This webinar presented a good balance between stressing the business basis for requirements, and an approach to estimating what it will take to obtain them in a product initiative. Considering the three levels of requirements:
•Business Requirements - "Why the project is being undertaken."
•User Requirements - "What users will be able to do with the product."
•Engineering Requirements - "What engineers need to develop."
Success is going to be about getting the upstream business requirements right, and then ensuring logical flow between downstream activities.
The document discusses Atech's business and marketing consulting services. It offers 5 core areas of services including requirements definition, user experience design, and business value assessment. It outlines some fundamental flaws in how software is typically developed, such as lack of user input and changing requirements. Atech's solution integrates technical implementation with business processes and user needs. Atech aims to "fail fast and safe" through reducing uncertainty in requirements and testing solutions early. Typical engagements involve clarifying needs, designing experiences, and aligning tasks with measurable business value.
The document summarizes a workshop on developing skills in the construction sector in India. It includes an agenda for the workshop with topics like current proposals, governance, and next steps. Breakout sessions are planned to discuss standards/certification, delivery models, and governance. The proposal identifies opportunities to improve scale-up, representation of stakeholders, and implementation plans for the construction sector skills council.
Mr. Tanaka is an expert of the “Oobeya” method used to visually manage complex, transversal projects. At the European Lean IT Summit 2012, he presented his latest innovation: the “digital oobeya”, or how to combine technology and this state-of-the-art project management method in a distributed team context.
This document provides an agenda for a lecture on integrated product development that includes topics like customer research, market analysis, and forecasting. The agenda lists times for topics like a guest lecture from an interaction designer, discussions of value propositions and market descriptions, and breaks. It also includes tips for customer research like identifying different customer types at various organizational levels and how their needs can be mapped through interviews, observation, and analyzing discussions. The objective of understanding customer needs is to link them to product development and gain an advantage.
PTC (Nasdaq: PMTC) provides software and services to help manufacturers optimize their product design, development, and service processes. It offers integrated solutions to enable product innovation, improve collaboration across the product lifecycle, and ensure data integrity. PTC employs over 6,000 professionals serving more than 27,000 customers worldwide. It has a global presence with offices in 30 countries and 18 global R&D locations.
STAG is a test engineering company established in 2000 with offices in Bangalore and Chennai. It uses a method-centered approach to test engineering called STEM, which is a collection of disciplines and workflows executed over three phases to foster a scientific way of thinking and disciplined approach. STEM promises high early stage defect detection, higher quality software, deskilling and team scaling, and better return on investment on tooling.
This document summarizes a presentation about Oracle's User Productivity Kit (UPK). It discusses how UPK can help organizations address challenges with end user adoption of new applications and systems. UPK allows for the creation of training materials, simulations, and documentation from a single recording session. This streamlines content development and can reduce the time needed by up to 75% compared to traditional methods. UPK content and tools deliver value throughout a project's lifecycle in helping users get up to speed efficiently.
The document discusses Atech's business and marketing consulting services. It offers 5 core areas of services including requirements definition, user experience design, and business value assessment. It outlines some fundamental flaws in how software is typically developed, such as lack of user input and changing requirements. Atech's solution integrates technical implementation with business processes and user needs. Atech aims to "fail fast and safe" through reducing uncertainty in requirements and testing solutions early. Typical engagements involve clarifying needs, designing experiences, and aligning tasks with measurable business value.
The document summarizes a workshop on developing skills in the construction sector in India. It includes an agenda for the workshop with topics like current proposals, governance, and next steps. Breakout sessions are planned to discuss standards/certification, delivery models, and governance. The proposal identifies opportunities to improve scale-up, representation of stakeholders, and implementation plans for the construction sector skills council.
Mr. Tanaka is an expert of the “Oobeya” method used to visually manage complex, transversal projects. At the European Lean IT Summit 2012, he presented his latest innovation: the “digital oobeya”, or how to combine technology and this state-of-the-art project management method in a distributed team context.
This document provides an agenda for a lecture on integrated product development that includes topics like customer research, market analysis, and forecasting. The agenda lists times for topics like a guest lecture from an interaction designer, discussions of value propositions and market descriptions, and breaks. It also includes tips for customer research like identifying different customer types at various organizational levels and how their needs can be mapped through interviews, observation, and analyzing discussions. The objective of understanding customer needs is to link them to product development and gain an advantage.
PTC (Nasdaq: PMTC) provides software and services to help manufacturers optimize their product design, development, and service processes. It offers integrated solutions to enable product innovation, improve collaboration across the product lifecycle, and ensure data integrity. PTC employs over 6,000 professionals serving more than 27,000 customers worldwide. It has a global presence with offices in 30 countries and 18 global R&D locations.
STAG is a test engineering company established in 2000 with offices in Bangalore and Chennai. It uses a method-centered approach to test engineering called STEM, which is a collection of disciplines and workflows executed over three phases to foster a scientific way of thinking and disciplined approach. STEM promises high early stage defect detection, higher quality software, deskilling and team scaling, and better return on investment on tooling.
This document summarizes a presentation about Oracle's User Productivity Kit (UPK). It discusses how UPK can help organizations address challenges with end user adoption of new applications and systems. UPK allows for the creation of training materials, simulations, and documentation from a single recording session. This streamlines content development and can reduce the time needed by up to 75% compared to traditional methods. UPK content and tools deliver value throughout a project's lifecycle in helping users get up to speed efficiently.
The document outlines a 3 phase approach to aligning an organization's service-oriented architecture (SOA) and enterprise architecture (EA) by first gathering information on their current state, then assessing how SOA fits and aligning the two, and finally determining next steps for SOA adoption planning and classification of business capabilities into semantic domains. The goal is to help a mobile phone retailer extend their business, lower support costs, and better align IT to business initiatives by standardizing their enterprise.
The document outlines an agenda for implementing a Skyward ERP system, including an overview of Skyward offerings, benefits of a typical implementation project, the proposed scope and methodology for the client's implementation, and the roles of the project team in carrying out key stages of preparation, blue printing, realization, and go-live support.
Riskpro India Ventures provides vendor risk management services to help clients assess and mitigate risks associated with outsourcing. The document discusses Riskpro's capabilities in areas like operational risk advisory, governance risk management, and IT risk management. It outlines Riskpro's approach to vendor risk management, which includes planning risk assessments, conducting vendor due diligence, measuring and controlling risks, and educating partners. The document also highlights key risks of outsourcing like operational, reputational, legal, and concentration risks. It provides principles for outsourcing governance and oversight.
The document defines key terms and deliverables for a Lean Six Sigma project. It explains that defining VOC (Voice of the Customer), VOB (Voice of Business), and CTQs (Critical to Quality requirements) is the first deliverable. This involves understanding the problem from the customer's perspective and how they define project success. Additional deliverables include defining the project scope, quantifying benefits, and developing a project management plan. Tools for each deliverable like affinity diagrams and project charters are also outlined.
The document discusses prioritization in custom design services at NCR Corporation. It outlines challenges with multiple stakeholders, competing managers, and inflexible systems. It then presents a project prioritization model that scores projects based on criteria like market size, strategic fit, risk, and rewards. Finally, it discusses keeping the prioritization process simple through focusing on key projects, people/skills, and testing criteria.
Safety in special environments - solutions developed by swiss IT-FactoryMinnovarc
Intervenant : Alois BACHMANN, Managing Partner, Human Resources & Building, swiss IT-Factory
2ème Atelier Microtechniques & Innovation de Minnovarc les 27-28 octobre 2011 à La Neuveville, Suisse.
The document discusses the expansion of The Forum Shops at Caesars in Las Vegas that was completed ahead of schedule and on budget. As the general contractor, Perini worked closely with the architecture and design teams. The expansion included a spiral escalator, large atrium with a skylight, and structural supports for the escalator. It also posed life safety and air handling challenges that were resolved through team effort. A representative from the architecture firm praised Perini for their experience in handling large, complicated projects.
Using the CMMI-SVC to Transform an Organization into a High-Functioning, Cust...Henry Schneider
As a company grows and matures from a startup entrepreneurial venture to a sustainable corporation, the departments and company services that begin as good ideas expand and evolve to support the company’s growing business. Many times these services simply develop without any strategic vision resulting in institutionalized behaviors that are incompatible with the company’s business goals and objectives. Consequently, the transition to a larger corporation becomes a challenge. A notable example is a company’s Engineering Services Department.
When people think of Engineering Services, the Customer Support or Help Desk team is what first comes to mind. However, other services such as Product Training, Field Services (product installation and troubleshooting), and Engineering Sales Support may be provided as well.
As a product development company begins selling product, the Customer Support function becomes one of its first service offerings whether or not it recognizes it as such. In addition, it is natural for the focus of the Customer Support function to be on pleasing their customer base, as many sales are contingent upon repeat business and word of mouth until the company and its product line become established in the marketplace. Nevertheless, without a clear idea of its charter and strategic direction to support business growth and identify new markets and service offerings, the Customer Support Specialists focus instead on supporting their customer base on non-company and non-product issues and questions that consume internal resources without any tangible benefit to the company. Once a company starts banging its head on the “glass ceiling” as it attempts to grow, the leadership may recognize that its current Engineering Services approach does not support its strategic business goals and objectives.
In these circumstances, the company is not necessarily interested in implementing the CMMI for Services (CMMI-SVC) and becoming appraised to either Maturity Level 2 or Maturity Level 3. However, by using the Continuous Representation, the CMMI-SVC can provide the needed guidance to help a company restructure and reorganize its Engineering Services approach in order to become a profit center or revenue generating function.
In this presentation, we will present a case study for OMNI Flow Computers, Inc., a company that specializes in the design, development, and manufacture of panel-mount multi-run, multi-tasking liquid and gas flow computers, and field-mount, hazardous area controllers/RTUs for liquid and gas custody transfer metering systems. The challenge facing OMNI was to develop its Engineering Services Department into a high-functioning, customer-driven profit center. OMNI’s Engineering Services Department consists of three groups: Customer Support, Training, and Engineering Field Services. Customer Support handles customer questions, concerns, and issues. The Training group provides training on the OMNI product line to its customers and users. Engineering Field Services provides on-site troubleshooting services on an as-needed basis.
As the Training and Engineering Field Services groups were recent additional capabilities, Customer Support presented the biggest obstacle to overcome. Noted management consultant Peter Drucker declared several years ago that Quality in a service or product is not what you put into it. It is what the client or customer gets out of it. Moreover, an obstacle to achieving this objective was one of the core challenges faced by the department: developing an appropriate customer focus and developing new service offerings. A major reason for these challenges is the nature of OMNI products. OMNI's customers integrate their products into custody transfer systems that involve a wide variety of large-scale hardware and electronic equipment from other manufacturers. OMNI’s customers usually develop and commission these systems for their clients and end users. Therefore,
Eliminate latency between engineering and manufacturing to drive lean holistically. Drive engineer intent to the shop floor with 3D images. Speed is a competitive advantage
This document discusses learning curves in operations management. It contains 3 learning objectives: 1) define a learning curve, 2) use arithmetic concepts to estimate times, and 3) compute learning curve effects using logarithmic and learning coefficient approaches. It then provides an outline of topics, examples of industries with learning curves, and explanations of the arithmetic, logarithmic, and learning coefficient approaches for estimating costs and times with experience.
Vendor Risk Management Services provides integrated risk management consulting services to mid-large sized corporate and financial institutions in India. It has offices in three major cities - Mumbai, Delhi, and Bangalore. The document discusses Riskpro's mission to be a preferred risk management service provider and its value propositions such as quality advisory at competitive fees. It outlines Riskpro's service lines including Basel II/III advisory, operational risk, governance, and other risk management advisory services. The document also discusses vendor risk management perspectives, frameworks, objectives, and principles to follow when outsourcing to manage associated risks. It promotes a GRC management solution provided by NIIT Technologies and Riskpro.
The G&G Manufacturing Co. provides engineering, machining, and sourcing services to increase customer profits and support growth. It targets materials and operations managers seeking collaborative relationships. G&G's core customers have annual revenues of $50-200M or $500M-5B and produce parts for major defense programs. G&G offers full product lifecycle support from design to mass production, with a focus on precision machining and quality engineering.
Vendor or supplier risk management is an evolving discipline in operations management for manufacturers, retailers, financial services companies and government sector where the organization is highly dependent on vendors to achieve business objectives. Outsourcing, globalization, lean supply chain initiatives and supplier rationalization have contributed to a highly fragmented model, where control is often several steps removed from the corporation. While these models have allowed companies to reduce overall costs and expand quickly into new markets, they also expose the company to the risk of a vendor suddenly going bankrupt, closing operations or being acquired ,resulting in delivery disruptions, business continuity challenges leading to poor servicing to end user requirements.
In order to overcome outsourcing industry risk challenges & provide comprehensive vendor risk management solutions spanning industry sectors to enterprises, we’re pleased to launch our Vendor Risk Management services in addition to our existing bouquet of Risk advisory, Consulting, Training & Human Capital Services.
Course on Regulation and Sustainable Energy in Developing Countries - Session 9Leonardo ENERGY
Session 9 is devoted to Energy Services Companies (ESCOs). First, it introduces the Energy Performance Certificates concept and EPC contractual approaches. Then, it presents the need for measurement and verifications (M&V). It presents different ESCOs models:
the utility-based ESCOs with the cases of Croatia and Uruguay;
the Governement-based ESCO with the case of India;
the private sector ESCO with the case of China.
It concludes with the examples of institutional development schemes in Tunisia and Ivory Coast.
The document provides 10 steps for chartering a project:
1. Define the project in two steps - first by describing needed business capabilities, then building requirements and feasibility analysis around those capabilities.
2. Identify all stakeholders and their roles and responsibilities using a responsibility assignment matrix.
3. Brainstorm the capabilities needed, not technical requirements, using a tool like MindManager.
4. Define a mission statement describing how the project will positively impact the business.
5. Put boundaries on the project scope by connecting requirements to needed capabilities and value.
6. Control changes by ensuring they increase value; otherwise archive for later consideration.
7. Create a deliverables-based plan that predefines the value of
Blending Methods To Succeed Comparing Prince2 S Agility With Scrum Within The...thavo001
Comparing PRINCE2\'s Agility with Scrum within the TFS2010 ALM.
By Vincent THAVONEKHAM www.thavo.com. Microsoft Team Foundation Server 2010 / ALM Trainer
Oracle project inventory planning and MMAS ComplianceMBist
The Federal Government contractors need to adhere to DFARS regulations in order to maintain Material Management and Accounting System (MMAS) standards. Most companies in the Aerospace and Defense (A&D) project based manufacturing industry tend to utilize the Hard-Pegged planning approach where material is planned, purchased and manufactured to specific projects and with very strict borrow-payback inventory movement between the projects. This approach hinders lean manufacturing principles, increases inventory costs significantly and leads to an increased number of transactions. The common inventory approach on the other hand helps fulfill the lean manufacturing promise. Since Hard-pegging is required to a certain extent, a mixed planning approach using common inventory and hard-pegging can be used to satisfy the MMAS requirement as well as to help companies reduce their inventory levels. This presentation outlines the high level solution using the mixed planning approach.
Requirements traceability allows tracking of requirements throughout a project's lifecycle, including relationships between requirements and how they map to project components. This helps ensure completeness and identify dependencies. Vertical traceability in particular helps spot where requirements are changed or dropped. Using requirements traceability, a project manager can track work done versus remaining, monitor scope changes over time, and use control charts to manage scope variations.
Mobi hub - Mobile Application Development Practice @ Kahuna Systemskahunasystems
MobiHub is the mobile application development division of Kahuna Systems that has developed frameworks for adding mobility to customer products and solutions. It provides services for iOS, Android, HTML5, and cloud-based application development and has worked with over 17 customers globally on 27 projects involving mobile technologies, cloud computing, embedded systems, and analytics. MobiHub's value proposition includes in-house technology frameworks, application-centric services, quality assurance expertise, and dedicated domain teams.
The document outlines a 3 phase approach to aligning an organization's service-oriented architecture (SOA) and enterprise architecture (EA) by first gathering information on their current state, then assessing how SOA fits and aligning the two, and finally determining next steps for SOA adoption planning and classification of business capabilities into semantic domains. The goal is to help a mobile phone retailer extend their business, lower support costs, and better align IT to business initiatives by standardizing their enterprise.
The document outlines an agenda for implementing a Skyward ERP system, including an overview of Skyward offerings, benefits of a typical implementation project, the proposed scope and methodology for the client's implementation, and the roles of the project team in carrying out key stages of preparation, blue printing, realization, and go-live support.
Riskpro India Ventures provides vendor risk management services to help clients assess and mitigate risks associated with outsourcing. The document discusses Riskpro's capabilities in areas like operational risk advisory, governance risk management, and IT risk management. It outlines Riskpro's approach to vendor risk management, which includes planning risk assessments, conducting vendor due diligence, measuring and controlling risks, and educating partners. The document also highlights key risks of outsourcing like operational, reputational, legal, and concentration risks. It provides principles for outsourcing governance and oversight.
The document defines key terms and deliverables for a Lean Six Sigma project. It explains that defining VOC (Voice of the Customer), VOB (Voice of Business), and CTQs (Critical to Quality requirements) is the first deliverable. This involves understanding the problem from the customer's perspective and how they define project success. Additional deliverables include defining the project scope, quantifying benefits, and developing a project management plan. Tools for each deliverable like affinity diagrams and project charters are also outlined.
The document discusses prioritization in custom design services at NCR Corporation. It outlines challenges with multiple stakeholders, competing managers, and inflexible systems. It then presents a project prioritization model that scores projects based on criteria like market size, strategic fit, risk, and rewards. Finally, it discusses keeping the prioritization process simple through focusing on key projects, people/skills, and testing criteria.
Safety in special environments - solutions developed by swiss IT-FactoryMinnovarc
Intervenant : Alois BACHMANN, Managing Partner, Human Resources & Building, swiss IT-Factory
2ème Atelier Microtechniques & Innovation de Minnovarc les 27-28 octobre 2011 à La Neuveville, Suisse.
The document discusses the expansion of The Forum Shops at Caesars in Las Vegas that was completed ahead of schedule and on budget. As the general contractor, Perini worked closely with the architecture and design teams. The expansion included a spiral escalator, large atrium with a skylight, and structural supports for the escalator. It also posed life safety and air handling challenges that were resolved through team effort. A representative from the architecture firm praised Perini for their experience in handling large, complicated projects.
Using the CMMI-SVC to Transform an Organization into a High-Functioning, Cust...Henry Schneider
As a company grows and matures from a startup entrepreneurial venture to a sustainable corporation, the departments and company services that begin as good ideas expand and evolve to support the company’s growing business. Many times these services simply develop without any strategic vision resulting in institutionalized behaviors that are incompatible with the company’s business goals and objectives. Consequently, the transition to a larger corporation becomes a challenge. A notable example is a company’s Engineering Services Department.
When people think of Engineering Services, the Customer Support or Help Desk team is what first comes to mind. However, other services such as Product Training, Field Services (product installation and troubleshooting), and Engineering Sales Support may be provided as well.
As a product development company begins selling product, the Customer Support function becomes one of its first service offerings whether or not it recognizes it as such. In addition, it is natural for the focus of the Customer Support function to be on pleasing their customer base, as many sales are contingent upon repeat business and word of mouth until the company and its product line become established in the marketplace. Nevertheless, without a clear idea of its charter and strategic direction to support business growth and identify new markets and service offerings, the Customer Support Specialists focus instead on supporting their customer base on non-company and non-product issues and questions that consume internal resources without any tangible benefit to the company. Once a company starts banging its head on the “glass ceiling” as it attempts to grow, the leadership may recognize that its current Engineering Services approach does not support its strategic business goals and objectives.
In these circumstances, the company is not necessarily interested in implementing the CMMI for Services (CMMI-SVC) and becoming appraised to either Maturity Level 2 or Maturity Level 3. However, by using the Continuous Representation, the CMMI-SVC can provide the needed guidance to help a company restructure and reorganize its Engineering Services approach in order to become a profit center or revenue generating function.
In this presentation, we will present a case study for OMNI Flow Computers, Inc., a company that specializes in the design, development, and manufacture of panel-mount multi-run, multi-tasking liquid and gas flow computers, and field-mount, hazardous area controllers/RTUs for liquid and gas custody transfer metering systems. The challenge facing OMNI was to develop its Engineering Services Department into a high-functioning, customer-driven profit center. OMNI’s Engineering Services Department consists of three groups: Customer Support, Training, and Engineering Field Services. Customer Support handles customer questions, concerns, and issues. The Training group provides training on the OMNI product line to its customers and users. Engineering Field Services provides on-site troubleshooting services on an as-needed basis.
As the Training and Engineering Field Services groups were recent additional capabilities, Customer Support presented the biggest obstacle to overcome. Noted management consultant Peter Drucker declared several years ago that Quality in a service or product is not what you put into it. It is what the client or customer gets out of it. Moreover, an obstacle to achieving this objective was one of the core challenges faced by the department: developing an appropriate customer focus and developing new service offerings. A major reason for these challenges is the nature of OMNI products. OMNI's customers integrate their products into custody transfer systems that involve a wide variety of large-scale hardware and electronic equipment from other manufacturers. OMNI’s customers usually develop and commission these systems for their clients and end users. Therefore,
Eliminate latency between engineering and manufacturing to drive lean holistically. Drive engineer intent to the shop floor with 3D images. Speed is a competitive advantage
This document discusses learning curves in operations management. It contains 3 learning objectives: 1) define a learning curve, 2) use arithmetic concepts to estimate times, and 3) compute learning curve effects using logarithmic and learning coefficient approaches. It then provides an outline of topics, examples of industries with learning curves, and explanations of the arithmetic, logarithmic, and learning coefficient approaches for estimating costs and times with experience.
Vendor Risk Management Services provides integrated risk management consulting services to mid-large sized corporate and financial institutions in India. It has offices in three major cities - Mumbai, Delhi, and Bangalore. The document discusses Riskpro's mission to be a preferred risk management service provider and its value propositions such as quality advisory at competitive fees. It outlines Riskpro's service lines including Basel II/III advisory, operational risk, governance, and other risk management advisory services. The document also discusses vendor risk management perspectives, frameworks, objectives, and principles to follow when outsourcing to manage associated risks. It promotes a GRC management solution provided by NIIT Technologies and Riskpro.
The G&G Manufacturing Co. provides engineering, machining, and sourcing services to increase customer profits and support growth. It targets materials and operations managers seeking collaborative relationships. G&G's core customers have annual revenues of $50-200M or $500M-5B and produce parts for major defense programs. G&G offers full product lifecycle support from design to mass production, with a focus on precision machining and quality engineering.
Vendor or supplier risk management is an evolving discipline in operations management for manufacturers, retailers, financial services companies and government sector where the organization is highly dependent on vendors to achieve business objectives. Outsourcing, globalization, lean supply chain initiatives and supplier rationalization have contributed to a highly fragmented model, where control is often several steps removed from the corporation. While these models have allowed companies to reduce overall costs and expand quickly into new markets, they also expose the company to the risk of a vendor suddenly going bankrupt, closing operations or being acquired ,resulting in delivery disruptions, business continuity challenges leading to poor servicing to end user requirements.
In order to overcome outsourcing industry risk challenges & provide comprehensive vendor risk management solutions spanning industry sectors to enterprises, we’re pleased to launch our Vendor Risk Management services in addition to our existing bouquet of Risk advisory, Consulting, Training & Human Capital Services.
Course on Regulation and Sustainable Energy in Developing Countries - Session 9Leonardo ENERGY
Session 9 is devoted to Energy Services Companies (ESCOs). First, it introduces the Energy Performance Certificates concept and EPC contractual approaches. Then, it presents the need for measurement and verifications (M&V). It presents different ESCOs models:
the utility-based ESCOs with the cases of Croatia and Uruguay;
the Governement-based ESCO with the case of India;
the private sector ESCO with the case of China.
It concludes with the examples of institutional development schemes in Tunisia and Ivory Coast.
The document provides 10 steps for chartering a project:
1. Define the project in two steps - first by describing needed business capabilities, then building requirements and feasibility analysis around those capabilities.
2. Identify all stakeholders and their roles and responsibilities using a responsibility assignment matrix.
3. Brainstorm the capabilities needed, not technical requirements, using a tool like MindManager.
4. Define a mission statement describing how the project will positively impact the business.
5. Put boundaries on the project scope by connecting requirements to needed capabilities and value.
6. Control changes by ensuring they increase value; otherwise archive for later consideration.
7. Create a deliverables-based plan that predefines the value of
Blending Methods To Succeed Comparing Prince2 S Agility With Scrum Within The...thavo001
Comparing PRINCE2\'s Agility with Scrum within the TFS2010 ALM.
By Vincent THAVONEKHAM www.thavo.com. Microsoft Team Foundation Server 2010 / ALM Trainer
Oracle project inventory planning and MMAS ComplianceMBist
The Federal Government contractors need to adhere to DFARS regulations in order to maintain Material Management and Accounting System (MMAS) standards. Most companies in the Aerospace and Defense (A&D) project based manufacturing industry tend to utilize the Hard-Pegged planning approach where material is planned, purchased and manufactured to specific projects and with very strict borrow-payback inventory movement between the projects. This approach hinders lean manufacturing principles, increases inventory costs significantly and leads to an increased number of transactions. The common inventory approach on the other hand helps fulfill the lean manufacturing promise. Since Hard-pegging is required to a certain extent, a mixed planning approach using common inventory and hard-pegging can be used to satisfy the MMAS requirement as well as to help companies reduce their inventory levels. This presentation outlines the high level solution using the mixed planning approach.
Requirements traceability allows tracking of requirements throughout a project's lifecycle, including relationships between requirements and how they map to project components. This helps ensure completeness and identify dependencies. Vertical traceability in particular helps spot where requirements are changed or dropped. Using requirements traceability, a project manager can track work done versus remaining, monitor scope changes over time, and use control charts to manage scope variations.
Mobi hub - Mobile Application Development Practice @ Kahuna Systemskahunasystems
MobiHub is the mobile application development division of Kahuna Systems that has developed frameworks for adding mobility to customer products and solutions. It provides services for iOS, Android, HTML5, and cloud-based application development and has worked with over 17 customers globally on 27 projects involving mobile technologies, cloud computing, embedded systems, and analytics. MobiHub's value proposition includes in-house technology frameworks, application-centric services, quality assurance expertise, and dedicated domain teams.
Abak infotech Software Development Company ProfileShaikh Apsar
Abak Group is a 20-year-old technology company that provides web design, software development, and UX services. They offer solutions for web design, mobile apps, software development, and project management. Their methodologies include agile development practices and a focus on user-centered design. They have experience developing solutions for industries like banking, healthcare, and e-commerce.
This document outlines an engagement model for developing a SaaS product. It involves several phases including product definition, design, development, launch, and ongoing maintenance. The product definition phase involves defining the market value, features, and operations. Product design determines the technology stack, architecture, and user experience. Development occurs in sprints, starting with sprint 0 for setup and sprint 1-N for building the product. The product then launches with testing and support. Ongoing maintenance and customer support continues after launch.
Ideal Systems, Inc. is a leader in enterprise contract management solutions for the pharmaceutical industry. For over a decade, it has provided products and services to top pharmaceutical companies to identify and recover revenue. Ideal Systems retains all clients, and has an experienced management team and expertise in pharma, business, and technology. It implements contract management solutions through standard deployment approaches involving project initiation, planning, implementation, and control.
The document defines key terms used in Six Sigma projects: VOC (Voice of the Customer), VOB (Voice of the Business), and CTQ (Critical to Quality). It provides steps to complete Deliverable 1D, which is to define VOC, VOB, and CTQs. This includes obtaining customer input to understand problems, defining how customers measure acceptability, and reviewing results with champions. The objectives of the module are also outlined.
The document summarizes the agenda and materials for the Fifth Steering Committee meeting of the Libyan Qatari Bank project. Key topics discussed include delays in hiring key staff and securing premises, impacting project timelines. The IT workstream has made progress but other workstreams face issues. Compensation plans were presented, setting salary bands by job grade. Outstanding risks include potential delays in hiring targets and the IT implementation.
Requirements Hierarchy - A Journey through the Requirements LifecycleMarie Halsey
How do you get from “We need something different” to detailed requirements? What do requirements look like as they evolve through the phases of the requirements lifecycle? What are the deliverables in each phase?
This presentation discusses three phases of requirements definition – Scope, High Level Requirements and Detailed Requirements.
The components of the deliverables in each phase are described, examples of the evolution of requirements through the lifecycle phases are presented, and guidelines for each deliverable are provided.
Learning Objectives:
• Understand the components of the three levels of requirements – Scope, High Level Requirements and Detailed Requirements.
• Understand the evolution of requirements through each level.
• Guidelines for each level of requirement
The document outlines an iterative methodology for deploying Aras Innovator. It discusses dividing projects into manageable phases like inception, elaboration, construction, and transition. Each phase has objectives and milestones. The methodology emphasizes iterative design, managing requirements, continuous verification, and controlling changes. It provides tips for implementation like using visual prototypes, breaking work into components, and ensuring quality through user testing.
The document provides an overview of IT professional services offered by AT&T Consulting Solutions. It describes AT&T Consulting Solutions' mission to deliver world-class infrastructure consulting services and their focus on strategic clients with large, complex IT needs. It outlines eight strategic service areas including advanced infrastructure, cloud and data center, security, IT service management, contact center, unified communications, IT transformation, and project management. For each service area, it lists relevant offerings and provides brief descriptions.
Are good SharePoint solutions only a myth?Adis Jugo
This document discusses different approaches to architecting SharePoint solutions. It describes enterprise SharePoint solutions, SharePoint sandbox solutions, and solutions that use SharePoint data without being deployed to SharePoint. It covers considerations for each like security, performance, and deployment approach. It also provides examples of architecture patterns and best practices for designing flexible and maintainable SharePoint solutions.
The document describes the enterprise architecture definition approach for a large pharmaceutical company undergoing transformation. The approach included assessing the "as-is" state, defining principles and policies, and creating "to-be" architecture views for business, information, applications, and integration. Key deliverables were TO-BE processes, information models, application catalogues, services catalogue, and transition views to guide implementation projects and address challenges such as scope management and stakeholder alignment. The tailored enterprise architecture definition helped bridge the strategy to implementation of the company's transformation.
Seeing what matters using the right vision to manage transition - Alan ShallowayAGILEMinds
The document discusses improving productivity, quality, and speed of delivery through lean principles. It outlines challenges such as defining business value and quick turnaround from development teams. It then presents ways to improve time to market through frequent minimum viable releases that deliver business value. This includes using metrics to measure success and visualizing workflow to improve predictability and eliminate delays through limiting work in progress and managing flow.
Novkell is an IT solutions company that was started in 2004 to provide high-end IT solutions and penetrate the global IT market. They have a strong presence in France where much of their development work is done, with their headquarters in Chennai, India. Novkell ensures all projects are run continuously using an onsite-offshore model. They provide strategically innovative IT solutions to clients worldwide.
Novkell is an IT solutions provider that was started in 2004 to provide high-end IT solutions and penetrate the global IT market. It has a strong presence in France where most development is done, with its headquarters in Chennai, India. Novkell uses an onsite-offshore model to ensure projects run 24/7 and clients receive full support. It offers services including software development, enterprise solutions, e-commerce solutions, and portal development using technologies like PHP, .NET, and databases.
Challis Hodge is the VP of User Experience at Bridge Worldwide. The document provides an overview of experience planning and why it is important to involve UX practitioners. It defines experience design as considering patterns of life, goals, activity, context, repeated use, learning, sharing, emotion and more while applying the design process. UX practitioners seek to account for and minimize bias, bring a customer perspective, and facilitate a balance between business goals, user needs and technology. The document emphasizes that bias needs to be controlled and accounted for, and provides examples of how different groups like marketing, IT and creatives may have biases that distort their vision compared to focusing on the customer. It presents a process framework for UX and
Debra Lewis Kugler is an experienced program manager with a history of creating innovative solutions to challenging business issues. She has expertise in project management, product deployments, staff development, and creative problem solving. Her professional experience includes managing projects at Comcast and Cablevision involving system upgrades, process development, and product launches. She is skilled in gaining buy-in, motivating teams, and transforming goals into tactical plans.
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https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
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