“Attempts to obtain message plaintext or falsify messages by Facebook or network providers result in explicit warnings to the user,” read the document. “We assume however that clients are working as designed, e.g. that they are not infected with malware.”Signal Protocol’s implementation is available in the open-source libsignal-protocol-java and libsignal-protocol-c libraries for Android and iOS as well. Secret Conversations also include new abuse-reporting features that are not available in other platforms that use Signal Protocol.Additionally, Secret Conversations allow a user to set a timer to control the length of time each message remained available and visible within the Messenger conversation. It’s an optional feature because Secret Conversations can only be read on one device. Facebook said this “experience may not be right for everyone,” especially since many users switch between devices and want Messenger to work seamlessly each time they change a device, according to a Facebook blog post.Secret Conversations does not support GIFs, videos, making payments or other Messenger features. Right now, it is only available on a limited test basis, but Facebook plans on making this option widely available later in the summer. Facebook has rolled out a new communication option called Secret Conversations, which is a new conversation mode in Messenger that allows users to create secret messages that will be encrypted end to end. These messages can only be read on one device with another designated recipient—Facebook excluded.This technology uses Signal Protocol, developed by Open Whisper Systems, a private messaging company that developers for Android and iPhone. Signal Protocol is part of Open Whisper Systems’ own messaging app, Signal, which was designed to make simple end-to-end encrypted messages and private communication.(Related: Tech companies team up to strengthen e-mail security)According to a technical document published by Facebook, Secret Conversations uses a different transport protocol, and it has a threat model that considers the compromise of server and networking infrastructure used by Messenger (including Facebook’s), according to the document.
NVIDIA and TomTom are partnering to develop a new artificial intelligence service that can create a cloud-to-car mapping system for self-driving cars.The system uses TomTom’s HD map coverage, and it uses the NVIDIA DRIVE PX 2 computing platform. The solution accelerates support for real-time in-vehicle localization and mapping for driving a vehicle on highways.The NVIDIA DriveWorks software development kit also integrates support for TomTom’s HD mapping environment, and the solution is available to automakers and tier 1 suppliers developing self-driving vehicles.Report: Why digital transformation mattersCA Technologies has determined the impact digital transformations are having on enterprises with its survey: “Keeping Score: Why Digital Transformation Matters.” The study looked at practices like agile, DevOps, API management, security boosts and how this all impacts businesses.“The ascendancy of customer experience today is driving technology—specifically software—into the heart of every company’s business model,” states Otto Berkes, CTO of CA Technologies.The research led to CA introducing the Digital Transformation Business Impact Scorecard, which ranks countries and industries across 14 key performance indicators that are critical for transformation success. According to 1,770 senior-level business and IT executives, 74% reported that digital transformation has improved their customer experience, and 76% reported that digital transformation improved the company’s digital reach.The full report can be reviewed here. FileMaker for the cloudFileMaker has announced a new cloud-based platform for managing and running custom apps, called the FileMaker Cloud. This platform gives organizations the ability to develop and manage custom apps without having to spend time and resources deploying a server.FileMaker Cloud provides reliable access to custom apps, and data is managed by the cloud to run on Amazon Web Services Cloud. Features of this release include fast deployment, network security, FileMaker Cloud admin console, and a separate data/configuration setup that allows developers files to be separated from their instance of FileMaker Cloud so that software updates and service restart can be completed faster.FileMaker Cloud is currently available in the United States and Canada. Organizations and developers can sign up to be notified when it is available in other regions.XebiaLabs new plug-ins streamline Continuous DeliveryXebiaLabs announced new integrations today, including plug-ins for Ansible, Docker, Docker Compose and Kubernetes. These integrations can help enterprise IT teams manage their container deployments and gain more insight into the process of delivering enterprise software.The new plug-ins simplify the process for enterprises to automate steps in technology like Docker Compose or Kubernetes, and they are a part of a streamlined and Continuous Delivery software pipeline.“Container technologies such as Docker have gained great popularity but have also introduced new complexities,” explained Vincent Partington, CTO of XebiaLabs. “While Kubernetes and Docker Compose help manage the complexity of containers themselves, they do not address the overall challenges of release orchestration. And in many cases, containers create additional complexity and dependencies that must be managed.”The new plug-ins will be available to download on XebiaLabs’ website on Oct. 7, and the Docker plug-in for XL Deploy will be available on Oct. 15.
We’ve all been groomed to measure our work by output. That means defining success as shipping a product, feature or bug fix to customers. To ship more frequently, many of us have adopted agile methodologies.But for many teams, practices of releasing software to customers are still about a decade behind. Saddled with yesteryear’s labor-intensive process, it’s no wonder many companies are shipping updates to customers only once a week at best.The disruptors of today gather analytics on customer behavior one day and ship changes to capitalize on those insights the next. They focus on a new definition of “done” that has nothing to do with coding output and everything to do with making a significant impact for the customer.Welcome to the brave new world of outcome-driven development. Here, “done” means delivering measurable value, not simply completing user stories.Take a page from TeslaSure, shipping features and fixes makes us feel accomplished. But if what we shipped doesn’t make an impact for the customer or the business, then what’s the point? It’s important to listen and respond to feedback until the desired outcome is achieved.When Tesla first went to market, its cars didn’t exhibit the familiar stuttering motion when the anti-lock brakes kicked in. Customers called to complain, thinking their brakes were defective. Overnight (literally), Tesla’s engineers deployed a software update that made the anti-lock brakes stutter. The complaints disappeared and customers were happy.Without a tight loop from concept to code to customer, plus mechanisms to get realtime feedback and usage statistics, development teams can’t keep up with customer expectations. Teams must be able to release, measure and make decisions fast enough to inform what they’re working on next week – not next quarter.Outcome-driven development is inherently agileThe outcome-driven team works from a roadmap expressed as a series of goals, rather than a set of features. It is prioritized and punctuated with milestones just like a traditional roadmap, but the difference is that nobody knows how many releases it will take to reach those milestones. The path to reducing churn by 3% might include shipping a dozen experimental updates before finding the one that moves the needle. Or, it might happen in one fell swoop.At a high level, the process looks like this: Teams ship new code to production constantly, using feature flags that let them silently toggle new functionality on or off to control what customers see. They progressively roll out new functionality to customers, monitoring how the change affects user behavior and impacts relevant metrics. That feedback then determines the team’s next steps.Plan, build, deploy, listen, repeat. Sound familiar? It’s classic agile. Effectiveness is the new efficiencyLike most changes, culture presents a bigger hurdle than technology.Executives traditionally measure productivity by what’s been completed, shipped or done. But in a world where customers will drop companies like a bad habit, satisfying customer demand better than anyone else is where competitive advantage lays.Instead of measuring outputs of effort (hours worked, user stories shipped, etc.), the outcome-driven development team sets goals measured in results: reduced churn, improved Apdex score, more users returning each day, etc.Not only do outcome-oriented goals speak to business value, there’s room for the responsible teams to decide exactly what work should be done. Shipping a new feature might be the best way to reduce churn, but then again, improving the existing onboarding flow might be even more effective and potentially cheaper.So what’s the catch?The key to outcome-driven development is being able to make a relatively small change, see if it makes a positive impact, then double- down on it if it does.It’s impossible to do this fast enough if deploying to production takes a full day. So while the cultural shift is harder than the technical evolution, both are necessary for success.On the culture front, teams should start by re-articulating their quarterly goals in terms of measurable results (not outputs of effort). The objectives and key results (OKRs) framework for goal setting is really useful for this: we have been using this at Atlassian for a few years, and it’s definitely helped re-orient us toward outcomes.Then re-frame the roadmap as a series of measurable outcomes instead of features. Think about customers in terms of their “jobs to be done,” and figure out ways to meet their needs.On the technical side, moving to outcome-driven development means investing in the continuous delivery loop:Optimize it until deployments happen daily (or better).Implement feature flags to introduce change to a fraction of customers before rolling to everyone.Add analytics to surface customer feedback programmatically.Incorporate that feedback regularly as part of decision-making process.It’s a massive leap of faith (but worth it)The technical transformation that outcome-driven development requires means putting some features on the back burner, and the cultural shift from measuring user stories shipped to measuring results achieved can be scary.This is where trust comes in. Managers have hired great people and now need to push them out of the nest. Teams with the autonomy to find the best solution will pursue it passionately and take pride in their results.