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The beauty of food is one of the important roots of Chinese aesthetics, which inspires people with the stimulation of eating. Chinese cooking is flexible, which is characterized by saying that there is no fixed taste and what is delicious is valued. Because of the attention to diet, Chinese people would, when they had leisure time or abundant raw materials, work out a variety of food. As such, in the Chinese culture food became the priority. Long ago, Confucius said that the desire for food and sex is part of human nature. Eating was a top priority for people in China. Neither the change of dynasty nor the change of social system has had a profound influence on it, and the philosophy of supplying enough food to people and food being the top priority was very popular. The Chinese food culture has the characteristics of inheritability and development, and throughout the history of Chinese food culture, it has maintained its momentum of development since its primitive society.

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Also, testing experts typically do not know how to use the testing tool in an APIM.Food is an important aspect of social culture and has a close relationship with economic development. Siloed Expertise: Team members that use the APIM are specialists, who are not testing experts.

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Low End-to-End Observability: Many bugs are due to server-side issues and human error - things that get lost in translation among distributed teams API testing must be powerful enough to detect the full range of API issues. Unusable Feedback: If a bug was detected, no detailed dashboards or reporting was available to quickly diagnose and fix the bug.

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The senior leaders were unable to learn much from the testing tools: UI testing simply cannot detect or diagnose backend API errors - and the APIM’s onboard API testing and monitoring tool had three major flaws that may have been partially responsible for allowing bad code to get into the repository: One early response to the problem was for senior management to look closer at the API testing automation powered by a centralized API management platform, and scheduled by a Jenkins CI/CD pipeline. One small change by any of the siloed, distributed teams working on a web platform or mobile app would sometimes cause vital integrations to fail. However, it soon became apparent that the shortened release cycles were raising risk to unacceptable levels. With CI in place, developers would hopefully gain much more production-ready code to help improve and/or accelerate releases.

Development and testing teams would not be surprised to soon see a much greater emphasis on APIs in the implementation of continuous integration (CI) processes.

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With so many moving parts plus the need to support their innovative brand, the retailer realized that they needed to embrace agile development and strive for incremental development.Īs the retailer faced the daunting challenge of moving from monolith to microservices, they teamed up with Capgemini with a focus on introducing more automation and accelerating innovation. They also rely heavily on internal API programs to optimize the many and complex systems that allow them to run e-commerce, physical (brick and mortar) stores, and delivery/ logistics services on a global scale. This large global retailer boasts a highly valuable brand, and CX (customer experience) is paramount in their customer-facing web and mobile app engagements.