Month: June 2023

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MongoDB, Inc. (NASDAQ:MDB – Get Rating) Director Hope F. Cochran sold 2,174 shares of the firm’s stock in a transaction that occurred on Thursday, June 15th. The stock was sold at an average price of $373.19, for a total transaction of $811,315.06. Following the transaction, the director now owns 8,200 shares of the company’s stock, valued at approximately $3,060,158. The transaction was disclosed in a document filed with the SEC, which is accessible through this hyperlink.

MongoDB Price Performance

NASDAQ MDB opened at $379.78 on Wednesday. The company has a market cap of $26.60 billion, a PE ratio of -81.32 and a beta of 1.04. MongoDB, Inc. has a 52 week low of $135.15 and a 52 week high of $398.89. The company has a quick ratio of 4.19, a current ratio of 4.19 and a debt-to-equity ratio of 1.44. The firm’s 50-day simple moving average is $286.08 and its two-hundred day simple moving average is $234.45.

MongoDB (NASDAQ:MDB – Get Rating) last released its quarterly earnings data on Thursday, June 1st. The company reported $0.56 EPS for the quarter, beating the consensus estimate of $0.18 by $0.38. MongoDB had a negative net margin of 23.58% and a negative return on equity of 43.25%. The business had revenue of $368.28 million for the quarter, compared to the consensus estimate of $347.77 million. During the same period in the prior year, the firm earned ($1.15) earnings per share. The company’s revenue was up 29.0% compared to the same quarter last year. Research analysts predict that MongoDB, Inc. will post -2.85 earnings per share for the current year.

Wall Street Analysts Forecast Growth

MDB has been the subject of several research analyst reports. Morgan Stanley upgraded shares of MongoDB from an “equal weight” rating to an “overweight” rating and lifted their price objective for the company from $230.00 to $270.00 in a research note on Wednesday, April 12th. JMP Securities lifted their price objective on shares of MongoDB from $245.00 to $370.00 in a research note on Friday, June 2nd. Robert W. Baird lifted their price objective on shares of MongoDB from $230.00 to $290.00 in a research note on Wednesday, May 31st. Piper Sandler lifted their price objective on shares of MongoDB from $270.00 to $400.00 in a research note on Friday, June 2nd. Finally, Tigress Financial reiterated a “buy” rating and issued a $365.00 price objective on shares of MongoDB in a research note on Thursday, April 20th. One analyst has rated the stock with a sell rating, two have assigned a hold rating and twenty-one have issued a buy rating to the stock. Based on data from MarketBeat.com, the stock has a consensus rating of “Moderate Buy” and an average target price of $328.35.

Institutional Investors Weigh In On MongoDB

Several hedge funds and other institutional investors have recently modified their holdings of the stock. Empower Advisory Group LLC bought a new stake in shares of MongoDB during the first quarter valued at about $7,302,000. Toroso Investments LLC increased its position in shares of MongoDB by 5.4% in the first quarter. Toroso Investments LLC now owns 2,827 shares of the company’s stock worth $659,000 after purchasing an additional 144 shares during the last quarter. B. Riley Wealth Advisors Inc. increased its position in shares of MongoDB by 16.0% in the first quarter. B. Riley Wealth Advisors Inc. now owns 1,457 shares of the company’s stock worth $340,000 after purchasing an additional 201 shares during the last quarter. AM Squared Ltd increased its position in shares of MongoDB by 33.3% in the first quarter. AM Squared Ltd now owns 1,200 shares of the company’s stock worth $280,000 after purchasing an additional 300 shares during the last quarter. Finally, Kayne Anderson Rudnick Investment Management LLC increased its position in shares of MongoDB by 31.5% in the first quarter. Kayne Anderson Rudnick Investment Management LLC now owns 208,455 shares of the company’s stock worth $48,595,000 after purchasing an additional 49,900 shares during the last quarter. 89.22% of the stock is currently owned by institutional investors.

About MongoDB

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MongoDB, Inc provides general purpose database platform worldwide. The company offers MongoDB Atlas, a hosted multi-cloud database-as-a-service solution; MongoDB Enterprise Advanced, a commercial database server for enterprise customers to run in the cloud, on-premise, or in a hybrid environment; and Community Server, a free-to-download version of its database, which includes the functionality that developers need to get started with MongoDB.

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Enterprise software companies are facing a challenging environment. Businesses are looking to cut costs and save money, and the appetite for expensive new tech projects has waned. Winning new customers and convincing existing customers to expand usage is becoming more difficult.

(NASDAQ: MDB) and Confluent (NASDAQ: CFLT) stand out as software providers that are holding up better than most in these circumstances. By offering customers a way to simplify operations and potentially reduce costs, both companies are still putting up impressive numbers.

Nearly two-thirds of MongoDB‘s revenue in the first quarter of fiscal 2024, which ended April 30, came from the company’s cloud-based Atlas database service. While MongoDB‘s core database software is open source and can be downloaded and run anywhere, it’s clear from Atlas’s impressive growth that developers and businesses want a managed option that removes complexity.

Continue reading

Source Fool.com

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The “NoSQL Market “ study has been updated and published by The Report Ocean, covering the prediction period of 2023-2031. This comprehensive report delves into how companies are capitalizing on market conditions to maximize their presence in the global market. It provides valuable insights and statistical estimations regarding the industry’s growth, measured in terms of value (in US$ Bn/Mn)

NoSQL (Not Only SQL) is a database mechanism developed for storage, analysis, and access of large volume of unstructured data. NoSQL allows schema-less data storage, which is not possible with relational database storage. The benefits of using NoSQL database include high scalability, simpler designs, and higher availability with more precise control. The ability to comfortably manage big data is another significant reason for the adoption of NoSQL databases. The NoSQL technology is emerging in the database market horizon and is expected to grow rapidly over the next few years.

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According to data from the U.S. Bureau of Economic Analysis and the U.S. Census Bureau, the goods and services deficit increased by $1.9 billion from $68.7 billion in January 2023 to $70.5 billion in February. The increase in the goods and services deficit in February was due to a $2.7 billion increase in the goods deficit to $93.0 billion and a $0.8 billion increase in the services surplus to $22.4 billion. Compared to the same period in 2022, the goods and services deficit has dropped this year by $35.5 billion, or 20.3%. $49.5 billion or 10.8% more was exported. 2.2% or $14.0 billion more was spent on imports.

What our report offers:

— Comprehensive market share assessments for regional and country-level segments.

— Strategic recommendations tailored for new entrants in the market.

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— Strategic analysis encompassing drivers and constraints, product/technology analysis, Porter’s five forces analysis, SWOT analysis PESTEL analysis, and more.

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KEY BENEFITS FOR STAKEHOLDERS
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KEY MARKET PLAYERS
– Aerospike, Inc.
– Amazon Web Services, Inc.
– DataStax, Inc.
– Microsoft Corporation
– Couchbase, Inc.
– Google LLC
– MarkLogic Corporation
– MongoDB, Inc.
– Neo Technology, Inc.
– Objectivity, Inc.

KEY MARKET SEGMENTS
By Type
– Key-Value Store
– Document Database
– Column-based Store
– Graph Database

By Application
– Data Storage
o Distributed Data Depository
o Cache Memory
o Metadata Store
– Mobile Apps
– Data Analytics
– Web Apps
– Others (E-commerce and Social Networks)

Request To Download Sample of This Strategic Report:–https://reportocean.com/industry-verticals/sample-request?report_id=AMR855

By Industry vertical
– Retail
– Gaming
– IT
– Others

ByRegion
– North America
o U.S.
o Canada
– Europe
o Germany
o France
o UK
o Rest of Europe
– Asia-Pacific
o Japan
o China
o India
o Rest of Asia-Pacific
– LAMEA
o Latin America
o Middle East
o Africa

Reasons to buy market research report:

Access to valuable information: The market research report offers access to valuable information and data that can assist in making well-informed decisions.

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Make informed investment decisions: The market research report provides valuable insights for users, including an analysis of market trends, growth potential, and associated risks. This information aids in making informed investment decisions and minimizing risks.

Stay up-to-date on industry developments: The market research report ensures users are regularly updated on industry developments, such as new product launches, mergers and acquisitions, and regulatory changes. This helps users stay ahead of the curve and adapt to evolving market conditions.

Note: This statement highlights the company’s commitment to providing tailored services to its clients, including country segmentation and player additions that are aligned with the client’s specific business objectives. It should be noted that the extent of customization is contingent upon approval and feasibility. To access these personalized services, clients are encouraged to share their requirements with the company, prompting their executives to initiate further discussions and delve into specific details.

Key Questions Answered in the Report:

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Microsoft has released the second preview of Visual Studio 2022 version 17.7. Preview 2 brings a range of improvements and features aimed at enhancing developer productivity and improving performance and collaboration. It also includes enhancements for .NET development, as well as for C++ and game development. Preview 2 is available for download, and developers have the opportunity to explore and utilize its advancements in the preview version.

In terms of IDE Productivity & Performance, with Preview 2 developers can now simplify their workflow by creating a Pull Request directly within the Visual Studio. With the latest update, users can simply click the link provided in the notification banner after pushing their changes or navigate to it through the top-level menu by selecting Git > GitHub/Azure DevOps > New Pull Request. As it is reported in the release post, the development team plans to deliver more updates to improve the Pull Request experience in Visual Studio.

Productivity-wise, a new enhancement has been made to the file comparison feature introduced in Preview 1. Users now have multiple options to perform comparisons. They can either use the method of multi-selecting two files by holding down the Ctrl button, then right-clicking and selecting Compare Selected. Alternatively, they can right-click on a single file and choose Select for Compare from the context menu. Another option is to right-click on a single file and select Compare With… from the context menu, which will open File Explorer. From there, users can navigate to any file on disk and select it for comparison (introduced in 17.7 Preview 1).

Other productivity notable upgrades are related to Multi-branch Graph, Parallel Stack Filtering, F5 Speed on Unreal Engine, and updates regarding the optimization of editing speed like Enhanced Light Bulb performance in Roslyn, Optimized Hash creation for reduced CPU consumption, and C++ Unreal Engine – IntelliSense optimization.

.NET Development was also a part of the improvements and enhancements, and changes for this area were related to auto-decompilation for external .NET code and new auto Insights for the CPU usage tool. Regarding the first one, now inside Visual Studio, the debugger automatically decompiles and displays the execution point, simplifying the analysis of call stacks. Decompiled code is conveniently shown under the External Sources node in Solution Explorer during debugging, allowing easy browsing. To disable auto-decompilation, the user can clear the “Automatically decompile to source when needed (managed only)” option in Tools > Options > Debugging.

Also, the CPU usage tool now provides more detailed insights for specific methods and properties, helping developers optimize code and improve performance. Additionally, the new Ask Copilot feature offers explanations and suggested fixes for encountered issues, assisting developers in enhancing their code and avoiding common pitfalls.

Regarding C++ and game development, Build Insights has been incorporated into Visual Studio 2022. This integration brings much information for developers seeking to enhance their C++ build times. By generating a comprehensive diagnostic report, Build Insights enables users to identify costly includes and conveniently navigate to header files. Advanced users can also access Windows Performance Analyzer (WPA) directly from within the report, enhancing their optimization capabilities.

The new version also brings a significant enhancement for Doxygen comments, allowing shared comments to be displayed in overloads positioned away from the comments. Previously, Doxygen comments were only visible in the Quick Info section for immediate overloads. With this update, the Quick Info now includes the informative text Documentation from another overload when an overload is not directly beneath the Doxygen comments. In addition, unused parameters are now neatly grouped under the Unused Parameter heading, enhancing clarity and organization. Other C++ updates include updates for the Remote File Explorer and WSL Automatic Acquisition

Furthermore, regarding Enterprise Management, the latest installer allows users with limited permissions to update and modify the software. Although an administrator is still required for installation and configuration, standard non-administrator users can initiate and execute any installer function once enabled on the client machine. This enhancement simplifies software management for users with restricted access. Details about the required steps are available in the original release blog post by Microsoft.

In addition to the original release blog post, in the last paragraphs, Microsoft and the development team encourage users to provide feedback and share their suggestions for new features and improvements, emphasizing their commitment to constantly enhancing the Visual Studio experience.

Lastly, developers interested in learning more about this and other releases of Visual Studio can visit very detailed release notes about other updates, changes, and new features around the Visual Studio 2022 IDE.

Article originally posted on InfoQ. Visit InfoQ

Microsoft recently announced the public preview of the Vercel and Azure Cosmos DB integration allowing developers to easily create Vercel applications with an already configured Azure Cosmos DB database.

Azure Cosmos DB is a globally distributed, multi-model database service provided by Microsoft that offers high scalability, low latency, and comprehensive data consistency across multiple data models and APIs. While Vercel is a cloud platform that simplifies the deployment and hosting of web applications, providing developers with a way to deliver fast and scalable websites. By integrating Vercel and Cosmos DB, developers can connect their web applications with a managed global distributed database hosted in Azure.

Source: https://devblogs.microsoft.com/cosmosdb/announcing-vercel-and-azure-cosmos-db-integration/

A developer can leverage Vercel Templates or Vercel Starter Projects, which are pre-configured boilerplate projects that provide a starting point for building web applications or static websites. Currently, an Azure Cosmos DB Next.js template is published on Vercel’s marketplace, which is a ready-to-use project structure and configuration. Furthermore, there is a starter app available on GitHub.

Vercel and Cosmos DB integration works with Azure Cosmos DB for NoSQL and Azure Cosmos DB for MongoDB. Furthermore, only existing Azure Cosmos DB accounts are supported. A developer can, after creating a Vercel project, start by adding the integration with a Cosmos DB account (note that the account needs to be set up earlier). In addition, the developer can also choose to have integration with Cosmos DB done through a command line.

On an Azure Reddit thread, a respondent commented on the integration of Vercel with Cosmos DB:

This might make things a little simpler, but they were simple before. I’d have to see the overhead of this solution to justify using it.

Currently, I build my backend in .NET and my front end in Nextjs. On a website that doesn’t get too much traffic daily, I can run my setup absolutely free every month by using Azure’s free server. I do pay $.02 cents for the blob storage, but that’s a cheap way to host.

If this new integration allows for the same inexpensive setup, I’d give it a shot, but having the backend and front-end separation is beneficial in its own ways.

More details on pricing and availability of Cosmos DB is available on the pricing page, while the pricing of Vercel can be found on their pricing page.

Article originally posted on InfoQ. Visit InfoQ

In many instances, Sprint Reviews seem to function primarily as a platform for engineering teams to report to management. And it’s no wonder: reporting has been a fundamental approach for centuries. Yet, this is not why this practice was designed: Sprint Reviews should foster a dynamic environment of creativity, exploration, and continual refinement, where important product and overall business decisions are taken.

And you can feel the difference in a very distinct way. At the reporting Sprint Review you have a routine of the same participants going through the work done, often with praise or thanks at the end. No more, no less. At the ideation Reviews, you get to observe challenging discussions, rich takeaways, and behavioral changes. They are different because the product and its environment are changing. Such reviews may be followed not only by changes in product strategy, but also by updates to marketing campaigns, changes in sales strategy, new initiatives, or sometimes even creation of new departments. See how the influencing power differs?

In this article, we will explore the substantial mindset shift and routine change from a typical reporting-focused to interactive data-driven culture of Sprint Reviews.

Change Manager Mindset

Before we look at how to change the mindset of others, let’s explore the mindset of a change agent. Joining a new organization or team is a lot like the traveler’s experience: just as traveling to a foreign country can be an eye-opening and humbling adventure, so too can navigating a new organizational culture.

It’s useful to remember that our brains are wired to expect things based on what we’ve experienced before: it’s extremely helpful when the situation is similar, but it can also prevent us from being open to new but important nuances. The new corporate language, certain experiences and time spirits should be learned. There may be times when your attention can make a big difference. For example, you may share a seemingly mundane suggestion in a meeting, only to notice a distinct shift in the atmosphere of the room. It’s like walking into a bad neighborhood in a new country and instinctively feeling like an outsider. The level of danger is different, of course, but in both cases it’s important to investigate and learn from these new experiences.

Therefore, like a seasoned traveler, change agents should be extremely open-minded and strive to understand the culture they’re entering, while not blending in and staying true to their values and beliefs. It’s important to understand the value and function of the current Sprint Review processes, while resisting “it won’t work in our environment” and other skepticism. In coaching parlance, they need to “meet the client where they are” before helping them move forward. They will have to observe, learn, and respect the existing norms before they can effectively lead the organization to change.

Now that we have talked about the change manager mindset, we are ready to move on to the organizational assessment.

Organization Assessment

Typically, I kick off organization assessment by conducting a series of interviews and group discussions with individuals in various roles. By adhering to the adopted practices of product discovery interviews, I  avoid general abstract questions and ask specifically about people’s experiences with Sprint Reviews, their preparations and takeaways. I am interested in the value they derived, how they applied this value in practice, what they found unhelpful, what was missing, and what was not asked. Observing a certain number of Sprint Reviews and getting first-hand experience is also important. When I notice distinct patterns and repetitive motives in the stories and situations I have collected, I know I have enough information to decide if the Sprint Reviews change would be timely and then move forward with implementing it.

One of the biggest challenges of organization assessment is how to make it as objective as possible and how to generate enough data to make evidence-based decisions on Sprint Review change. Fortunately, by today we have interviewing principles at our disposal that are proven to work well in similar situations: e.g. when making user interviews or sociological investigations.

Let’s review several of them:

• Ask for facts and not opinions. Opinions can be very subjective and it’s hard to judge them avoiding cognitive biases of both people who ask and answer questions. E.g. Once I was told that user feedback had a significant impact on product roadmaps. When I asked for specific instances of when and how this happened, I was given only one example to prove it. It’s normal for the human brain to overgeneralize, add our subjective perspectives, and it’s our job to dig into what actually happened.
• Avoid generalizations and ask for details. For example, if a person says it was difficult to give feedback, ask how they tried to do it to understand what they really mean by giving feedback. Also ask what happened next to get a more complete picture.
• Look for patterns: What are common challenges in all of your respondents’ stories? What happened frequently? We should check that the problem is not occasional, but systemic before addressing it. A good example of a pattern might be:for a year, there have been no changes to the product roadmaps based on the results of the Sprint Reviews.

When you are observing the Sprint Reviews, it’s important to define the areas you’ll pay attention to before you enter the room and reflect on the same list afterwards. For example, when documenting what the climate was, you may describe that there was an atmosphere of fear. Then, you document what observations brought you to this decision: e.g, it felt like a fearful environment, because when reviewing bugs, the team was in the “defensive” position naming excuses A and B and there was no search for new solutions.

Another example can be that you noticed the inclusive environment: representatives of the leadership team, engineers from other teams and users asked questions and gave feedback at the end.

Here are some key areas that I focus on when listening to the stories of the interviewees and examples of questions you can ask:

Investigation area	Question Examples
Stakeholders, their personas, how different they are for different teams	Who are the stakeholders, both internal and external, of the product (or current functionality under review) being developed? Who attended the last Reviews and how the attendees list was defined?
Sprint Review Impact	When was the last time when the pivotal decision was made based on the Sprint Reviews results? What was that decision? How do you define “pivotal”? (you can also give examples if they struggle to answer) What were the changes implemented after the last Sprint Review based on its results?
Product Success Criteria	What metrics were reviewed at the last Sprint Review? Do you do it every meeting? How did you use them? (e.g. user retention metrics or net promoter score)
Sprint Review Climate	Can you describe a Sprint Review with the best atmosphere you took part in? And the worst one? What is something you don’t talk about explicitly at the Sprint Review, but it influences the climate? E.g. certain recommendations on how it should be held or the tradition of another meeting, predecessor of Sprint Review?
Recent experiments	What experiments have already been conducted, and what were their outcomes? What colleagues initiated these experiments? (I would surely interview them as well) What features did the successful experiments have? What arguments do people use to resist change or experimentation?

When conducting the assessment, it’s important to gather enough information to align your Sprint Review change initiative with organization strategy. We ensure that the timing is in line with the prevailing “currents” within the organization and supports the business strategy. For example, it may not be best to involve stakeholders in a department that is about to be reformed, or to start with the team that is about to take on a new function.

Goal-setting. As soon as we conducted the first iteration of Organization Assessment, it’s time to set change objectives. Our objectives should be based on the Assessment results. We’re data-driven in how we make decisions. It’s the only way we know that it’s not just the change we think is important, but the change that will drive significant business value and be worth pursuing.

Moving on, let’s address the next crucial stage of the process: establishing the direction and motivation for change.

Charting the Course: Rational and Emotional Factors in Change

Change theory suggests that successful change depends on two factors: rational reasoning and emotional motivation. As Daniel Kahneman articulated in his book Thinking, Fast and Slow, System 2, the rational mind, may decide that we go to the gym every Monday, but it’s System 1, the emotional mind, that may choose Netflix instead of the gym after a long day at work.

The rational goal is often to develop a Sprint Review practice where stakeholders and the development team can inspect and adapt their work in a safe environment, reducing the risk of waste. Understanding emotional motivation is just as important. We need to identify what drives colleagues and stakeholders to embrace change. Let’s explore some examples based on common motivations I’ve encountered:

Role (persona)	Needs (rational drivers)	Motivation (emotional drivers)
Software engineers	Deeper understanding of customer needs (especially learning priority use cases) Early user feedback on the functionality before it’s released Reduced risk of technical debt	Feeling connected to the business value they are bringing Having fewer meetings to “sit through” Having fewer bugs to hold up the release and ruin all the plans
Product management	Cross-team dependencies are handled more effectively Less release risk (rather than planned bug fixes) More predictability and therefore less tech debt	Fewer meetings that add little value and require a lot of effort to get into the deep technical details
Users	Let the new functionality help them be more effective in their daily work. Have less surprises in how the functionality changes	It’s much more satisfying to be able to tell the developers directly what works and what doesn’t, without having to listen to explanations of why something doesn’t work

There’s another thing to consider – the motivation of you and your team. I often look for successful and inspiring stories of change that the organization has already overcome and look for external examples. In the book Switch: How to change things when change is hard by Dan Heath and Chip Heath, there are examples of people making extraordinary changes, such as overcoming age-old superstitions about childcare in Vietnam. As someone who has experienced profound social change firsthand, these stories resonate with me and cheer me up in the most challenging times. They remind me that change is not only possible, but achievable with persistence and the right tools.

I encourage you to find something that will keep that spark of interest in your eyes and the eyes of your team. It’s usually a long journey and it’s better to enjoy it.

Implementation: from Small Steps to a Show-Case Environment

When conducting interviews and discussions with my team members and other parties involved, I transparently communicate that I am investigating the opportunities for a Product Review change. This open dialogue attracts interest and invites others to join. I am also looking for the teams with the most favorable environment to try the most disruptive and risky experiments.

Once I make sure the change is timely and I feel I know the people well enough, I start implementing the change. When practicing effective Sprint Reviews in various environments, I’ve found the following process universal:

1. Sprint Reviews Workshop. This begins with a brief overview of Sprint Reviews practice as an integral part of user centric development and evidence-based culture. I explain their function, possible formats, and openly share my personal experiences, including both notable successes and significant failures. You can also consider watching or reading about some good examples to discuss together. Following the theory, we brainstorm as a team on our first step towards improvement – something that’s manageable yet slightly challenging in their context. As ideation may be difficult for the teams at first, I usually prepare potential first steps in advance, drawing ideas from the team members’ needs and pain points. I position them as examples of what can be done next, and it usually starts lively discussions.
2. Individual and Team Coaching: This aims to enhance presentation skills and broaden the toolset required for Sprint Reviews. It’s essential for each team to be able to explain their work to non-technical individuals, understand their user and customer personas, manage potentially toxic comments, work on expectation setting, and establish an awareness of their teammates and stakeholders’ interests.
3. Feedback loop as a team routine. Having the habit of implementing the improvements from the previously collected and sorted feedback, asking how to present better and who can be invited is extremely beneficial. Like any routine, it saves energy while enabling continuous improvement. From time to time, consider organizing retrospectives dedicated to Sprint Reviews. Moving forward with each of the next small but challenging steps has to become a habit.
4. Celebrate Small Victories: Acknowledge your team’s accomplishments and spread the word within other parts of the organization. Balance these celebrations with learnings from failed or less successful experiments. These small wins don’t only motivate the team but also contribute to building the momentum for the change across the organization.

Now, we’ve reviewed the flow – as you can see, I haven’t mentioned any specific activities, just the direction and the procedures for finding the next step. I do believe that it’s important to treat each team and organization differently and to be driven by the data from their environment. However, I also notice that many teams find it difficult to come up with their own ideas of how to move forward. Therefore, I have prepared examples that have worked well in practice to inspire their creativity:

Action	Format ideas	Recommendations
Training the presentation skills	Give a list of things to try and let people choose what they’d like to use. Ask what examples from other teams have been useful, and brainstorm what can be tried.	Use peer pressure:if you ask the group what to choose, there is a greater chance that the fear will be overcome and something will be chosen. Once one of your team members chooses to try something new, others are likely to join in.
Collect feedback at the end of the Review about how the meeting went	Interactive exercises (e.g. use a Troika exercise and invite observers from another team to provide feedback at the end of the meeting, and then switch to repeat the exercise at their Sprint Reviews) Specific questions (what are you taking away from the meeting, what was most useful for your future work and why, what could we live without, etc.)	Gathering feedback is important; you can insist on it, but let your team choose the ways that work best for them.
Casual talks with Individual stakeholder after the sprint review to gather more open feedback	A “water cooler” or “coffee” type of conversation usually provides the environment for the most openness. You can also ask to jump on a short call or text to ask specific, work-related questions based on the results of the sprint review.	Talk to different people; do not make routines for such calls so people keep sharing feedback within the Review meeting. This is rather a “quality check.”
Creating a Demo Presentation Template	Document the current meeting structure and see what other parts can be added. For example, context, next steps, orreturn on time investment assessment may be the first candidates.	Let the team choose the tools they feel comfortable with; don’t insist on innovative tools – that can come later, and it’s important not to let the inconvenience of using them discourage experimentation (for example, it’s better to have the next steps documented in a shared PowerPoint presentation than to insist on Miro and not have them documented at all). When collecting feedback, ask explicitly about the new parts that have been added: this is a way to measure success and, almost always, increases the team’s confidence in the new experiments, inspiring them to do more.
Trying out interactive formats or their elements	Consider a more interactive approach to your meeting structure. You can use for inspiration or try out: Inviting your stakeholders to try the functionality for the first time right at the Review meeting and then analyze the results Going through the user flow from different user persona points (you can do breakouts and then merge the results) Liberating Structures like Conversation Cafe	Start with the structures that feel safe enough for the team to try. Listen carefully to what can go wrong and brainstorm ways to mitigate those risks. If you work for a large organization, ask your colleagues if they have tried anything and how it went. Experiment with new formats on a smaller scale or with internal stakeholders first.

Broadening the Circle: Inviting New Participants

Taking the leap towards a more open and collaborative review process involves expanding the circle of participants. This isn’t merely about boosting numbers, but rather about integrating diverse perspectives to foster a richer and more fruitful discussion.

Consider inviting other internal stakeholders. Are there teams working on related functionality or willing to engage with your work? Their insights can be invaluable. Similarly, bringing in “observers” can be beneficial. Look for open-minded individuals who can provide valuable, skillfully communicated feedback. Don’t forget the other decision makers in your organization: who might be interested in the functionality you’re demonstrating? Maybe the marketing team would like to know more details, maybe customer success can help validate the workflow with early adopter customers, maybe sales can run your demo for several potential customers. Many companies have Reviews open to the entire organization; maybe this is an option for you too.

Now that you have experimented with Sprint Reviews with new internal participants, it may be a good time to consider inviting external stakeholders. Each company chooses its own working product discovery tools, and these may be some usage metrics or user interviews – not necessarily should there be externals at the reviews. However, especially in the B2B space, users and customers are often important invitees. Done well, Sprint Reviews can be one of the tools to upsell and generally strengthen your relationship with customers. When they see how their opinions are heard and how they can influence the product, it’s easy to become a loyal user and promote it internally.

Here are a few more recommendations:

• Continue to ask your team members for recommendations on who to invite. If you are successful and have candidates, take some time to learn about them and, if you can, check in with colleagues who have worked with them. With your team, review the personas they belong to, read their LinkedIn profiles, and understand their work pain points and interests.
• As you build this diverse participant list, prioritize stakeholders who are not only interested but also open to change. It’s crucial to foster positive associations with these initial experiments.
• When extending invitations, remember to align your agenda with the invitees and ask about their expectations. If certain expectations aren’t feasible, be transparent and communicate that up front.
• Don’t avoid small talks and introductions when you have newcomers at your Review. You can and you should keep it short, but establishing a personal connection and making people feel safe is essential.

Engaging users and other external stakeholders often requires a significant amount of preparation and follow-up. Remember, the goal isn’t merely to gather feedback; it’s to make these individuals feel invested in the experiment. Be grateful, show them the success their feedback has contributed to, follow up with them, and ask for their ideas, not just their opinions.

Moving away from a reporting culture in Sprint Reviews is like creating a beautiful mosaic. Each piece – from understanding your organization’s culture, to empowering your team with the skills they need, to engaging new stakeholders – plays an important role. It may seem overwhelming at first, but by addressing each aspect one at a time, mindset and culture change becomes manageable. As each piece finds its place, a bigger picture emerges, revealing a vibrant, creative and collaborative environment. My wish for you is that this journey, step by step, shapes into a masterpiece that reflects collaboration and innovation.

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Cloud-based Database Market Research Report 2023 | 114 Pages | presents granular analysis on current and future market growth status with industry revenue and CAGR status across all regions with Top Key Players analysis – Alibaba, Cassandra, Couchbase, SAP, Tencent, Amazon Web Services, Teradata, Oracle, IBM, Google, Rackspace Hosting, MongoDB, Microsoft, Salesforce

“Final Report will add the analysis of the impact of COVID-19 on this industry.”

The “Cloud-based Database Market” report for 2023 presents a thorough and accurate assessment of different factors pertaining to the expansion of businesses, including opportunities for growth, obstacles, potential risks, and emerging trends in all geographical locations. This report delivers current details on cutting-edge technological progress, an in-depth SWOT and PESTLE analysis, as well as valuable insights into market size.

Get a sample PDF of the report at – https://www.absolutereports.com/enquiry/request-sample/22379806

The Cloud-based Database Market study incorporates a comprehensive market analysis and a clear definition of its scope. The report includes segmentation, highlighting key trends in the industry, and thoroughly examining the competitive landscape. The research methodology employed ensures a reliable and accurate representation of both quantitative and qualitative aspects, enabling users to gain precise insights. Furthermore, the report provides valuable information on various market inhibitors and motivators. These insights are invaluable for industry players, assisting them in formulating future strategies and establishing a strong position in the global market, thereby driving demand growth.

The Major Players Covered in Loyalty Management Market: Alibaba, Cassandra, Couchbase, SAP, Tencent, Amazon Web Services, Teradata, Oracle, IBM, Google, Rackspace Hosting, MongoDB, Microsoft, Salesforce

Cataloguing the Cloud-based Database Market:

• Report covers the competitive landscape of various major players, their current market positions, and key business strategies adopted by players.
• Cloud-based Database market report includes information about the product launch, expansion of the production facilities or plants, adoption of new technologies, latest merger and acquisition, partnership, and collaboration of the key players.
• Provides concrete information about the existing market scope for the new entrants and the current competitive levels and scenario for the emerging players in the global market.

Get a Sample PDF of the Cloud-based Database Market Report 2023

Most important types of Cloud-based Database products covered in this report are:

• NoSQL Database
• SQL Database

Most widely used downstream fields of Cloud-based Database market covered in this report are:

• Large Enterprises
• Small and Medium Business

The report combines extensive quantitative analysis and exhaustive qualitative analysis, ranges from a macro overview of the total market size, industry chain, and market dynamics to micro details of segment markets by type, application and region, and, as a result, provides a holistic view of, as well as a deep insight into the Cloud-based Database market covering all its essential aspects.

For the competitive landscape, the report also introduces players in the industry from the perspective of the market share, concentration ratio, etc., and describes the leading companies in detail, with which the readers can get a better idea of their competitors and acquire an in-depth understanding of the competitive situation. Further, mergers and acquisitions, emerging market trends, the impact of COVID-19, and regional conflicts will all be considered.

In a nutshell, this report is a must-read for industry players, investors, researchers, consultants, business strategists, and all those who have any kind of stake or are planning to foray into the market in any manner.

Inquire or Share Your Questions If Any Before the Purchasing This Report – https://www.absolutereports.com/enquiry/pre-order-enquiry/22379806

Note This report sample includes:

• Scope for 2023 TO 2029
• Brief Introduction to the research report.
• Table of Contents (Scope covered as a part of the study)
• Top players in the market
• Research framework (structure of the report)
• Research methodology adopted by The Market Insights

Following Chapter Covered in the Cloud-based Database Market Research:

Chapter 1 mainly defines the market scope and introduces the macro overview of the industry, with an executive summary of different market segments ((by type, application, region, etc.), including the definition, market size, and trend of each market segment.

Chapter 2 provides a qualitative analysis of the current status and future trends of the market. Industry Entry Barriers, market drivers, market challenges, emerging markets, consumer preference analysis, together with the impact of the COVID-19 outbreak will all be thoroughly explained.

Chapter 3 analyses the current competitive situation of the market by providing data regarding the players, including their sales volume and revenue with corresponding market shares, price and gross margin. In addition, information about market concentration ratio, mergers, acquisitions, and expansion plans will also be covered.

Chapter 4 focuses on the regional market, presenting detailed data (i.e., sales volume, revenue, price, gross margin) of the most representative regions and countries in the world.

Chapter 5 provides the analysis of various market segments according to product types, covering sales volume, revenue along with market share and growth rate, plus the price analysis of each type.

Chapter 6 shows the breakdown data of different applications, including the consumption and revenue with market share and growth rate, with the aim of helping the readers to take a close-up look at the downstream market. Chapter 7 provides a combination of quantitative and qualitative analyses of the market size and development trends in the next five years. The forecast information of the whole, as well as the breakdown market, offers the readers a chance to look into the future of the industry.

Chapter 8 is the analysis of the whole market industrial chain, covering key raw materials suppliers and price analysis, manufacturing cost structure analysis, alternative product analysis, also providing information on major distributors, downstream buyers, and the impact of COVID-19 pandemic.

Chapter 9 shares a list of the key players in the market, together with their basic information, product profiles, market performance (i.e., sales volume, price, revenue, gross margin), recent development, SWOT analysis, etc.

Chapter 10 is the conclusion of the report which helps the readers to sum up the main findings and points.

Chapter 11 introduces the market research methods and data sources.

To Understand How Covid-19 Impact Is Covered in This Report –https://absolutereports.com/enquiry/request-covid19/22379806

Geographically, the report includes the research on production, consumption, revenue, market share and growth rate, and forecast (2018 -2028) of the following regions:

• United States
• Europe (Germany, UK, France, Italy, Spain, Russia, Poland)
• China
• Japan
• India
• Southeast Asia (Malaysia, Singapore, Philippines, Indonesia, Thailand, Vietnam)
• Latin America (Brazil, Mexico, Colombia)
• Middle East and Africa (Saudi Arabia, United Arab Emirates, Turkey, Egypt, South Africa, Nigeria)
• Other Regions

The report delivers a comprehensive study of all the segments and shares information regarding the leading regions in the market. This report also states import/export consumption, supply and demand Figures, cost, industry share, policy, price, revenue, and gross margins.

Key Offerings of Cloud-based Database Market:

Trend and forecast analysis:Market trends, forecast, and Analysis to 2023 by segments and regions

Segmentation analysis:Market size by various applications such as product, material, shape, and end use in terms of value and volume shipment.

Regional analysis:Global Cloud-based Database market breakdown by “North and South America, Europe, Asia Pacific, Middle East and the Rest of the World”.

Growth opportunities:Analysis of growth opportunities in different applications and regions in the Global Cloud-based Database Market

Strategic analysis:This includes new product development and competitive landscape in the Global Cloud-based Database Market

Purchase this Report (Price 3250 USD for a Single-User License) – https://absolutereports.com/purchase/22379806

Detailed TOC of Cloud-based Database Market Forecast Report 2023-2028:

1 Cloud-based Database Market Overview

1.1 Product Overview and Scope of Cloud-based Database Market

1.2 Cloud-based Database Market Segment by Type

1.2.1 Global Cloud-based Database Market Sales Volume and CAGR (%) Comparison by Type (2018-2028)

1.3 Global Cloud-based Database Market Segment by Application

1.3.1 Cloud-based Database Market Consumption (Sales Volume) Comparison by Application (2018-2028)

1.4 Global Cloud-based Database Market, Region Wise (2018-2028)

1.5 Global Market Size of Cloud-based Database (2018-2028)

1.5.1 Global Cloud-based Database Market Revenue Status and Outlook (2018-2028)

1.5.2 Global Cloud-based Database Market Sales Volume Status and Outlook (2018-2028)

1.6 Global Macroeconomic Analysis

1.7 The impact of the Russia-Ukraine war on the Cloud-based Database Market

2 Industry Outlook

2.1 Cloud-based Database Industry Technology Status and Trends

2.2 Industry Entry Barriers

2.2.1 Analysis of Financial Barriers

2.2.2 Analysis of Technical Barriers

2.2.3 Analysis of Talent Barriers

2.2.4 Analysis of Brand Barrier

2.3 Cloud-based Database Market Drivers Analysis

2.4 Cloud-based Database Market Challenges Analysis

2.5 Emerging Market Trends

2.6 Consumer Preference Analysis

2.7 Cloud-based Database Industry Development Trends under COVID-19 Outbreak

2.7.1 Global COVID-19 Status Overview

2.7.2 Influence of COVID-19 Outbreak on Cloud-based Database Industry Development

3 Global Cloud-based Database Market Landscape by Player

3.1 Global Cloud-based Database Sales Volume and Share by Player (2018-2023)

3.2 Global Cloud-based Database Revenue and Market Share by Player (2018-2023)

3.3 Global Cloud-based Database Average Price by Player (2018-2023)

3.4 Global Cloud-based Database Gross Margin by Player (2018-2023)

3.5 Cloud-based Database Market Competitive Situation and Trends

3.5.1 Cloud-based Database Market Concentration Rate

3.5.2 Cloud-based Database Market Share of Top 3 and Top 6 Players

3.5.3 Mergers and Acquisitions, Expansion

4 Global Cloud-based Database Sales Volume and Revenue Region Wise (2018-2023)

4.1 Global Cloud-based Database Sales Volume and Market Share, Region Wise (2018-2023)

4.2 Global Cloud-based Database Revenue and Market Share, Region Wise (2018-2023)

4.3 Global Cloud-based Database Sales Volume, Revenue, Price and Gross Margin (2018-2023)

4.4 United States Cloud-based Database Sales Volume, Revenue, Price and Gross Margin (2018-2023)

4.4.1 United States Cloud-based Database Market Under COVID-19

4.5 Europe Cloud-based Database Sales Volume, Revenue, Price and Gross Margin (2018-2023)

4.5.1 Europe Cloud-based Database Market Under COVID-19

4.6 China Cloud-based Database Sales Volume, Revenue, Price and Gross Margin (2018-2023)

4.6.1 China Cloud-based Database Market Under COVID-19

4.7 Japan Cloud-based Database Sales Volume, Revenue, Price and Gross Margin (2018-2023)

4.7.1 Japan Cloud-based Database Market Under COVID-19

4.8 India Cloud-based Database Sales Volume, Revenue, Price and Gross Margin (2018-2023)

4.8.1 India Cloud-based Database Market Under COVID-19

4.9 Southeast Asia Cloud-based Database Sales Volume, Revenue, Price and Gross Margin (2018-2023)

4.9.1 Southeast Asia Cloud-based Database Market Under COVID-19

4.10 Latin America Cloud-based Database Sales Volume, Revenue, Price and Gross Margin (2018-2023)

4.10.1 Latin America Cloud-based Database Market Under COVID-19

4.11 Middle East and Africa Cloud-based Database Sales Volume, Revenue, Price and Gross Margin (2018-2023)

4.11.1 Middle East and Africa Cloud-based Database Market Under COVID-19

5 Global Cloud-based Database Sales Volume, Revenue, Price Trend by Type

5.1 Global Cloud-based Database Sales Volume and Market Share by Type (2018-2023)

5.2 Global Cloud-based Database Revenue and Market Share by Type (2018-2023)

5.3 Global Cloud-based Database Price by Type (2018-2023)

5.4 Global Cloud-based Database Sales Volume, Revenue and Growth Rate by Type (2018-2023)

6 Global Cloud-based Database Market Analysis by Application

6.1 Global Cloud-based Database Consumption and Market Share by Application (2018-2023)

6.2 Global Cloud-based Database Consumption Revenue and Market Share by Application (2018-2023)

6.3 Global Cloud-based Database Consumption and Growth Rate by Application (2018-2023)

7 Global Cloud-based Database Market Forecast (2023-2028)

7.1 Global Cloud-based Database Sales Volume, Revenue Forecast (2023-2028)

7.1.1 Global Cloud-based Database Sales Volume and Growth Rate Forecast (2023-2028)

7.1.2 Global Cloud-based Database Revenue and Growth Rate Forecast (2023-2028)

7.1.3 Global Cloud-based Database Price and Trend Forecast (2023-2028)

7.2 Global Cloud-based Database Sales Volume and Revenue Forecast, Region Wise (2023-2028)

7.3 Global Cloud-based Database Sales Volume, Revenue and Price Forecast by Type (2023-2028)

7.4 Global Cloud-based Database Consumption Forecast by Application (2023-2028)

7.5 Cloud-based Database Market Forecast Under COVID-19

8 Cloud-based Database Market Upstream and Downstream Analysis

8.1 Cloud-based Database Industrial Chain Analysis

8.2 Key Raw Materials Suppliers and Price Analysis

8.3 Manufacturing Cost Structure Analysis

8.3.1 Labor Cost Analysis

8.3.2 Energy Costs Analysis

8.3.3 RandD Costs Analysis

8.4 Alternative Product Analysis

8.5 Major Distributors of Cloud-based Database Analysis

8.6 Major Downstream Buyers of Cloud-based Database Analysis

8.7 Impact of COVID-19 and the Russia-Ukraine war on the Upstream and Downstream in the Cloud-based Database Industry

9 Players Profiles

10 Research Findings and Conclusion

11 Appendix

11.1 Methodology

11.2 Research Data Source

For Detailed TOC – https://www.absolutereports.com/TOC/22379806#TOC

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Press Release Distributed by The Express Wire

To view the original version on The Express Wire visit Cloud-based Database Market Forecast Suggests Sustained Growth Throughout the Forecast until 2029

Article originally posted on mongodb google news. Visit mongodb google news

Article originally posted on InfoQ. Visit InfoQ

HashiCorp has released a number of new improvements to Terraform and Terraform Cloud. Within Terraform Cloud, there is a new CI/CD pipeline integration tool. Terraform has added support for Azure Linux container host for Azure Kubernetes Service. The HashiCorp Terraform AWS provider version 5.0 was released with improved support for default tags.

The new CI/CD pipeline tool has an associated command line tool called tfci. This tool automates Terraform Cloud runs via API and has support for Terraform Cloud operations that can be embedded into CI tools. tfci has commands for showing run details by Terraform Cloud Run ID, executing new plan runs, applying a run that is paused on confirmation after a plan, and returning the plan details.

Alongside the tfci CLI tool, there are templates provided for both GitHub Actions and GitLab CI. These templates showcase common actions that users may need to configure using tfci. For example, within GitHub Actions, the following snippet shows the runs portion of performing a new plan run using tfci:

runs:
  using: docker
  image: 'docker://hashicorp/tfci:v1.0.1'
  args:
  - tfci
  ## global flags
  - -hostname=${{ inputs.hostname }}
  - -token=${{ inputs.token }}
  - -organization=${{ inputs.organization }}
  ## command
  - run
  - create
  - -workspace=${{ inputs.workspace }}
  - -configuration_version=${{ inputs.configuration_version }}
  - -message=${{ inputs.message }}
  - -plan-only=${{ inputs.plan_only }}

HashiCorp has also added support for deploying Azure Linux container hosts on Azure Kubernetes Service (AKS). Microsoft recently moved Azure Linux container host (previously called Mariner OS) in general availability. Azure Linux is designed to be a minimal, cloud-first Linux distribution.

The updates are within the azurerm Terraform provider. Provisioning Azure Linux container host for AKS can be done by setting the os_sku to Mariner:

resource "azurerm_kubernetes_cluster" "default" {
  name                = "aks-${random_string.suffix.result}"
  location            = azurerm_resource_group.default.location
  resource_group_name = azurerm_resource_group.default.name
  
  kubernetes_version  = var.kubernetes_version
  dns_prefix          = "k8s-${random_string.suffix.result}"
 
default_node_pool {
    name            = "default"
    node_count      = var.aks_node_count
    vm_size         = var.aks_confidential_computing_enabled ? "Standard_DC2s_v2" : "Standard_D2_v2"
    os_sku          = "Mariner"
    os_disk_size_gb = 50
  }
 
  confidential_computing {
    sgx_quote_helper_enabled = true
  }
 
  identity {
    type = "SystemAssigned"
  }
 
  tags = {
    name = "demo-aks-${random_string.suffix.result}"
    environment = "demo"
  }
}

Version 5.0 of the HashiCorp Terraform AWS provider was released with improvements to default tagging allowing tags to be set at the provider level. This update solves a number of pain points with the previous defaulting tagging implementation. This includes addressing inconsistent final plans, identical tags between default and resource tags, and perpetual diffs within the tag configurations.

Default tags can be specified at the provider level using default_tags:

provider "aws" {
  default_tags {
    tags = {
      environment = "Dev"
      department  = "WebEng"
      application = "HashiCafe website"
      cost_center = "8675309"
    }
  }
}
 
resource "aws_s3_bucket" "example" {
  bucket = "example-bucket-aj-11122"
  tags = {
    environment = "Production"
    created_at  = timestamp()
  }
}

The release also adjusts how attributes marked as deprecated or removed are reported. Previously users would receive a warning notification. Now an unsupported error will be shown to the user. EC2 classic functionality has also been fully removed as this functionality was deprecated by AWS back in August 2022.

The CI/CD pipeline integration tool and templates are available for users of Terraform Cloud and Terraform Enterprise. More details can be found on the release blog and within the GitHub repository. The Terraform AWS provider 5.0 release has an upgrade guide that provides more details on the release’s changes.

Article originally posted on InfoQ. Visit InfoQ

At the recent re:Inforce conference, AWS announced Payment Cryptography, a new service to manage payment cryptography operations. The new elastic option simplifies key management for payment processing applications, helping customers meet PCI security requirements.

Payment Cryptography can be used to replace the payments-specific cryptography and key management functions that are usually provided by on-premises payment hardware security modules (HSMs). Developers can encrypt and decrypt payment-related data, managing sensitive data such as cardholder pins, without exposing the clear text.

With the new managed service, it is possible to manage symmetric and asymmetric keys, including TDES, AES, and RSA keys. Payment Cryptography stores them in HSMs, enforcing key separation between use cases, and supports lists and tags for identification and access control. Danilo Poccia, chief evangelist of EMEA at AWS, explains:

Applications using payments HSMs have challenging requirements because payment processing is complex, time-sensitive, and highly regulated and requires the interaction of multiple financial service providers and payment networks. Every time you make a payment, data is exchanged between two or more financial service providers and must be decrypted, transformed, encrypted, or validated at each step.

According to AWS, the new service helps payment facilitators, processors, and banks minimize dependencies on dedicated HSMs deployed in external data centers or colocation facilities. Poccia adds:

To provide its elastic cryptographic capabilities in a compliant manner, AWS Payment Cryptography uses HSMs with PCI PTS HSM device approval. These capabilities include encryption and decryption of card data, key creation, and pin translation. AWS Payment Cryptography is also designed in accordance with PCI security standards such as PCI DSS, PCI PIN, and PCI P2PE, and it provides evidence and reporting to help meet your compliance needs.

Payment Cryptography is not the first product offered by AWS for cryptographic operations: Key Management Service (KMS) is a service to manage encryption keys, while AWS CloudHSM provides dedicated single-tenant HSMs and requires customers to actively manage the clusters.

The new service has no upfront commitment and the pricing is based on two components: charges per API call initiated (starting at $2.00 per 10k API calls) and the number of active keys ($1.00 per active key). Jonathan Conway, director at Deep Thinking, tweets:

This had me at ease of automation, but the pricing always makes it really palatable for early-stage Fintechs.

The new service is currently available only in the US East and US West regions.