The improvement process led to measurable results including a 25% increase in profits within a year. Key aspects of the process included establishing an improvement framework with principles, tools and metrics; having lines lead their own improvement plans with mentorship; and adopting practices like unit testing, continuous integration, coding standards, and root cause analysis. These changes helped integration by 25% and reduced customer defects over time.
[DSBW Spring 2009] Unit 03: WebEng Process ModelsCarles Farré
The document discusses various process models and business models for web application development and electronic commerce. It provides an overview of the Rational Unified Process (RUP) as a process model, describing its key aspects, phases, artifacts, and workflows. It also discusses agile methods and eXtreme Programming (XP) as alternative process models. For business models, it describes categories such as business-to-consumer, business-to-business, and emerging models like consumer-to-consumer and mobile commerce.
BuildIT is a portfolio management system implemented at JPL to provide visibility and tracking of all IT projects. It has kept projects on track and provided needed visibility into projects for the OCIO. While it is still a work in progress, BuildIT has achieved the main goals of developing a project pipeline, weekly status updates, and metrics tools to monitor projects.
CA Services uses a 9-stage methodology for deploying solutions with a rapid time-to-value of 60-90 days. The 9 stages are: 1) project setup and initiation, 2) solution requirements definition, 3) solution architecture and design, 4) solution integration and configuration, 5) QA and testing, 6) configuration documentation and backup, 7) knowledge transfer, 8) production deployment and conversion, and 9) project transition and closure. Each stage has defined activities, value outputs, and flows to the next stage to ensure solutions meet requirements and are successfully deployed.
1. The document discusses integration and testing, including software quality assurance, integration approaches, and types of testing.
2. It provides an overview of roles in quality assurance and when quality assurance activities occur in the software development lifecycle.
3. Integration can be done using top-down or bottom-up approaches, progressively aggregating functionality while testing occurs in parallel with development.
The document discusses software development processes and methodologies. It provides definitions of key concepts like software process and project management methodology. It then summarizes various software development models and processes like the Rational Unified Process, spiral development, incremental development, and the unified software development process. The unified process classifies iterations into inception, elaboration, construction and transition iterations. It also discusses the six models or views used in the unified process - use case model, analysis model, design model, implementation model, test model and deployment model.
Speaking with facts tq & od project dimensions(1)Beth Perez
The document discusses project planning and management using total quality principles. It compares conventional consultant approaches to total quality approaches. Total quality approaches emphasize customer needs, client values, baseline variables, and long-term perspectives. They also focus on qualified clients, clear deliverables, empowering team members, and continually communicating and collaborating with clients to meet their needs and ensure project success.
The document outlines a portfolio management process with 9 stages:
1. Identify components of the portfolio
2. Categorize the components
3. Evaluate the components
4. Select the components to include in the portfolio
5. Identify risks to the portfolio
6. Analyze the risks to the portfolio
7. Develop responses to address portfolio risks
8. Prioritize the selected components
9. Balance the overall portfolio
The process aims to align the portfolio with strategic goals while monitoring risks and making adjustments.
Here are a few things to check regarding stage management within your project:
- Have Work Packages been created, approved, tracked to completion, and signed off accordingly?
- Have key project documents like risk, issue, and configuration item registers been maintained and updated regularly?
- Has progress been monitored against the stage plan, and have any issues that could impact the schedule or budget been escalated as needed?
- Has performance been reported to stakeholders as planned through highlight reports and other documents?
- Have lessons learned been captured to improve future stages or other aspects of the project?
Paying close attention to these stage controls can help ensure your project stays on track during this phase. Let me know if any
[DSBW Spring 2009] Unit 03: WebEng Process ModelsCarles Farré
The document discusses various process models and business models for web application development and electronic commerce. It provides an overview of the Rational Unified Process (RUP) as a process model, describing its key aspects, phases, artifacts, and workflows. It also discusses agile methods and eXtreme Programming (XP) as alternative process models. For business models, it describes categories such as business-to-consumer, business-to-business, and emerging models like consumer-to-consumer and mobile commerce.
BuildIT is a portfolio management system implemented at JPL to provide visibility and tracking of all IT projects. It has kept projects on track and provided needed visibility into projects for the OCIO. While it is still a work in progress, BuildIT has achieved the main goals of developing a project pipeline, weekly status updates, and metrics tools to monitor projects.
CA Services uses a 9-stage methodology for deploying solutions with a rapid time-to-value of 60-90 days. The 9 stages are: 1) project setup and initiation, 2) solution requirements definition, 3) solution architecture and design, 4) solution integration and configuration, 5) QA and testing, 6) configuration documentation and backup, 7) knowledge transfer, 8) production deployment and conversion, and 9) project transition and closure. Each stage has defined activities, value outputs, and flows to the next stage to ensure solutions meet requirements and are successfully deployed.
1. The document discusses integration and testing, including software quality assurance, integration approaches, and types of testing.
2. It provides an overview of roles in quality assurance and when quality assurance activities occur in the software development lifecycle.
3. Integration can be done using top-down or bottom-up approaches, progressively aggregating functionality while testing occurs in parallel with development.
The document discusses software development processes and methodologies. It provides definitions of key concepts like software process and project management methodology. It then summarizes various software development models and processes like the Rational Unified Process, spiral development, incremental development, and the unified software development process. The unified process classifies iterations into inception, elaboration, construction and transition iterations. It also discusses the six models or views used in the unified process - use case model, analysis model, design model, implementation model, test model and deployment model.
Speaking with facts tq & od project dimensions(1)Beth Perez
The document discusses project planning and management using total quality principles. It compares conventional consultant approaches to total quality approaches. Total quality approaches emphasize customer needs, client values, baseline variables, and long-term perspectives. They also focus on qualified clients, clear deliverables, empowering team members, and continually communicating and collaborating with clients to meet their needs and ensure project success.
The document outlines a portfolio management process with 9 stages:
1. Identify components of the portfolio
2. Categorize the components
3. Evaluate the components
4. Select the components to include in the portfolio
5. Identify risks to the portfolio
6. Analyze the risks to the portfolio
7. Develop responses to address portfolio risks
8. Prioritize the selected components
9. Balance the overall portfolio
The process aims to align the portfolio with strategic goals while monitoring risks and making adjustments.
Here are a few things to check regarding stage management within your project:
- Have Work Packages been created, approved, tracked to completion, and signed off accordingly?
- Have key project documents like risk, issue, and configuration item registers been maintained and updated regularly?
- Has progress been monitored against the stage plan, and have any issues that could impact the schedule or budget been escalated as needed?
- Has performance been reported to stakeholders as planned through highlight reports and other documents?
- Have lessons learned been captured to improve future stages or other aspects of the project?
Paying close attention to these stage controls can help ensure your project stays on track during this phase. Let me know if any
This document discusses the process of managing stage boundaries in project management. It outlines key activities such as planning the next stage, updating project plans and business cases, reporting on stage end, and creating exception plans if needed. Checklists are provided to ensure all necessary tasks are completed when transitioning between stages of a project.
The document provides guidance on conducting an audit using a process approach. It emphasizes examining the organization as a system of interconnected processes, with inputs, outputs, and interfaces between each process. The auditor is advised to look for a process map or flowchart to understand how the individual processes relate and interface with each other. Understanding these relationships between processes is key to conducting a thorough audit.
The document discusses NICE Systems' Product Certification Program, which consists of two levels. Level 1 certification involves product sales authorization and technical certification. Level 2 involves advanced technical certification and project management training. The certification program aims to establish standards for NICE product support and provide qualified resellers.
It also summarizes NICE's Project Management Certification Program, which provides guidelines for successful NICE product implementations. It outlines the responsibilities of project managers, technical managers, consultants, application engineers, lab engineers, and installers to ensure project planning, site readiness, documentation, testing, and customer acceptance. Finally, it defines the project life cycle timeline.
The document provides an overview of the key processes for initiating a project, including developing strategies for risk, configuration, quality, and communication management, setting up necessary documentation and controls, refining the business case, and assembling a project initiation document. It outlines 9 steps for initiating a project, describing the tasks and documentation required for each step. The final step is to request approval to deliver the project by assembling the project initiation documentation.
This document outlines the post-audit activities involved in reporting an audit. It discusses reviewing the previous day's activities, recording audit findings, grading any non-conformances, holding a closing meeting, and establishing corrective actions and follow-up procedures. Specifically, it covers drafting an audit report, documenting any non-conformities, conducting a closing meeting to present results, and establishing a corrective action plan to address any issues found. The overall goal is to formally communicate audit results and ensure any necessary improvements are implemented.
The document discusses NASA's plans to replace aging facilities through its Renovation by Replacement (RbR) program. It analyzes two RbR projects: the NASA Ames Sustainability Base and the Langley New Town AOB1 facility. For the NASA Ames project, the key factors for project initiation success were establishing a compelling business case, incorporating NASA technologies, and meeting tight budget and schedule goals of $26 million by July 2009.
The document discusses the purpose and activities of Iteration 0 in an agile development process. It describes setting up key infrastructure items like version control, IDE configuration, build systems, continuous integration, and project management tools. It emphasizes automating as many tasks as possible. The goal of Iteration 0 is to establish the foundation for subsequent iterations by creating a stable development environment and processes.
00 k-dev-slides(7)land dev seminar+demo -chuan[3a]210412REDceo.net
The document discusses the K-Developer system, a knowledge management system that manages property development workflow. It covers the entire project lifecycle from inception to completion through 8 knowledge blocks. The system aims to systematically capture and share knowledge within an organization to improve efficiency. It provides a central repository for project information and allows real-time monitoring and reporting of project status. Implementing this system helps standardize processes, facilitates decision making, and enables companies to work towards ISO certification.
Agile Importance in Pharmaceutical IndustryVijay Brzee
The document discusses how pharmaceutical companies can adapt to an increasingly agile environment. It faces pressures like expiring patents, fewer drug approvals, and increased generics. Agile practices can help accelerate innovation, design for supply chain needs, and rapidly commercialize products. The document outlines areas where agile works well and describes agile principles, benefits, tools, and knowledge/skills needed. It also discusses PMI agile domains of practice and questions if an organization is ready to adopt agile approaches.
FDA Audit Process Training using turtle diagrams presented by Rob Packard, founder of http://MedicalDeviceAcademy.com and Brigid Glass, CEO of Brigid Glass & Associates.
The document discusses documentation requirements for ISO 9001 certification. It notes that some organizations see ISO certification as simply a way to get a certificate, but that the true value comes from implementing an effective quality management system. It emphasizes that top management must plan and implement the QMS. The document also discusses reducing documentation requirements in the revised ISO 9001 standard and taking a lean approach to documentation to avoid creating an unnecessary paperwork burden. It proposes a tiered documentation structure with a high-level quality manual at the top level and more detailed procedures, instructions, and records at lower levels.
The document outlines the agenda for a meeting of the HIT Standards Committee on June 30, 2010. The agenda items include: a call to order, opening remarks, review of the agenda, updates from ONC on NHIN Direct specifications, standards and interoperability framework, and concept of operations, discussion of NHIN governance, lunch, updates from various workgroups, and a discussion of electronic document standards. The meeting was scheduled to run from 9:00 am to adjournment and cover various health IT standards topics.
The document provides an overview of the process for designing and producing an application specific integrated circuit (ASIC) with Swindon Silicon Systems. It discusses the design process from initial specification through layout, fabrication, and testing. Key steps include specification, design and simulation, processing including wafer thinning and dicing, and prototype evaluation. Swindon offers full turnkey ASIC design and supply services from concept to production.
KDP C is an important decision point for NASA projects where the agency decides whether to proceed to implementation and commits to a project's cost and schedule estimates. This panel discusses updated NASA processes to help ensure projects are on track for technical success within budget and schedule by KDP C. These include developing an integrated baseline, independent reviews, and documenting approvals and commitments in a decision memorandum to formalize support and establish external commitments. The integration of baseline development, independent checks, approval to proceed, and commitments is meant to help projects successfully complete implementation.
Given at the BCS in Edinburgh on the 1/8/2012. Talk about change and failed attempt to introduce XP into an organisation. Suggests potential reasons for the failure, introduces Kanban and then speculates as to how change might have been more successful in an evolutionary manner with Kanban.
This report summarizes the performance of initiatives at Telekom Malaysia Berhad (TM) in June 2012. The monthly technical resolution rate was 84%, exceeding the target of 80% but the percentage of points of contact (POC) completed for the Priority Technical Support (PTS) project was 60%, below the target of 100%. To improve PTS, workarounds may be needed using available resources due to dependencies on other parties. For the TSI Team Competency Analysis initiative, a competency framework and preliminary assessment model were designed but the percentage completed was only 35% due to the initiative's critical nature and dependencies on other projects like PTS.
Defence: A multi-dimensional compositional approach for business process (sem...Ang Chen
This document proposes a multi-dimensional compositional approach for modeling business processes. It discusses several key dimensions for business process modeling including control flow, data model, and transactions. It introduces ID-nets as a formal notation for separating control flow and data dimensions. ID-nets allow dynamic synchronization between control flow and data. The document argues its approach provides contributions such as a synchronization mechanism for composing different dimensions and a formal notation (ID-nets) that separates control flow from data model while allowing their dynamic synchronization. It provides examples of how ID-nets can be used to model control flow, data, and transactions in business processes.
The document discusses best practices for completing AV projects on time and on budget. It emphasizes the importance of thorough project planning, documentation, and stakeholder management. The document outlines a project management process including initiation, preparation, execution/control, and close phases. It also discusses elements like scope, schedule, budget, documentation, risk management, and project closure.
An Introduction to Health Systems; An Overview of the Philippine Health Care ...Paolo Victor Medina
The document provides an overview of the Philippine health care system and health systems thinking using the WHO health systems framework. It introduces concepts of health systems, leadership and governance in the Philippines, health financing sources and challenges, and human resources for health. The Department of Health is the lead agency for health care and aims to ensure accessibility and quality, but the system faces issues of inequitable financing that relies heavily on out-of-pocket costs and a lack of incentives and uneven distribution of human resources for health.
This document discusses the process of managing stage boundaries in project management. It outlines key activities such as planning the next stage, updating project plans and business cases, reporting on stage end, and creating exception plans if needed. Checklists are provided to ensure all necessary tasks are completed when transitioning between stages of a project.
The document provides guidance on conducting an audit using a process approach. It emphasizes examining the organization as a system of interconnected processes, with inputs, outputs, and interfaces between each process. The auditor is advised to look for a process map or flowchart to understand how the individual processes relate and interface with each other. Understanding these relationships between processes is key to conducting a thorough audit.
The document discusses NICE Systems' Product Certification Program, which consists of two levels. Level 1 certification involves product sales authorization and technical certification. Level 2 involves advanced technical certification and project management training. The certification program aims to establish standards for NICE product support and provide qualified resellers.
It also summarizes NICE's Project Management Certification Program, which provides guidelines for successful NICE product implementations. It outlines the responsibilities of project managers, technical managers, consultants, application engineers, lab engineers, and installers to ensure project planning, site readiness, documentation, testing, and customer acceptance. Finally, it defines the project life cycle timeline.
The document provides an overview of the key processes for initiating a project, including developing strategies for risk, configuration, quality, and communication management, setting up necessary documentation and controls, refining the business case, and assembling a project initiation document. It outlines 9 steps for initiating a project, describing the tasks and documentation required for each step. The final step is to request approval to deliver the project by assembling the project initiation documentation.
This document outlines the post-audit activities involved in reporting an audit. It discusses reviewing the previous day's activities, recording audit findings, grading any non-conformances, holding a closing meeting, and establishing corrective actions and follow-up procedures. Specifically, it covers drafting an audit report, documenting any non-conformities, conducting a closing meeting to present results, and establishing a corrective action plan to address any issues found. The overall goal is to formally communicate audit results and ensure any necessary improvements are implemented.
The document discusses NASA's plans to replace aging facilities through its Renovation by Replacement (RbR) program. It analyzes two RbR projects: the NASA Ames Sustainability Base and the Langley New Town AOB1 facility. For the NASA Ames project, the key factors for project initiation success were establishing a compelling business case, incorporating NASA technologies, and meeting tight budget and schedule goals of $26 million by July 2009.
The document discusses the purpose and activities of Iteration 0 in an agile development process. It describes setting up key infrastructure items like version control, IDE configuration, build systems, continuous integration, and project management tools. It emphasizes automating as many tasks as possible. The goal of Iteration 0 is to establish the foundation for subsequent iterations by creating a stable development environment and processes.
00 k-dev-slides(7)land dev seminar+demo -chuan[3a]210412REDceo.net
The document discusses the K-Developer system, a knowledge management system that manages property development workflow. It covers the entire project lifecycle from inception to completion through 8 knowledge blocks. The system aims to systematically capture and share knowledge within an organization to improve efficiency. It provides a central repository for project information and allows real-time monitoring and reporting of project status. Implementing this system helps standardize processes, facilitates decision making, and enables companies to work towards ISO certification.
Agile Importance in Pharmaceutical IndustryVijay Brzee
The document discusses how pharmaceutical companies can adapt to an increasingly agile environment. It faces pressures like expiring patents, fewer drug approvals, and increased generics. Agile practices can help accelerate innovation, design for supply chain needs, and rapidly commercialize products. The document outlines areas where agile works well and describes agile principles, benefits, tools, and knowledge/skills needed. It also discusses PMI agile domains of practice and questions if an organization is ready to adopt agile approaches.
FDA Audit Process Training using turtle diagrams presented by Rob Packard, founder of http://MedicalDeviceAcademy.com and Brigid Glass, CEO of Brigid Glass & Associates.
The document discusses documentation requirements for ISO 9001 certification. It notes that some organizations see ISO certification as simply a way to get a certificate, but that the true value comes from implementing an effective quality management system. It emphasizes that top management must plan and implement the QMS. The document also discusses reducing documentation requirements in the revised ISO 9001 standard and taking a lean approach to documentation to avoid creating an unnecessary paperwork burden. It proposes a tiered documentation structure with a high-level quality manual at the top level and more detailed procedures, instructions, and records at lower levels.
The document outlines the agenda for a meeting of the HIT Standards Committee on June 30, 2010. The agenda items include: a call to order, opening remarks, review of the agenda, updates from ONC on NHIN Direct specifications, standards and interoperability framework, and concept of operations, discussion of NHIN governance, lunch, updates from various workgroups, and a discussion of electronic document standards. The meeting was scheduled to run from 9:00 am to adjournment and cover various health IT standards topics.
The document provides an overview of the process for designing and producing an application specific integrated circuit (ASIC) with Swindon Silicon Systems. It discusses the design process from initial specification through layout, fabrication, and testing. Key steps include specification, design and simulation, processing including wafer thinning and dicing, and prototype evaluation. Swindon offers full turnkey ASIC design and supply services from concept to production.
KDP C is an important decision point for NASA projects where the agency decides whether to proceed to implementation and commits to a project's cost and schedule estimates. This panel discusses updated NASA processes to help ensure projects are on track for technical success within budget and schedule by KDP C. These include developing an integrated baseline, independent reviews, and documenting approvals and commitments in a decision memorandum to formalize support and establish external commitments. The integration of baseline development, independent checks, approval to proceed, and commitments is meant to help projects successfully complete implementation.
Given at the BCS in Edinburgh on the 1/8/2012. Talk about change and failed attempt to introduce XP into an organisation. Suggests potential reasons for the failure, introduces Kanban and then speculates as to how change might have been more successful in an evolutionary manner with Kanban.
This report summarizes the performance of initiatives at Telekom Malaysia Berhad (TM) in June 2012. The monthly technical resolution rate was 84%, exceeding the target of 80% but the percentage of points of contact (POC) completed for the Priority Technical Support (PTS) project was 60%, below the target of 100%. To improve PTS, workarounds may be needed using available resources due to dependencies on other parties. For the TSI Team Competency Analysis initiative, a competency framework and preliminary assessment model were designed but the percentage completed was only 35% due to the initiative's critical nature and dependencies on other projects like PTS.
Defence: A multi-dimensional compositional approach for business process (sem...Ang Chen
This document proposes a multi-dimensional compositional approach for modeling business processes. It discusses several key dimensions for business process modeling including control flow, data model, and transactions. It introduces ID-nets as a formal notation for separating control flow and data dimensions. ID-nets allow dynamic synchronization between control flow and data. The document argues its approach provides contributions such as a synchronization mechanism for composing different dimensions and a formal notation (ID-nets) that separates control flow from data model while allowing their dynamic synchronization. It provides examples of how ID-nets can be used to model control flow, data, and transactions in business processes.
The document discusses best practices for completing AV projects on time and on budget. It emphasizes the importance of thorough project planning, documentation, and stakeholder management. The document outlines a project management process including initiation, preparation, execution/control, and close phases. It also discusses elements like scope, schedule, budget, documentation, risk management, and project closure.
An Introduction to Health Systems; An Overview of the Philippine Health Care ...Paolo Victor Medina
The document provides an overview of the Philippine health care system and health systems thinking using the WHO health systems framework. It introduces concepts of health systems, leadership and governance in the Philippines, health financing sources and challenges, and human resources for health. The Department of Health is the lead agency for health care and aims to ensure accessibility and quality, but the system faces issues of inequitable financing that relies heavily on out-of-pocket costs and a lack of incentives and uneven distribution of human resources for health.
Here, the country's rising star in multifaceted trainings and speaking engagements; Mr. Myron Sta. Ana, talks about Sexual Harassment in the Philippine Workplace according to the provisions of Republic Act No. 7887 or otherwise known as the Anti-Sexual Harassment Act of 1995, which was his topic during his talk for the 3rd and 4th year Business Administration students of Miriam College in Quezon City, Philipppines.
The document discusses how personalization and dynamic content are becoming increasingly important on websites. It notes that 52% of marketers see content personalization as critical and 75% of consumers like it when brands personalize their content. However, personalization can create issues for search engine optimization as dynamic URLs and content are more difficult for search engines to index than static pages. The document provides tips for SEOs to help address these personalization and SEO challenges, such as using static URLs when possible and submitting accurate sitemaps.
This document summarizes a presentation about configuration management given to an intermediate CMMI class. It includes an agenda that covers organization structure, the configuration management life cycle, process descriptions, interpretation issues, key activities, and CMMI coverage. Difficulties implementing configuration management are also discussed. The organization has around 300 people working on advanced printing, publishing, and imaging systems worldwide.
The document discusses adapting large project processes like CMMI to better suit small projects. It presents a tailored small project software process with fewer directives, pages, and paragraphs than the full process. The small process is scoped to include only what is typically used by small projects while still complying with standards. An initial small process was refined based on lessons learned. The results showed the tailored process reduced tailoring time and was well-received, being deployed on over 40 small projects.
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.
Software Engineering The Multiview Approach And Wisdmguestc990b6
The document provides an overview of web information system development methodology. It discusses key components of information systems and why structured methodologies are important for information system projects. It then describes various software development models including waterfall, iterative, evolutionary, spiral and V-model. Finally, it discusses special considerations for web-based information systems and proposes a socio-technical web information system development methodology called WISDM that takes organizational, technical and human factors into account.
Deciding the software development life cycle procedure (according to iso12207)Fatih Algün
The document discusses the ISO 12207 standard for software development life cycles. It provides an overview of the standard including defining two types of software projects, describing key processes like management, quality assurance, and configuration management. It emphasizes that following the standard and implementing best practices like requirements documentation, risk management, and software metrics can help improve success rates for software projects.
Deciding the software development life cycle procedure (according to iso12207)Fatih Algün
The document discusses the ISO 12207 standard for software development life cycles. It provides an overview of the standard including defining two types of software projects, describing key processes like management, quality assurance, and configuration management. It emphasizes that following the standard and implementing best practices like requirements documentation, risk management, and software metrics can help improve success rates for software projects.
The document provides an overview of the Zero Deviation Life Cycle (ZDLC), which is a set of software engineering tools used throughout the software development life cycle (SDLC) to drive down costs and improve quality. ZDLC includes several products, such as Smart Requirement Engineering (SRE) to capture requirements, Smart Solution Design (SSD) to reduce defects during design, and Smart QA to accelerate testing. ZDLC aims to align the "Voice of the Business" with the "Voice of the Machine" by applying techniques like requirements modeling, design validation, and process documentation.
Implementing a Performance Centre of ExcellenceRichard Bishop
An old presentation, but just as relevant today as it was when I presented this at the British Computer Society in 2006.
This presentation showed how building a performance test team using a shared knowledge base with shared code libraries and best practice techniques made the performance test team a valuable part of the project team at a large UK bank.
Making test results and reports accessible to the entire project team and acting as a intermediary between the development teams and business users made the test team vital to the success of many projects at HBoS.
This story is about engagement of a Solution Architect into absolutely new and complex business domain – life science, where a client wants to modernize his legacy platform, which itself is a unique technological offering on the market. Sounds challenging already? Let’s have a look on how a Solution Architect can be successful in such project.
This document discusses key concepts in systems development including the systems development lifecycle, strategic planning, architecture, methodologies, and project management. It provides an overview of traditional waterfall and alternative approaches like prototyping and rapid application development. It also covers risk assessment, end user development, and the tension between IT organizations and end users.
Madhulatha has over 7 years of experience in information technology, specializing in data warehousing. She is proficient in ETL tools like Datastage and Talend, databases like Oracle and Teradata, and reporting tools like Qlik View. She seeks a challenging role in software development utilizing her skills in programming languages, data analysis and design, and project experience across various domains.
Compare project management tool - FMS vs Redminemekongsolution
FMS and Redmine are both open-source, web-based project management tools that are cross-platform. FMS is designed to support CMMI processes and focuses on processes, while Redmine focuses on flexibility and web 2.0 features. Redmine supports features like Gantt charts, wikis, and version control integration that FMS lacks. Both tools support basic project management tasks and multiple projects, but FMS additionally supports senior managers and customers.
The document provides a summary of Vinoth Perumal's professional experience. It includes details about his 6+ years of experience in data warehousing technologies like Informatica and SQL. It also lists his roles and responsibilities in various projects for clients like Barclays Bank, Health Net, and UBS bank in Zurich involving tasks like ETL development, testing, support and administration.
This is based on hypothetical scenarios and random calculations to showcase the various steps of Project Management. This has not covered the 10 knowledge areas of PMBOK rather it is limited based on our hypothetical project requirements.
If the project is big then you may be required to include all the knowledge areas.
The NASA Ames Research Center has developed a scaled project management framework for IT projects under $500k based on NASA's NPR 7120.7. The framework includes Lite and Medium classifications to provide flexibility and structure for smaller projects. It establishes common project reviews, entrance and success criteria, and decision points for projects below the NPR 7120.7 threshold. The framework is designed to standardize project management practices while allowing tailoring to individual project needs.
The NASA Ames Research Center has developed a scaled project management framework for IT projects under $500k based on NASA's NPR 7120.7. The framework includes Lite and Medium classifications to provide flexibility and structure for smaller projects. It establishes common project reviews, entrance and success criteria, and decision points for projects below the NPR 7120.7 threshold. The framework is flexible and can be tailored to each individual project's needs.
Software engineering is the application of engineering principles to software development. It includes systematic processes for developing, operating, and maintaining software. The document discusses the definition of software engineering, why it is important given historical issues with software projects, the software development life cycle including requirements, design, coding, testing, and maintenance phases, and core roles in software engineering projects.
Dipesh Shah is a seasoned IT professional with over 10 years of experience in QA team management. He has extensive experience leading testing for banking software projects at TCS and RBC, including implementations of Pega and other applications. His responsibilities included developing quality plans, test cases, defect tracking, and reporting. He has strong skills in test automation, databases, and programming languages.
Dipesh Shah is a seasoned IT professional with over 10 years of experience in QA team management. He has extensive experience leading testing for banking software projects at TCS and RBC, including implementations of Pega and other applications. His responsibilities included developing quality plans, test cases, defect tracking, and reporting. He has strong skills in test automation, databases, and programming languages.
Similar to A Successful Improvement Process With Measurable Results (20)
The document discusses various topics related to software testing including automated vs manual testing, crowd testing, Agile methodologies like Scrum and Kanban, tools that support Agile and testing practices, cloud-based testing platforms, mobile testing, security vulnerabilities, and online resources for software testing information. It provides an overview of key Agile concepts and how tools and methods have evolved to support new approaches to testing in modern software development.
The document discusses Vision.bi Quality Gates, a centralized data quality solution. It provides an overview of quality gates and how they can be used for integration and business intelligence projects. Quality gates help define tests to constantly monitor and improve data quality. The document outlines various test types like check sums, referential integrity checks, and execution flow tests. It demonstrates how quality gates provide alerts, ensure data integrity, and validate data warehouse cubes. Clients currently using Vision.bi are also listed.
SeeTest is a test automation tool that can test the user interface of any application, including mobile, web, legacy and desktop. It uses a patented technology to automatically record tests within minutes and works with all major testing frameworks. SeeTest supports all operating systems and browsers, and is used by banks, gaming companies, mobile developers and defense organizations to test their applications.
This document summarizes QA and testing trends in Israel. It discusses factors influencing QA staffing levels, including organizations that produce their own software, highly regulated industries, and those focusing on process improvement. New regulations and trends like cloud computing, Agile development, outsourcing, and the increased role of the CIO are influencing QA. Metrics like bugs, test coverage, and build passes are discussed. Israeli firms are adopting nearshore outsourcing and Agile. Pricing models are moving from fixed-price to time and materials. Developers and testers have different motivations and perspectives.
How to manage your testing automation project ttm methodologyRam Yonish
מנהלים רבים וארגונים רבים מיישמים אוטומציה בתהליך הבדיקות שלהם אבל עדיין מרגישים שההחזר על ההשקעה נמוך ואף שלילי. מחקרים רבים מראים כי הבעיה נובעת מחוסר תיאום ציפיות, זיהוי לא נכון של הבעיות שהכלים באים לפתור, בחירת כלי לא מתאים ותהליך הטמעה שגוי.
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A successful improvement process with measurable resultsRam Yonish
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3) A brief example comparing investing $40 upfront versus $50 later, highlighting the potential cost savings from earlier investment.
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A Successful Improvement Process With Measurable Results
1. A successful improvement process with
measurable results
Yigal Cohen
(Ex) R&D Manager Deputy - NDS
March 2010 – אדר תש"ע
2. Chosen by the top TV operators
– Global company
– Complex
– industry leading system
– Changing matrix
3. Improvement plan goals
• What ?
– Increase business results by improving project
management, process & methodologies
• How?
– Provide a set of principles, tools, metrics, and
improvement framework
– Push Lines to lead and manage their actual
improvement plan
– Accompany and mentor real projects
3
4. Continuous Improvement Framework
4
3
2
1
0
Criteria
R&D Charter
Toolkit
14 Ch.14 Every Build will have the following 5: NA
artifacts:1. Build in Release management
system2. Should have both production as
well as Debug enabled image3. Release note
with CQ list and component details
15 Ch.12 a Defects and issues are tracked 2 : somewhat
16 Ch.12 b Defects and issues undergo root-cause 2 : somewhat
analysis
17 Communication plan is defined 3 : well into it
18 Ch.13 Artefacts are held within a configuration or 5: NA
document management system
19 Ch.15 Project has end of milestone reviews 2 : somewhat
20 Communication about the completion of 2 : somewhat
milestone
Self Assessments
Self Assessment Analysis Improvement Plan
4
5. The Community
8 WW_QA + 440
35 SQAs 2200
R&D Management AI Holders
Users
5
6. Local toolkits
R&D 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
Division 2 4 7 10 11 12 14
Line 2 6 11 13 14
Project
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
Every division and line is authorized and encouraged to prepare its own
procedures for part or all of the R&D Charter.
The most specific procedures will be used for each project.
6
9. One line - improvement Done Successfully
activities
Infrastructure
• Coding standards written for New Generation Smart Card, SimCAM QC
Tools, and Non-Smart Card Products
• Migration to SVN source management
• Root cause analysis accepted part of standard quality procedure
• Smart Card development utilizing Visual Studio environment and
associated tools (pilot)
Actual improvements
• New Smartcard code base developed using:
– Unit test on 80% of code
– Continuous Build on 100% of code
– ->New Smartcard ROM integration & testing in only 4 weeks!
• SVN configuration management (Most of the line)
• Root Cause Analysis being performed on all defects found in I&T and
at the customer site
• Average R&D Charter compliance of 89%
9
10. Slide 9
AV4 Not sure where this fits in.
Dr Alison Vincent, 02/07/2008
11. Impacts on the development process
(Saves time, better quality and increase efficiency)
• Integration Plan
– Planning the integration saves a lot of time by making pre-
integrations and preparing tools in advance (Saves time)
• Test Strategy
– Testing process was improved especially in multi-site projects
(Saves time and improve quality)
• Architects started to increase their involvement along
the development process (Quality and efficiency)
• Spreading of Coding Standards, Build, Root Cause
Analysis and Lessons learned across R&D with
Common global language and transparency (All)
• Contributed to increase profit by 25% in a year!
10
13. R&D Charter
NDS R&D Charter
is the guideline for the process
1. For Planning, Tracking & Management projects will have:
1. Software Development Plan
2. Resource Allocation plan
3. Re-use strategy
4. Test Strategy and Integration Plan
2. Development phases
1. Requirements will be Documented/Reviewed/Managed
2. Designs will be documented and Reviewed
3. Coding standard
4. Code review
5. Automatic tools and ATP for every API
3. Infrastructure
1. Artefacts will be held within a configuration or document
management system
2. Defects and Issues will be tracked and will undergo root cause
analysis
3. Projects will have end of project reviews
4. Builds will be automated and repeatable
5. Released builds will be controlled
12
14. What’s in the toolkit ?
Templates
Other Refs Checklists
Guidelines
Training
Examples
Support
Tools
Contacts
!
13
16. An Example Criteria for Self
Assessment
4: TS updated throughout
project
3: TS compliant to the checklist
communicated and followed
2: TS reviewed and approved
1: Test Strategy is written
0: No Test Strategy
15
15
17. Self Assessments - Example
Ch.01 Projects will have a Software / 2: Documented or presented at 2 http://shareatnds.in.nds.com/sites/Intranet/Op
Hardware Development Kick Off meeting enTV/master_ui/Shared%20Documents
Plan that meets a defined /project_plan.aspx
schedule according to the
customer's needs
Ch.02a Projects will have a Test 2: Approved Test Strategy 2 http://doogle.uk.nds.com/worksitemp/dispatch?obj
strategy (SQSC-style) reviewed ectId=%21V3%21UKDMPRODUCTION1%
and approved by all 21C%21PJ%2441860%21&returnUrl=1211
stakeholders 45625069359336&operation=zoom&dataso
urce=project
Ch.02b Projects will have an Integration 0: No Integration Plan 0 Include link to plan
plan
Ch.03 Projects will have clearly defined 4: All roles actively performed 4 http://shareatnds.in.nds.com/sites/Intranet/Op
roles and responsibilities enTV/master_ui/default.aspx
Ch.04 Projects will agree on the 1: Initial discussion on re-use 1
strategy for re-use at of previous assetts
Project Kick-Off
(requirements, design,
test and code)
Ch.05 Projects will follow the R&D 2: resource plan done 2 http://shareatnds.in.nds.com/sites/Intranet/Op
Resource allocation plan (available) but not enTV/master_ui/Shared%20Documents
reviewed against /project_plan.aspx?RootFolder=%2fsite
delivery requirements
s%2fIntranet%2fOpenTV%2fmaster%5f
ui%2fProject%20Plan%2fWorkPlan&Fo
lderCTID=&View=%7b69BD6617%2d6
CCB%2d46E0%2dA5CE%2dFCE21C8
85064%7d
Ch.06 Requirements will be 2: requirements and change 2 http://doogle.uk.nds.com/worksitemp/dispatch?dat
documented / managed / requests documented asource=documentFolder&operation=zoom
reviewed (Document, ReqPro, &objectId=!V3!UKDMPRODUCTION1!C!FD
ClearQuest). $44881!&returnUrl=12114569796644311
Ch.07 Designs will be documented & 3: design reviews done with 3 http://doogle.uk.nds.com/worksitemp/dispatch
reviewed tangible outcomes, key ?datasource=documentFolder&operatio
design choices n=zoom&objectId=!V3!UKDMPRODUC
documented and major
TION1!C!FD$44875!&returnUrl=12114
issues fixed.Traceability
and effectiveness
5717958875383 16
checked in review
18. Sample
Charter Charter Item P1
Analysis
P2 P3 P4 Average
Item #
Ch.01 Projects will have a Software / Hardware Development Plan that meets a defined schedule
according to the customer's needs 1 2 2 2 1.8
Ch.02a Projects will have a Test strategy 3 1 2 0 1.5
Ch.02b Projects will have an Integration plan 4 3 3 3 3.3
Ch.03 Projects will have clearly defined roles and responsibilities 1 2 4 4 2.8
Ch.04 Projects will agree on the strategy for re-use at Project Kick-Off (requirements, design, test
and code) 1 4 2 1 2.0
Ch.05 Projects will follow the R&D Resource allocation plan 4 3 4 1 3.0
Ch.06 Requirements will be documented / managed / reviewed 2 2 2 3 2.3
Ch.07 Designs will be documented & reviewed 3 1 4 2 2.5
Ch.08 Code will follow a coding standard 2 3 3 3 2.8
Ch.09 Code will be reviewed 2 2 1 1 1.5
Ch.10 Builds will be automated and repeatable 3 4 3 3 3.3
Ch.11 APIs will have a tool by which they can be tested 1 1 1 1 1.0
Ch.12a Defects and Issues will be tracked 3 3 3 3 3.0
Ch.12b Defects will undergo root cause analysis 2 2 2 1 1.8
Ch.13 Artefacts will be held within a configuration or a document management system 4 4 4 4 4.0
Ch.14 Released builds will be controlled 2 3 3 4 3.0
Ch.15 Projects will have end of project reviews 3 2 3 0 2.0
COLUMN AVERAGES 2.4 2.5 2.7 2.1 2.4 17
19. Improvement Plan – 3 Examples
• Faster and more reliable builder
– Learn Hudson and build infrastructure. 6 weeks. Danny
– Run a pilot. Next 8 weeks. Mike.
– Evaluate Results. Next 2 weeks. Rachel
• Deploy Scrum in all projects
– Use Scrum in projects X, Y, Z. Q1. Danny, Shani, Rafi
1200 action items from IL/FR/IN/UK/USWeek 3
– 1 Day seminar for GL, including our lesson leaned.
– Bi-Weekly Scrum Masters meeting. Moshe.
75% Write a Departemnet Scrum guide. Moshe.
– of the were done
– Run a full cycle of iteration 1 on a PC for evaluation
All lines were reviewed by R&D Manager
• Increase efficiency
– AI: Inquire Why after using Agile the number of bug was not
reduced. 6 weeks. Danny
18
20. R&D Process
Improvement
Other
Root Cause Lessons
needs
Analysis Learned
14 Ch.14 Every Build will have the following 5: NA
artifacts:1. Build in Release management
system2. Should have both production as
well as Debug enabled image3. Release note QC Lead 3 4 4 4 4 4 4 4 3 3 3.70
with CQ list and component details
Project has a software Development plan
that defines the schedule according to the
customer needs 3 2 3 3 3 4 4 4 4 4 3.40
Iteration plan exists 3 3 3 3 3 1 1 1 1 1 2.00
Component Development Plan exists along
with component QC plan 2 2 3 2 1 1 1 1 1 1 1.50
15 Ch.12 a Defects and issues are tracked 2 : somewhat
Configuration Management Plan exists 1 1 1 1 3 1 1 1 1 1 1.20
16 Ch.12 b Defects and issues undergo root-cause 2 : somewhat
analysis
Project has a Resource allocation plan 3 2 3 3 3 2 2 1 1 2 2.20
17 Communication plan is defined 3 : well into it Project has an Integration Plan 3 2 1 4 3 1 1 2 1 1 1.90
Project has a test strategy 3 2 2 3 3 3 3 1 3 3 2.60
18 Ch.13 Artefacts are held within a configuration or 5: NA
Project has all the required documents
document management system managed and reviewed 2 2 1 3 3 4 3 3 3 2.67
19 Ch.15 Project has end of milestone reviews 2 : somewhat
Test cases are prepared, Mapped to
20 Communication about the completion of 2 : somewhat Requirements, reviewed and managed 3 3 2 2 3 3 4 4 3 3 3.00
milestone
APIs have a tool by which they can be tested 2 2 2 2 1 1 1 4 1 1 1.70
Code follows a coding standard 3 1 3 2 2 3 3 1 3 3 2.40
code is reviewed 4 2 4 2 3 3 3 3 3 3 3.00
Self Assessments Self Assessment Analysis
Improvement Plan
19