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Introduction to Lean Software Development
This document introduces lean principles for software development, including eliminating waste, building quality in, learning before commitment, delivering fast, empowering teams, and optimizing the whole system. It discusses origins of lean from Toyota's production system and how concepts like eliminating waste through value stream mapping, reducing batch sizes, limiting work in progress, and emphasizing continuous delivery can help software development. The document also stresses the importance of empowering self-organizing teams and seeing the whole system to balance flow.
My pitch
The document discusses the problems caused by underestimating software project timelines and costs. It notes that research shows development teams almost always underestimate, often by a factor of two. This leads to understaffing, insufficient planning, and more defects, which drive up costs and cause schedules to overrun. Accurate estimation that avoids underestimating is preferable, as it allows for the most effective planning and predictable delivery.
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Serco Case Study
Serco manages operations across both public and private sectors and needs to recruit for a wide range of skills from procurement to pilots. Historically, Serco relied on agencies for 80% of hires but launched an initiative to increase direct hiring and implement an internal recruitment model. After launching LinkedIn Recruiter with 7 licenses in 2012, Serco reduced agency usage from 80-90% to 3.5% and brought recruitment in-house, saving over £900k in the first year by eliminating agency costs. Serco uses LinkedIn's tools to map talent, find qualified candidates, and build its employer brand by engaging with over 41,000 followers on its Company Page.
Maintenance Management
The document discusses the importance and objectives of maintenance management. Modern maintenance aims to keep equipment running at high capacity and producing quality products at the lowest possible cost. It also aims to minimize unplanned downtime and maximize availability. Preventive maintenance is important as it can reduce breakdowns, repairs and costs while increasing availability and efficiency. Condition-based maintenance allows failures to be detected early and repairs to be planned in advance. The goals of maintenance are to maintain availability at the lowest cost while ensuring safety.
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The document provides grooming and personal hygiene standards for hotel staff. It outlines that all staff should maintain high standards of grooming to create a good impression on guests. It then lists detailed standards for hair, facial hair, hands, personal hygiene, shoes, jewelry, and uniforms for both men and women to ensure a professional appearance.
Using itil and_prince2_together_august_2010
1. The project successfully established a new offshore service desk to expand capacity ahead of a major IT product launch using PRINCE2 methodology and ITIL best practices.
2. PRINCE2 ensured the project stayed focused on the original business case of expanding capacity and avoided scope creep. ITIL provided a common language that improved communication.
3. Lessons learned from previous projects and a review of potential risks helped the project come in under budget and avoid common pitfalls in setting up the new service desk. ITIL and PRINCE2 worked well together with each methodology supporting the other.
Recommended
Introduction to Lean Software Development
This document introduces lean principles for software development, including eliminating waste, building quality in, learning before commitment, delivering fast, empowering teams, and optimizing the whole system. It discusses origins of lean from Toyota's production system and how concepts like eliminating waste through value stream mapping, reducing batch sizes, limiting work in progress, and emphasizing continuous delivery can help software development. The document also stresses the importance of empowering self-organizing teams and seeing the whole system to balance flow.
My pitch
The document discusses the problems caused by underestimating software project timelines and costs. It notes that research shows development teams almost always underestimate, often by a factor of two. This leads to understaffing, insufficient planning, and more defects, which drive up costs and cause schedules to overrun. Accurate estimation that avoids underestimating is preferable, as it allows for the most effective planning and predictable delivery.
Serco Incentives Report Final
This report summarizes an investigation into the impact of recycling incentive schemes in the UK. It reviewed over 30 schemes operated by local authorities and evaluated their costs, impacts on recycling rates, and public attitudes. The analysis found that schemes can increase recycling rates when compared to similar "nearest neighbor" local authorities without incentives. However, the data was limited since few authorities use incentives and it is difficult to isolate their impact from other service changes. The report aims to inform local governments on the potential of incentives to increase recycling and meet targets amid budget cuts.
Fire Marshal Bahrainv3
The document provides an overview of fire marshal training, including legislation, fire chemistry, and fire training. It covers topics such as fire risk assessment, emergency procedures, safety equipment, evacuation plans, fire drills, fire hazards, combustion, extinguishing fires, and fire prevention. The training aims to educate fire marshals on their roles and responsibilities in emergency response, evacuation, and fire safety management.
Serco Case Study
Serco manages operations across both public and private sectors and needs to recruit for a wide range of skills from procurement to pilots. Historically, Serco relied on agencies for 80% of hires but launched an initiative to increase direct hiring and implement an internal recruitment model. After launching LinkedIn Recruiter with 7 licenses in 2012, Serco reduced agency usage from 80-90% to 3.5% and brought recruitment in-house, saving over £900k in the first year by eliminating agency costs. Serco uses LinkedIn's tools to map talent, find qualified candidates, and build its employer brand by engaging with over 41,000 followers on its Company Page.
Maintenance Management
The document discusses the importance and objectives of maintenance management. Modern maintenance aims to keep equipment running at high capacity and producing quality products at the lowest possible cost. It also aims to minimize unplanned downtime and maximize availability. Preventive maintenance is important as it can reduce breakdowns, repairs and costs while increasing availability and efficiency. Condition-based maintenance allows failures to be detected early and repairs to be planned in advance. The goals of maintenance are to maintain availability at the lowest cost while ensuring safety.
Grooming & personal hygiene
The document provides grooming and personal hygiene standards for hotel staff. It outlines that all staff should maintain high standards of grooming to create a good impression on guests. It then lists detailed standards for hair, facial hair, hands, personal hygiene, shoes, jewelry, and uniforms for both men and women to ensure a professional appearance.
Using itil and_prince2_together_august_2010
1. The project successfully established a new offshore service desk to expand capacity ahead of a major IT product launch using PRINCE2 methodology and ITIL best practices.
2. PRINCE2 ensured the project stayed focused on the original business case of expanding capacity and avoided scope creep. ITIL provided a common language that improved communication.
3. Lessons learned from previous projects and a review of potential risks helped the project come in under budget and avoid common pitfalls in setting up the new service desk. ITIL and PRINCE2 worked well together with each methodology supporting the other.
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The document summarizes a case study where an automotive company hired a consulting firm to redesign the layout of their plant. The company wanted to acquire new machinery, which required redesigning a large section of the plant. The consulting firm conducted an analysis of the plant, proposed and evaluated layout solutions, and supervised the implementation of the new layout. The redesigned layout optimized space usage, improved material flow and reduced production stoppages, coming in on schedule and avoiding errors.
Epm 2010
AstroWix Consulting Services provides strategies and models for business transformation through services like enterprise maturity assessments, project portfolio management, process and methodology consulting, project management office setup and support, enterprise project management rollouts, project audits, and project management consultancy. AstroWix helps clients create and execute strategies from conceptualization through implementation.
Agile Project Manager
The document discusses how agile project management differs from traditional project management and the impact it has on various roles including project managers. It outlines 3 key points:
1) Agile project management focuses on time and cost constraints rather than scope, uses product backlogs and velocity to schedule delivery, and emphasizes frequent delivery.
2) The role of the project manager changes to focus on facilitation, coaching, and team building rather than traditional planning and control.
3) To be successful with agile, project managers must acquire new skills like progressive planning, collaborative decision making, and servant leadership.
Boon Edam
Customer Name: Boon Edam
Industry: Manufacturing
Location: The Netherlands
Number of Employees: 700
Business Impact
• Improved communications, thanks to increased
collaboration between colleagues
• More efficient design process, resulting in productivity
improvements
• Reduction in travel time and expenditure
Case study P&V
ManpowerGroup Solutions helped insurance company P&V replace 1,600 workstations across two sites within a tight timeframe by providing additional personnel through outsourcing. They planned and coordinated the entire project efficiently, moving 800 workstations in one location ahead of schedule and replacing 800 aging computers in another location 3 weeks early. P&V appreciated ManpowerGroup Solutions' assurances that replacement staff could be deployed quickly if needed and their transparent pricing structure.
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IPD WORKFLOW
This document discusses integrated project delivery (IPD) and how incorporating building information modeling (BIM) enables more efficient collaboration. It outlines the key phases of an IPD project:
1) The project team comes together early in conceptualization to improve accuracy and avoid costly redesign work later.
2) Collaboration during design allows for better decision making and risk mitigation, helping to improve quality.
3) Precise virtual models are used during implementation and construction to reduce uncertainties and prevent issues like interferences on site.
4) Because of careful planning, construction can be completed on schedule and on budget with less waste and change orders. Owners enjoy better quality assurance and an asset for ongoing operations.
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The document discusses strategies for reducing real estate and facilities costs through workplace changes. It identifies three main cost drivers: employee churn which leads to moving costs; lack of flexibility in physical space layouts; and inefficient space utilization. The document recommends reducing employee moves, increasing space densification to use less square footage per person, and implementing alternative workplace strategies like telework and hot desking to improve flexibility. Case studies show these strategies helped companies significantly reduce real estate costs.Flawless Project Execution The Road To Greatness For Professional Services Firms
White Paper on flawless project execution for professional services firms. It discusses:
1) Best practices must be integrated across the entire organization to consistently deliver projects on time and under budget. Best-in-class firms are more likely to have integrated solutions based on best practices.
2) Increased competition and lower volumes are forcing firms to cut costs. Those that can deliver projects efficiently will have a long-term competitive advantage.
3) Complex projects require established best practices, yet many firms have not adapted their processes. Implementing industry-specific best practices is key to navigating future challenges.
From Waterfall to Agile - from predictive to adaptive methods
In this introduction into Agile methods, the background and environment of Software Development is discussed. Results of the 1995 Chaos report are mentioned, as well as interests in adaptive "lightweight" methods. Agile methods are explained in general and Scrum method taken as a concrete sample.
Novelis kemira 1950 vaughn rd - 1000 parkwood 2011
Jones Lang LaSalle represented Novelis and Kemira in Atlanta in 2011. They helped Novelis find a "one of a kind" R&D facility by negotiating an adaptation of an existing warehouse building. This involved negotiating agreements between Novelis, Kemira, and two landlords. As a result, Novelis obtained an R&D facility on budget and on time, and Kemira relocated earlier than planned to a new space, saving $2 million. Both clients provided positive feedback about Jones Lang LaSalle meeting their needs on time and on budget.
MCP3
The document discusses synchronization and a focused approach as key to managing complex projects. It describes three precepts of critical chain project management: pipelining to limit work streams, buffering by using aggregate buffers rather than individual task schedules, and buffer management by prioritizing tasks consuming buffers the fastest. An oil and gas project in India applied these concepts successfully by prioritizing critical shutdown tasks to complete the project on time despite initial delays. Synchronization and focus are seen as critical success factors for complex projects.
Case StudyAugust 2010Case Study Using ITIL® and PRIN
Case Study
August 2010
Case Study: Using ITIL® and
PRINCE2™ Together
Noel Scott, PMP
© The Stationery Office 2010
2 Using ITIL® and Prince2™ Together
Introduction
Setting up service desks in offshore locations is big business. There
are various drivers behind such efforts. Some are pure cost savings.
Others are to attain quality improvements by leveraging superior
language or business skills available in the new location. Some
projects can be extremely emotive, and all are certainly challenging
projects that need to be handled with care.
Recently I was employed by a corporation to manage their first
foray into this arena. Their service desk supported not just internal
but also external customers, providing in particular incident and
access management plus request fulfilment. Their key driver was
that their existing service desk was reaching capacity. Expansion in
the current location was not physically possible or cost effective,
and so an offshore location was selected. To add urgency, a new IT
product was going to be released which meant an imminent
increase in volume and pressure on the service desk. Demand and
capacity management already had calculated the size of the
expansion required (150 extra service desk staff, along with the
usual supporting IT infrastructure).
The project to set up the new service desk following ITIL®
procedures was formally initiated by the company’s official IT
change authority, in our case called the Change Advisory Board
(CAB). The CAB rightly recognized early on the scale of the
change and so officially invoked the project management group.
The vice president for the overall department was confirmed
as the project executive to sponsor the project going forward.
I was assigned the project to set up the new offshore service
desk to run in parallel with the existing service desk. Specifically,
I had to ensure the new desk was designed and built to
replicate the existing service desk, and bring the two physical
services desks together so that they became a single logical
virtual service desk.
PRINCE2 supporting ITIL
From the moment the CAB provided the project mandate, the
project was run using PRINCE2™ methodology. PRINCE2 was
extremely valuable in ensuring success. It did this in many ways,
but of particular value were the following:
1. The PRINCE2 principle focusing on business justification
throughout.
2. PRINCE2’s management by stages to break it down into
manageable chunks.
3. The PRINCE2 emphasis on lessons learned from previous
efforts.
4. PRINCE2’s risk management provided a methodical and
consistent approach throughout.
1. Business Justification
Perhaps the greatest benefit PRINCE2 brought was the principle
of continued business justification and consistent focus on the
business case throughout the project. It ensured that the project
did not deviate away from its central objective. And thank
goodness. As there were many tests and traps t ...
Permal case study (IaaS, Hosting, Citrix Management & Intrusion Detection)
Long standing customer Permal, a leading alternative asset management
firm, was looking to focus on running its business, rather than running its
infrastructure. With an expensive technology refresh imminent, the firm
considered its options and found SunGard Availability Services’ enterprise class
private cloud to be a secure, flexible and cost-effective solution.
Using itil prince2_together_august_2010
This case study describes a project to set up a new offshore service desk to support an existing onshore service desk. PRINCE2 project management methodology was used. Key benefits of using PRINCE2 included: 1) Ensuring continued business justification and focus on the original project objective to expand capacity, 2) Managing the large project in stages to make it more manageable, and 3) Learning from past experiences to avoid common pitfalls and ensure project success. The new offshore service desk was successfully set up on time and within budget to increase overall service desk capacity.
5001A few years ago I was part of project which consisted of ord.docx
5001
A few years ago I was part of project which consisted of ordering new vehicles to replace an old fleet my organization had. This process consisted of a small team of personnel with several assigned tasks in order to complete the project to standard. There was a project manager assigned and we had frequent meetings in order to make sure everyone was on the same page in the process. It was important to meet every so often so that everyone was on the right track to the objective.
The project consisted of ordering a specific type of vehicle that would be able to carry a specific type of load and also be able to be air transportable. The toughest part of the project was making sure the vehicle could be transported by air with no issues. There are a lot of restrictions when putting vehicles on a plane. This is why we wanted to be that the specifications of the vehicles were correct at the time of coming up with the design. It was a government vehicle going on a government plane. This made the process even tougher.
The project manager was the type of person who wanted to know every single detail of the project at all times. Even though we had regular meetings to see all the updates of the project, he wanted additional information in between the meetings because he was overall in charge of the project. The were some project-related factors that held the process of the overall project. The market research part of the project took longer than expected because we had to rely on private companies to give us quotes of the equipment we were planning to purchase. we were also help up trying to figure out the exact policies and restrictions of vehicles being air transported.
The overall impact of this project to the organization was positive. It took a long time to order the right type of vehicle for the mission at hand but at the same time it was worth the wait because the right type of equipment was ordered and the teams were able to accomplish theirs missions with ease.
5002
In 2014, I participated in a capital project to upgrade the mill’s IT network to meet our corporate standards. Most of this aging equipment was unsupported by both the manufacturer and Microsoft. The scope of the project was to upgrade all L2/L3 switches and implement a Mosaic VMware solution to give the capability to virtualize all of the outdated network servers. These servers ran our production and quality reporting services and with our aging physical servers, fiber, and copper connections the mill was experiencing lost production and materials due to unreliable inventory reports and production data. Remote support capability was implemented to reduce machine downtime and improve the range of support.
The importance of this project was high due to the issues it caused the planning team to schedule our assets properly. The project was six-month in length and enlisted help from the windows services, mosaic, and engineering teams along with the outside phone provider. The s.
My pitch
The document discusses the problems with underestimating software project timelines and costs. It states that project teams almost always underestimate, often by a factor of two, rather than overestimating. This underestimation undermines planning and leads to projects being understaffed and important early work being underscoped. This increases defects and ultimately raises costs and extends schedules. The document advocates aiming for accurate estimates to enable the most effective project planning and predictable delivery schedules.
BDM AtTask Case Study
1) BDM Consulting specializes in global supply chain management and worked with NV Energy to transfer inventory items from company-owned to vendor-managed inventory.
2) @task provided visibility, accountability, and collaboration needed to implement the new inventory process across NV Energy's large service area.
3) Using @task, BDM was able to quantify a positive ROI of over 10x for NV Energy on the vendor-managed inventory initiative.
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1) Agile project management focuses on time and cost constraints rather than scope, uses product backlogs and velocity to schedule delivery, and emphasizes frequent delivery.
2) The role of the project manager changes to focus on facilitation, coaching, and team building rather than traditional planning and control.
3) To be successful with agile, project managers must acquire new skills like progressive planning, collaborative decision making, and servant leadership.
Boon Edam
Customer Name: Boon Edam
Industry: Manufacturing
Location: The Netherlands
Number of Employees: 700
Business Impact
• Improved communications, thanks to increased
collaboration between colleagues
• More efficient design process, resulting in productivity
improvements
• Reduction in travel time and expenditure
Case study P&V
ManpowerGroup Solutions helped insurance company P&V replace 1,600 workstations across two sites within a tight timeframe by providing additional personnel through outsourcing. They planned and coordinated the entire project efficiently, moving 800 workstations in one location ahead of schedule and replacing 800 aging computers in another location 3 weeks early. P&V appreciated ManpowerGroup Solutions' assurances that replacement staff could be deployed quickly if needed and their transparent pricing structure.
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IPD WORKFLOW
This document discusses integrated project delivery (IPD) and how incorporating building information modeling (BIM) enables more efficient collaboration. It outlines the key phases of an IPD project:
1) The project team comes together early in conceptualization to improve accuracy and avoid costly redesign work later.
2) Collaboration during design allows for better decision making and risk mitigation, helping to improve quality.
3) Precise virtual models are used during implementation and construction to reduce uncertainties and prevent issues like interferences on site.
4) Because of careful planning, construction can be completed on schedule and on budget with less waste and change orders. Owners enjoy better quality assurance and an asset for ongoing operations.
Colliers Technology Solutions
Colliers International provides specialized real estate solutions focused on technology and data centers. They help clients with lease reviews and contract negotiations to achieve cost efficiencies, flexibility, and security. Their services also include site assessments, cloud consulting, and data center acquisitions or dispositions. Colliers takes a holistic approach to technology solutions rather than just treating them as another real estate deal.
907093 Vr Leasing Cs En A4
VR Leasing, a large European leasing company, was using spreadsheets for its planning process which had become inefficient. It wanted to streamline planning, improve reporting, and involve field staff. It implemented an IBM Cognos TM1 system to accelerate planning, allow scenario comparisons, and produce dynamic reports. This reduced consolidation time by 90% and analysis time by 60%, improving the planning process despite increased complexity and users.
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2) Increased competition and lower volumes are forcing firms to cut costs. Those that can deliver projects efficiently will have a long-term competitive advantage.
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MCP3
The document discusses synchronization and a focused approach as key to managing complex projects. It describes three precepts of critical chain project management: pipelining to limit work streams, buffering by using aggregate buffers rather than individual task schedules, and buffer management by prioritizing tasks consuming buffers the fastest. An oil and gas project in India applied these concepts successfully by prioritizing critical shutdown tasks to complete the project on time despite initial delays. Synchronization and focus are seen as critical success factors for complex projects.
Case StudyAugust 2010Case Study Using ITIL® and PRIN
Case Study
August 2010
Case Study: Using ITIL® and
PRINCE2™ Together
Noel Scott, PMP
© The Stationery Office 2010
2 Using ITIL® and Prince2™ Together
Introduction
Setting up service desks in offshore locations is big business. There
are various drivers behind such efforts. Some are pure cost savings.
Others are to attain quality improvements by leveraging superior
language or business skills available in the new location. Some
projects can be extremely emotive, and all are certainly challenging
projects that need to be handled with care.
Recently I was employed by a corporation to manage their first
foray into this arena. Their service desk supported not just internal
but also external customers, providing in particular incident and
access management plus request fulfilment. Their key driver was
that their existing service desk was reaching capacity. Expansion in
the current location was not physically possible or cost effective,
and so an offshore location was selected. To add urgency, a new IT
product was going to be released which meant an imminent
increase in volume and pressure on the service desk. Demand and
capacity management already had calculated the size of the
expansion required (150 extra service desk staff, along with the
usual supporting IT infrastructure).
The project to set up the new service desk following ITIL®
procedures was formally initiated by the company’s official IT
change authority, in our case called the Change Advisory Board
(CAB). The CAB rightly recognized early on the scale of the
change and so officially invoked the project management group.
The vice president for the overall department was confirmed
as the project executive to sponsor the project going forward.
I was assigned the project to set up the new offshore service
desk to run in parallel with the existing service desk. Specifically,
I had to ensure the new desk was designed and built to
replicate the existing service desk, and bring the two physical
services desks together so that they became a single logical
virtual service desk.
PRINCE2 supporting ITIL
From the moment the CAB provided the project mandate, the
project was run using PRINCE2™ methodology. PRINCE2 was
extremely valuable in ensuring success. It did this in many ways,
but of particular value were the following:
1. The PRINCE2 principle focusing on business justification
throughout.
2. PRINCE2’s management by stages to break it down into
manageable chunks.
3. The PRINCE2 emphasis on lessons learned from previous
efforts.
4. PRINCE2’s risk management provided a methodical and
consistent approach throughout.
1. Business Justification
Perhaps the greatest benefit PRINCE2 brought was the principle
of continued business justification and consistent focus on the
business case throughout the project. It ensured that the project
did not deviate away from its central objective. And thank
goodness. As there were many tests and traps t ...
Permal case study (IaaS, Hosting, Citrix Management & Intrusion Detection)
Long standing customer Permal, a leading alternative asset management
firm, was looking to focus on running its business, rather than running its
infrastructure. With an expensive technology refresh imminent, the firm
considered its options and found SunGard Availability Services’ enterprise class
private cloud to be a secure, flexible and cost-effective solution.
Using itil prince2_together_august_2010
This case study describes a project to set up a new offshore service desk to support an existing onshore service desk. PRINCE2 project management methodology was used. Key benefits of using PRINCE2 included: 1) Ensuring continued business justification and focus on the original project objective to expand capacity, 2) Managing the large project in stages to make it more manageable, and 3) Learning from past experiences to avoid common pitfalls and ensure project success. The new offshore service desk was successfully set up on time and within budget to increase overall service desk capacity.
5001A few years ago I was part of project which consisted of ord.docx
5001
A few years ago I was part of project which consisted of ordering new vehicles to replace an old fleet my organization had. This process consisted of a small team of personnel with several assigned tasks in order to complete the project to standard. There was a project manager assigned and we had frequent meetings in order to make sure everyone was on the same page in the process. It was important to meet every so often so that everyone was on the right track to the objective.
The project consisted of ordering a specific type of vehicle that would be able to carry a specific type of load and also be able to be air transportable. The toughest part of the project was making sure the vehicle could be transported by air with no issues. There are a lot of restrictions when putting vehicles on a plane. This is why we wanted to be that the specifications of the vehicles were correct at the time of coming up with the design. It was a government vehicle going on a government plane. This made the process even tougher.
The project manager was the type of person who wanted to know every single detail of the project at all times. Even though we had regular meetings to see all the updates of the project, he wanted additional information in between the meetings because he was overall in charge of the project. The were some project-related factors that held the process of the overall project. The market research part of the project took longer than expected because we had to rely on private companies to give us quotes of the equipment we were planning to purchase. we were also help up trying to figure out the exact policies and restrictions of vehicles being air transported.
The overall impact of this project to the organization was positive. It took a long time to order the right type of vehicle for the mission at hand but at the same time it was worth the wait because the right type of equipment was ordered and the teams were able to accomplish theirs missions with ease.
5002
In 2014, I participated in a capital project to upgrade the mill’s IT network to meet our corporate standards. Most of this aging equipment was unsupported by both the manufacturer and Microsoft. The scope of the project was to upgrade all L2/L3 switches and implement a Mosaic VMware solution to give the capability to virtualize all of the outdated network servers. These servers ran our production and quality reporting services and with our aging physical servers, fiber, and copper connections the mill was experiencing lost production and materials due to unreliable inventory reports and production data. Remote support capability was implemented to reduce machine downtime and improve the range of support.
The importance of this project was high due to the issues it caused the planning team to schedule our assets properly. The project was six-month in length and enlisted help from the windows services, mosaic, and engineering teams along with the outside phone provider. The s.
My pitch
The document discusses the problems with underestimating software project timelines and costs. It states that project teams almost always underestimate, often by a factor of two, rather than overestimating. This underestimation undermines planning and leads to projects being understaffed and important early work being underscoped. This increases defects and ultimately raises costs and extends schedules. The document advocates aiming for accurate estimates to enable the most effective project planning and predictable delivery schedules.
BDM AtTask Case Study
1) BDM Consulting specializes in global supply chain management and worked with NV Energy to transfer inventory items from company-owned to vendor-managed inventory.
2) @task provided visibility, accountability, and collaboration needed to implement the new inventory process across NV Energy's large service area.
3) Using @task, BDM was able to quantify a positive ROI of over 10x for NV Energy on the vendor-managed inventory initiative.
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5001A few years ago I was part of project which consisted of ord.docx
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