooms and supplies are available, people are prepared, video conferencing details are in place, and that everyone is ready to go. The ScrumMaster should timebox this meeting according the length of the sprint. If the sprint planning meeting is for a team that works in two-week sprints, it should last between 2-4 hours. To ensure that everyone is on the same page regarding the sprint goal, the ScrumMaster must be able to manage their time well.
The Product Owner
The Product Owner is responsible to ensure that all items in the backlog have been prepared for the meeting. They should clarify the details of each product backlog item, and provide support to the team when they have questions about acceptance criteria or use case. This meeting is undoubtedly the most important for Product Owners and one they should make sure to prepare well.
The Development Team
The people who are actually doing the work should be present at the sprint planning meeting. Designers, developers, tester engineers–anyone who will be contributing to the work product -must be present and actively participate in the meeting. This will allow them to leave with a solid understanding about what they are expected to do and the priority areas to focus on in the next sprint.
Remember that sprint planning is something that teams improve with time. A team that is new to agile may not have the same understanding of how much can be done in each sprint. We’ll discuss how to calculate velocity later. This is a skill that mature teams are better at. Agile is a process that allows for continuous improvement. So, don’t be discouraged if your first sprint planning meeting didn’t go as planned.
Why Sh?

How to Run a Sprint Retrospective Meeting That Rocks

The world has changed. Why is this happening? Smartsheet transforms your work.

You’ve probably participated in a sprint retrospective, no matter if you’re new to software development or an experienced player. These agile meetings can help to highlight opportunities for change and generate meaningful process improvements. They can also help move the team in the right direction. If done poorly, a sprint review can become a blame game, or give the loudest voices a platform for complaining about the project. (Spoiler alert! This is not the way they should be).

Continue reading to learn how the sprint retrospective can be used to drive change. We’ll explain what it is and what it doesn’t. Finally, we’ll offer some tips to make the sprint retrospective as productive and efficient as possible.
How to Run a Sprint Retrospective that Actually Leads to Change
What is a Sprint Retrospective?
Why should you run a sprint retrospective?
How to Facilitate Retrospectives
3 Different Retrospective Methods
What is the difference between a Sprint Review and a Sprint Retrospective?
What are some issues you might run into?
What do teams want out of retrospectives?
6 Quick Tips To Elevate Your Next Sprint Retrospective
What is a Sprint Retrospective?
A retrospective is a way to look back at past events and situations. The Scrum Guide states that a sprint retrospective allows the Scrum Team to look back on past events and make a plan for improvement for the next Sprint. This makes sense, especially considering agile development’s focus on continuous improvement. To improve, you must know which blade to sharpen.
People should be able to give honest feedback about what is going well and what could be improved. The retrospective should also generate a discussion around what should change next time. Actionable items should also be documented. Although retrospectives can be used by any type of team that is working on a shared project or team, the sprint retrospective is optimized for agile production teams. It is a common tool that Scrum and Kanban teams use to facilitate cyclical product development.
The best thing about the retrospective is that it takes place right after a sprint ends. This means that fresh ideas are often top of mind and can be shared with the entire team. We’ll discuss how this differs from a Sprint Review later, but the important thing to remember is that continuous improvement is the key to all of it. The sprint retrospective’s purpose is to bring about positive change in the project and account, as well as the organization.
Why should you run a sprint retrospective?
If you are using agile methodologies, the sprint retrospective is likely a regular part of your daily routine. Some production teams may find routine a problem. Teams can get so used to their routines that important ceremonies such as the sprint retrospective become boring. We’ll explore some other ways to spice things up later.
Here are some benefits of running a retrospective sprint.
It provides a safe space for team members and allows them to give their valuable feedback.
It allows the team record wins and areas for improvement.
It gives you a list of next steps and identifies who owns which item.
It can identify small, incremental improvements that can lead to greater improvement.
It allows teams to iterate on the process to increase results.
It allows people to voice their opinions.
It helps the team grow.
Each sprint is better than the previous.
How to Facilitate Retrospectives
Think back to the last time you attended a meeting. What was it that made it so special?