The document discusses how the Accelerated Solutions Environment (ASE) can help outsourcing companies win projects and shorten the time to profitability on existing engagements. It provides an overview of ASE events, explaining that they bring together relevant stakeholders to develop solutions faster through an innovative collaborative process. The ASE approach allows companies to resolve complex problems quickly while ensuring commitment to implementation.
The document discusses using project reviews to promote learning. It notes that project success rates remain low and reviews could help improve learning. The goal is to have a conversation about developing "learning-based project reviews" to make reviews more productive and view existing processes from a learning perspective. Key assumptions are that learning occurs throughout a project, reviews are connected to project delivery, and they can help teams learn at different levels. Formal reviews provide benefits but the right questions are needed to drive the right conversations.
The document describes a knowledge management approach called KCT that was developed and implemented within NASA's Exploration Systems Mission Directorate. It discusses the four parts of the KCT approach: start-up, milestone-based, sustaining, and close-out activities. It also provides details on how knowledge is captured and transferred using various methods, including interviews, brainstorming sessions, videos, forums, and documentation. Finally, it outlines how knowledge cafes are an effective technique for innovation, detailing the process, requirements, documentation, and benefits of using knowledge cafes.
The document discusses improving project performance through creating and reusing knowledge. It identifies that knowledge is currently not well captured, documented, or reused from previous projects. It proposes a framework with four areas to address: 1) creating useful knowledge in projects, 2) encoding knowledge for easy access, 3) reusing knowledge in future projects, and 4) reusing knowledge to continuously improve functional processes. This framework aims to establish a system where knowledge is pulled from projects based on desired reuse.
The document summarizes NASA Langley Research Center's initiative to foster creativity and innovation among its employees. It discusses how creativity is important in today's conceptual age. The Center established a Creativity and Innovation team to develop training like the "Enhancing Your Creative Genius" course. Over 200 employees have participated in the training, which aims to develop a creative mindset. The initiative has also formed partnerships to support creativity across various organizations.
The document discusses decision making in projects and how to make better decisions. It introduces Crew Resource Management (CRM) and Team Resource Integration Management (TRIM) as techniques. TRIM involves talking with the team, respecting each other, initiating action, and monitoring results. The document provides a checklist for project teams to use when making decisions, considering what needs to be decided, options, and involvement of the project manager and team.
Identifying and managing waste in software product developmentKen Power
This is the slide deck from my talk at LESS 2012, the Lean Enterprise Software and Systems conference in Tallinn, Estonia.
http://SystemAgility.com/events
Identifying and Managing Waste in Complex Product Development EnvironmentsKen Power
Product Development can be viewed as a Complex Adaptive System. Different people, groups, organizations and systems collaborate in a complex network of relationships and dependencies to produce something of value - generally a product or service. Identifying waste in this value network is a critical step towards creating a truly lean organization.
These slides are from an interactive, hands-on workshop that I ran at the Agile India 2012 conference in Bengaluru, India.
There is a corresponding Blog entry here:
http://wp.me/pSOIL-fE
This document discusses theories of leadership and how a project manager's leadership style may impact project success depending on the type of project. It outlines early hypotheses that a PM's competence, including leadership style, is a success factor on projects. It presents a research model linking PM leadership competencies to project success, moderated by factors like project type. Initial interviews found that leadership style is more important on complex projects, and different competencies are needed depending on if a project is technical or involves change. Certain competencies like communication skills and cultural sensitivity were seen as important for different project types and contexts.
The document discusses using project reviews to promote learning. It notes that project success rates remain low and reviews could help improve learning. The goal is to have a conversation about developing "learning-based project reviews" to make reviews more productive and view existing processes from a learning perspective. Key assumptions are that learning occurs throughout a project, reviews are connected to project delivery, and they can help teams learn at different levels. Formal reviews provide benefits but the right questions are needed to drive the right conversations.
The document describes a knowledge management approach called KCT that was developed and implemented within NASA's Exploration Systems Mission Directorate. It discusses the four parts of the KCT approach: start-up, milestone-based, sustaining, and close-out activities. It also provides details on how knowledge is captured and transferred using various methods, including interviews, brainstorming sessions, videos, forums, and documentation. Finally, it outlines how knowledge cafes are an effective technique for innovation, detailing the process, requirements, documentation, and benefits of using knowledge cafes.
The document discusses improving project performance through creating and reusing knowledge. It identifies that knowledge is currently not well captured, documented, or reused from previous projects. It proposes a framework with four areas to address: 1) creating useful knowledge in projects, 2) encoding knowledge for easy access, 3) reusing knowledge in future projects, and 4) reusing knowledge to continuously improve functional processes. This framework aims to establish a system where knowledge is pulled from projects based on desired reuse.
The document summarizes NASA Langley Research Center's initiative to foster creativity and innovation among its employees. It discusses how creativity is important in today's conceptual age. The Center established a Creativity and Innovation team to develop training like the "Enhancing Your Creative Genius" course. Over 200 employees have participated in the training, which aims to develop a creative mindset. The initiative has also formed partnerships to support creativity across various organizations.
The document discusses decision making in projects and how to make better decisions. It introduces Crew Resource Management (CRM) and Team Resource Integration Management (TRIM) as techniques. TRIM involves talking with the team, respecting each other, initiating action, and monitoring results. The document provides a checklist for project teams to use when making decisions, considering what needs to be decided, options, and involvement of the project manager and team.
Identifying and managing waste in software product developmentKen Power
This is the slide deck from my talk at LESS 2012, the Lean Enterprise Software and Systems conference in Tallinn, Estonia.
http://SystemAgility.com/events
Identifying and Managing Waste in Complex Product Development EnvironmentsKen Power
Product Development can be viewed as a Complex Adaptive System. Different people, groups, organizations and systems collaborate in a complex network of relationships and dependencies to produce something of value - generally a product or service. Identifying waste in this value network is a critical step towards creating a truly lean organization.
These slides are from an interactive, hands-on workshop that I ran at the Agile India 2012 conference in Bengaluru, India.
There is a corresponding Blog entry here:
http://wp.me/pSOIL-fE
This document discusses theories of leadership and how a project manager's leadership style may impact project success depending on the type of project. It outlines early hypotheses that a PM's competence, including leadership style, is a success factor on projects. It presents a research model linking PM leadership competencies to project success, moderated by factors like project type. Initial interviews found that leadership style is more important on complex projects, and different competencies are needed depending on if a project is technical or involves change. Certain competencies like communication skills and cultural sensitivity were seen as important for different project types and contexts.
• You are looking for cultural integration in a multicultural company
• You have to improve your productivity more than 7 %
• You want to implement self-directed teams
• You need new leadership for highly skilled power teams
• You have to solve conflicts that block more than 5% of your efficiency
• You need a successful lighthouse-style project to become the emotional
• master plan for other projects
• You want to change the lack of identification and need better employer
• image for new hires
This document provides an overview of the Levin-Ward Competency Model for program management. It defines complexity and discusses key concepts related to complexity such as nonlinear dynamics and self-organization. It then outlines the basic structure of the competency model, including its purpose to identify important competencies. It describes the six performance competencies and eight personal competencies that make up the model. Examples are given of elements, performance criteria, and types of evidence for both performance and personal competencies. The document concludes by discussing how the model can be used to assess competency at the organizational, program manager, and prospective program manager levels and provides a five step process for implementing the model.
Agile developers create their own identity by Ajay DanaitXebia IT Architects
This document discusses Ajay Danait's focus on building organizational culture around agility rather than just following Agile practices. It describes his work in strategic agile solutions, software delivery through craftsmanship and maintenance, and helping organizations transform through agility assessments and team coaching. The document also addresses topics like overcoming geographical and psychological distance in distributed teams, patterns in team members, and developing from a novice developer to a software craftsman through continuous learning and apprenticeship.
This document discusses lessons learned from managing an IT project that had to serve both Agency and Center needs. The project aimed to consolidate multiple Active Directory forests into a single forest across 18 NASA Centers. [1] Meeting both sets of needs can seem impossible, as Centers find Agency initiatives difficult to implement and Agencies prioritize external requirements. [2] The project manager found success by having open communication, compromising to find common ground, and problem-solving issues actively as they arose. [3] With an emphasis on understanding all perspectives and frequent discussions, the project ultimately met requirements for both Agencies and Centers.
ALN-Bengaluru - Agile Management - Driving Leadership & Complexity of …Ravi Kumar
This document discusses agile management and the role of managers. It addresses the challenges of applying traditional management approaches to agile software development processes, which are characterized as complex adaptive systems. The document outlines several agile principles and manifestos focused on customer satisfaction, transparency, and self-organizing teams. It also examines different views of management and measurements, and argues future management approaches must focus on people, continuous improvement, and adapting to change rather than only efficiency.
The document discusses closing out a project. It notes that in order to be fully paid, all contractual obligations must be met. It also states that learning from past projects helps avoid future mistakes and problems. The key elements of project closing are sign-off, completing a post-implementation evaluation report, releasing resources, conducting a lessons learned session, archiving records, and recognizing outstanding achievement. The document also discusses identifying project success based on scope, time, cost and stakeholder satisfaction. It recommends archiving important documents like reports, plans, notes and files for future reference. Finally, it distinguishes that compensation is for doing the job while recognition celebrates extra efforts.
Gaining Maximum Control: Managing Multiple Projects EffectivelyZulkefle Idris
This two-day training course helps participants develop skills for effectively managing multiple projects. During the course, participants will learn to facilitate shared visions, select appropriate project life cycles, estimate efforts more accurately, identify and manage resource constraints, track progress, and delegate effectively. They will spend 50% of class time on hands-on exercises using their own project documents. The course aims to provide immediately useful skills to apply on the job for managing portfolios and programs of projects.
This document discusses how extreme time constraints can unleash innovation and productivity through forcing projects into minimum viable iterations completed in very short cycles. It argues that less work, less debt, and laser focus on delivering value in tight deadlines creates an environment that promotes transparency, engagement, and breakthrough innovation. However, it also notes drawbacks like intensity, exposure of weaknesses, and disruption of flow. Key success factors include frequent customer interaction, transparency, ambiguity tolerance, and social/organizational safety. Estimating is de-emphasized in favor of flexible scoping to deliver maximum value in the time allowed.
IT and Higher Education: Where are We Headed?Mark Roman
The document discusses IT governance in higher education institutions. It outlines a framework for internalizing systems governance as a thoughtful practice at multiple levels of an institution. Key aspects of the framework include:
- Establishing governance bodies like information systems steering committees and educational technology advisory committees with representatives from areas like academic affairs, research, and administration.
- Using working groups to discuss priorities and make recommendations for initiatives in areas such as learning management systems, research computing, and administrative systems.
- Implementing a governance process that ranks initiatives based on factors like utility and fit, with some receiving base funding and others requiring one-time project funds or being client-sponsored.
The framework is presented as a way for higher education
The document discusses employee engagement strategies presented by Linda Dulye of Dulye & Co. It describes using employee survey data to prioritize issues, forming employee action teams to analyze problems and propose solutions, and developing leaders' engagement skills through activities like weekly walkarounds. The goal is to shift from a top-down culture to one with more two-way communication and employee ownership of engagement initiatives.
The Stream Process™ for Defining ProjectsOneSpring LLC
The Stream Process™ from OneSpring is a revolutionary new process for defining software applications - web sites, mobile, enterprise software, intranets and so much more.
Stream is a methodology that offers companies a collaborative and highly-visual approach to creating superior products and solutions in less time, with reduced project re-work.
Think of it as a better way to translate what the business (marketing, product management, etc.) wants into something the development team can build.
This helps companies dramatically improve productivity, quality and customer satisfaction. Learn more at www.onespring.net or contact us at sales@onespring.net.
The document discusses the benefits of using an open innovation platform called Challenge-Driven Innovation (CDI) to solve problems for NASA. It summarizes the results of a pilot program between NASA and InnoCentive. Key findings include:
1) Over 2,900 solvers from 80 countries participated in the program and helped solve several NASA challenges, with a 35-40% solve rate.
2) The program validated that NASA could source valuable solutions from outside experts. One challenge on predicting solar events was fully solved.
3) NASA reported qualitative benefits like identifying future collaborators, improving their research process, and fostering a more open culture.
The document summarizes lessons learned from NASA's Breakthrough Propulsion Physics Project from 1996 to 2002. The project investigated concepts like gravity control and faster-than-light travel by assessing 10 approaches. It produced 16 journal articles, an award-winning website, and positive media coverage for NASA, all for a total cost of $1.6 million. The key tactic was to combine visionary goals with rigorous research methods. Some lessons included pursuing divergent options through small, incremental tasks; publishing all results; and linking research to goals and credible foundations through a "traceability map." The project tactfully distinguished crackpot ideas from visionary concepts worth exploring further.
Improve the perception of your organization:
Create organizational alignment with corporate strategy
Establish and communicate business goals and metrics
Understand and close barriers to execution
Corporate University Summit Presentation
May 2007
Final linda dulye nj iabc chapter ultimate engagement 110811Dulye
The document discusses strategies for improving employee engagement through effective communication and leadership. It recommends conducting an employee survey to identify issues, then forming cross-functional action teams to address priorities. Leaders should participate in regular "walkarounds" to connect with frontline employees, and metrics should track progress in engagement and business outcomes over time. Piloting the program with a small group before expanding it is also advised.
This document discusses the need for organizations to respond faster to change with lower risk. It presents several thinking tools to help align strategic decision making by integrating both logical analysis and intuitive understanding. Case studies are provided of how these tools have helped various clients clarify their strategic direction, align leadership teams, and develop unified plans of action to reshape business models in response to changing market conditions.
The Digital Age: How to get the most out of mobile devices in the legal envir...e-ternity
Learn more about:
* Marketplace statistics
* Tablet’s, Smartphones and Phablet’s. What are the best devices out there?
* Squeezing efficiencies out of powerful business mobiles devices
* Great iPad and Android apps
* How important is the data on my Mobile device?
* How do I protect my mobile device from data loss?
This document promotes End Solutions as a partner that can provide various IT services and solutions. It discusses how End Solutions can architect customized content management, data management, and disaster recovery solutions. It also provides two case studies showing how End Solutions helped Southwest Gas and Zions Securities Corporation achieve measurable results including reduced costs, improved functionality, and peace of mind through disaster recovery and content management solutions. The document emphasizes that End Solutions is a reliable partner that can meet organizations' diverse IT needs.
The Space and Life Sciences Directorate at NASA Johnson Space Center faced challenges with their configuration control board processes that were labor intensive and not fully compliant with new configuration management standards. They tasked Tietronix to automate the processes using a new process-centric software system called BPSCM. BPSCM streamlined the processes, increased compliance and productivity, and led to rapid adoption across the directorate and other organizations. Within a few years, over 45 boards were using BPSCM, institutionalizing the processes and improving management visibility.
Transitioning to Scrum is not easy, and for many, distributed teams are the most difficult to manage. In trying to make Scrum work with a geographically dispersed team, increasing efficiency requires adjustments to processes and effective communication and collaboration.
This webinar will provide guidance for proper planning and managing, in order to get your distributed teams working smoothly throughout the scrum processes. Dr. Kevin Thompson, cPrime’s Agile Practice Lead, will address key issues such as:
• How to have scrum meetings for distributed teams (daily scrum, sprint planning, sprint review, retrospective)
• How to cope with time-zone differences
• How to cope with language differences
• Best practices for collaborating in a distributed team
• Best practices for tools that mitigate distributed team impact
• You are looking for cultural integration in a multicultural company
• You have to improve your productivity more than 7 %
• You want to implement self-directed teams
• You need new leadership for highly skilled power teams
• You have to solve conflicts that block more than 5% of your efficiency
• You need a successful lighthouse-style project to become the emotional
• master plan for other projects
• You want to change the lack of identification and need better employer
• image for new hires
This document provides an overview of the Levin-Ward Competency Model for program management. It defines complexity and discusses key concepts related to complexity such as nonlinear dynamics and self-organization. It then outlines the basic structure of the competency model, including its purpose to identify important competencies. It describes the six performance competencies and eight personal competencies that make up the model. Examples are given of elements, performance criteria, and types of evidence for both performance and personal competencies. The document concludes by discussing how the model can be used to assess competency at the organizational, program manager, and prospective program manager levels and provides a five step process for implementing the model.
Agile developers create their own identity by Ajay DanaitXebia IT Architects
This document discusses Ajay Danait's focus on building organizational culture around agility rather than just following Agile practices. It describes his work in strategic agile solutions, software delivery through craftsmanship and maintenance, and helping organizations transform through agility assessments and team coaching. The document also addresses topics like overcoming geographical and psychological distance in distributed teams, patterns in team members, and developing from a novice developer to a software craftsman through continuous learning and apprenticeship.
This document discusses lessons learned from managing an IT project that had to serve both Agency and Center needs. The project aimed to consolidate multiple Active Directory forests into a single forest across 18 NASA Centers. [1] Meeting both sets of needs can seem impossible, as Centers find Agency initiatives difficult to implement and Agencies prioritize external requirements. [2] The project manager found success by having open communication, compromising to find common ground, and problem-solving issues actively as they arose. [3] With an emphasis on understanding all perspectives and frequent discussions, the project ultimately met requirements for both Agencies and Centers.
ALN-Bengaluru - Agile Management - Driving Leadership & Complexity of …Ravi Kumar
This document discusses agile management and the role of managers. It addresses the challenges of applying traditional management approaches to agile software development processes, which are characterized as complex adaptive systems. The document outlines several agile principles and manifestos focused on customer satisfaction, transparency, and self-organizing teams. It also examines different views of management and measurements, and argues future management approaches must focus on people, continuous improvement, and adapting to change rather than only efficiency.
The document discusses closing out a project. It notes that in order to be fully paid, all contractual obligations must be met. It also states that learning from past projects helps avoid future mistakes and problems. The key elements of project closing are sign-off, completing a post-implementation evaluation report, releasing resources, conducting a lessons learned session, archiving records, and recognizing outstanding achievement. The document also discusses identifying project success based on scope, time, cost and stakeholder satisfaction. It recommends archiving important documents like reports, plans, notes and files for future reference. Finally, it distinguishes that compensation is for doing the job while recognition celebrates extra efforts.
Gaining Maximum Control: Managing Multiple Projects EffectivelyZulkefle Idris
This two-day training course helps participants develop skills for effectively managing multiple projects. During the course, participants will learn to facilitate shared visions, select appropriate project life cycles, estimate efforts more accurately, identify and manage resource constraints, track progress, and delegate effectively. They will spend 50% of class time on hands-on exercises using their own project documents. The course aims to provide immediately useful skills to apply on the job for managing portfolios and programs of projects.
This document discusses how extreme time constraints can unleash innovation and productivity through forcing projects into minimum viable iterations completed in very short cycles. It argues that less work, less debt, and laser focus on delivering value in tight deadlines creates an environment that promotes transparency, engagement, and breakthrough innovation. However, it also notes drawbacks like intensity, exposure of weaknesses, and disruption of flow. Key success factors include frequent customer interaction, transparency, ambiguity tolerance, and social/organizational safety. Estimating is de-emphasized in favor of flexible scoping to deliver maximum value in the time allowed.
IT and Higher Education: Where are We Headed?Mark Roman
The document discusses IT governance in higher education institutions. It outlines a framework for internalizing systems governance as a thoughtful practice at multiple levels of an institution. Key aspects of the framework include:
- Establishing governance bodies like information systems steering committees and educational technology advisory committees with representatives from areas like academic affairs, research, and administration.
- Using working groups to discuss priorities and make recommendations for initiatives in areas such as learning management systems, research computing, and administrative systems.
- Implementing a governance process that ranks initiatives based on factors like utility and fit, with some receiving base funding and others requiring one-time project funds or being client-sponsored.
The framework is presented as a way for higher education
The document discusses employee engagement strategies presented by Linda Dulye of Dulye & Co. It describes using employee survey data to prioritize issues, forming employee action teams to analyze problems and propose solutions, and developing leaders' engagement skills through activities like weekly walkarounds. The goal is to shift from a top-down culture to one with more two-way communication and employee ownership of engagement initiatives.
The Stream Process™ for Defining ProjectsOneSpring LLC
The Stream Process™ from OneSpring is a revolutionary new process for defining software applications - web sites, mobile, enterprise software, intranets and so much more.
Stream is a methodology that offers companies a collaborative and highly-visual approach to creating superior products and solutions in less time, with reduced project re-work.
Think of it as a better way to translate what the business (marketing, product management, etc.) wants into something the development team can build.
This helps companies dramatically improve productivity, quality and customer satisfaction. Learn more at www.onespring.net or contact us at sales@onespring.net.
The document discusses the benefits of using an open innovation platform called Challenge-Driven Innovation (CDI) to solve problems for NASA. It summarizes the results of a pilot program between NASA and InnoCentive. Key findings include:
1) Over 2,900 solvers from 80 countries participated in the program and helped solve several NASA challenges, with a 35-40% solve rate.
2) The program validated that NASA could source valuable solutions from outside experts. One challenge on predicting solar events was fully solved.
3) NASA reported qualitative benefits like identifying future collaborators, improving their research process, and fostering a more open culture.
The document summarizes lessons learned from NASA's Breakthrough Propulsion Physics Project from 1996 to 2002. The project investigated concepts like gravity control and faster-than-light travel by assessing 10 approaches. It produced 16 journal articles, an award-winning website, and positive media coverage for NASA, all for a total cost of $1.6 million. The key tactic was to combine visionary goals with rigorous research methods. Some lessons included pursuing divergent options through small, incremental tasks; publishing all results; and linking research to goals and credible foundations through a "traceability map." The project tactfully distinguished crackpot ideas from visionary concepts worth exploring further.
Improve the perception of your organization:
Create organizational alignment with corporate strategy
Establish and communicate business goals and metrics
Understand and close barriers to execution
Corporate University Summit Presentation
May 2007
Final linda dulye nj iabc chapter ultimate engagement 110811Dulye
The document discusses strategies for improving employee engagement through effective communication and leadership. It recommends conducting an employee survey to identify issues, then forming cross-functional action teams to address priorities. Leaders should participate in regular "walkarounds" to connect with frontline employees, and metrics should track progress in engagement and business outcomes over time. Piloting the program with a small group before expanding it is also advised.
This document discusses the need for organizations to respond faster to change with lower risk. It presents several thinking tools to help align strategic decision making by integrating both logical analysis and intuitive understanding. Case studies are provided of how these tools have helped various clients clarify their strategic direction, align leadership teams, and develop unified plans of action to reshape business models in response to changing market conditions.
The Digital Age: How to get the most out of mobile devices in the legal envir...e-ternity
Learn more about:
* Marketplace statistics
* Tablet’s, Smartphones and Phablet’s. What are the best devices out there?
* Squeezing efficiencies out of powerful business mobiles devices
* Great iPad and Android apps
* How important is the data on my Mobile device?
* How do I protect my mobile device from data loss?
This document promotes End Solutions as a partner that can provide various IT services and solutions. It discusses how End Solutions can architect customized content management, data management, and disaster recovery solutions. It also provides two case studies showing how End Solutions helped Southwest Gas and Zions Securities Corporation achieve measurable results including reduced costs, improved functionality, and peace of mind through disaster recovery and content management solutions. The document emphasizes that End Solutions is a reliable partner that can meet organizations' diverse IT needs.
The Space and Life Sciences Directorate at NASA Johnson Space Center faced challenges with their configuration control board processes that were labor intensive and not fully compliant with new configuration management standards. They tasked Tietronix to automate the processes using a new process-centric software system called BPSCM. BPSCM streamlined the processes, increased compliance and productivity, and led to rapid adoption across the directorate and other organizations. Within a few years, over 45 boards were using BPSCM, institutionalizing the processes and improving management visibility.
Transitioning to Scrum is not easy, and for many, distributed teams are the most difficult to manage. In trying to make Scrum work with a geographically dispersed team, increasing efficiency requires adjustments to processes and effective communication and collaboration.
This webinar will provide guidance for proper planning and managing, in order to get your distributed teams working smoothly throughout the scrum processes. Dr. Kevin Thompson, cPrime’s Agile Practice Lead, will address key issues such as:
• How to have scrum meetings for distributed teams (daily scrum, sprint planning, sprint review, retrospective)
• How to cope with time-zone differences
• How to cope with language differences
• Best practices for collaborating in a distributed team
• Best practices for tools that mitigate distributed team impact
This document provides an introduction to Agile software development. It discusses the origins and evolution of Agile methods from the 1970s onwards. Key characteristics of Agile include iterative development, emphasis on individuals and interactions over processes, customer collaboration, and responding to change. Specific Agile methodologies like Scrum and Extreme Programming are described. The document also outlines 10 key principles of Agile development such as active user involvement, empowered self-organizing teams, frequent delivery of working software, and collaboration between all stakeholders.
As presented at Mile High Agile 2012 in Denver.
Review and discuss the basic agile practices in the context of two games. The first game will illustrate why small batches are important and how they can help you address project risks sooner. The second game will illustrate how small batches can help give you better information about your project sooner and will demonstrate some of the basic agile practices at work like iterations, continuous flow, manage to done, velocity, retrospectives, etc.
The Agile PMO: Ensuring visibility and governanceMatt Holitza
The document discusses how an agile project management office (PMO) can help ensure visibility and governance of agile projects. It outlines some pitfalls that can jeopardize a traditional PMO and attributes of a successful PMO. The document then discusses how agile benefits PMOs by helping them align projects to goals, improve success rates over time, enhance competence, develop standards, promote a collaborative tone, and encourage continuous learning. An agile PMO can achieve these benefits through practices like a whole team approach, transparency, integrated tooling, and continuous process improvement.
The document proposes launching a Community of Practice (CoP) within TEACH Me Services, a voluntary welfare organization that helps youth with special needs. The CoP would focus on building capabilities among practitioners dealing with client cases. A 5-phase framework is outlined: 1) establish the CoP identity and goals, 2) cultivate the community, 3) prototype activities, 4) launch the CoP, and 5) help it grow and be sustained. Regular meetings, case discussions, and expert consultations would facilitate knowledge sharing to help address challenges and develop solutions.
This document discusses decision modeling as a foundation for process reengineering. It defines decision modeling as showing the chronological sequence of major decisions needed to accomplish a goal, with the knowledge required to support each decision. The key points are:
- Decision modeling focuses on the essential "what" decisions rather than how tasks are currently done.
- It provides a framework to design an improved "to-be" process by starting with rational consensus on critical decisions rather than constraints of the existing process.
- A step-by-step approach is outlined to build decision models through mapping the existing process, identifying decisions, evaluating required knowledge, and refining the decision sequence to design an improved process.
Zend provides expert PHP delivery through best practices for development, deployment, and management. It helps improve developer productivity with tools like Zend Studio, trains developers, and ensures quality and speed through a consistent PHP stack. Zend also helps optimize performance, enable faster releases, and reduce problem resolution times.
Achieving a common goal creating a center of excellence e roske in-sync10 ora...InSync Conference
The document discusses establishing a Hyperion Center of Excellence (CoE) to address common problems organizations face with Hyperion implementations. A CoE centralizes expertise, establishes standards, and shares best practices to improve application quality, reduce costs, and ensure consistency. The document outlines benefits of a CoE and provides examples of how a Hyperion CoE could consolidate development, administration, training and support across different product lines and divisions. Key functions of a Hyperion CoE would include consulting, infrastructure management, standards development, training and support.
This document discusses integrating risk and knowledge management practices at NASA's Exploration Systems Mission Directorate (ESMD). It outlines five practices ESMD has adopted: 1) establishing "Pause and Learn" processes to reflect on lessons; 2) generating and using "Knowledge-Based Risks" to convey lessons; 3) establishing "Communities of Practice" to share knowledge; 4) providing knowledge sharing forums; and 5) promoting experience-based training. The goal is for ESMD to effectively learn from the past and generate shared knowledge to help achieve the complex technical challenges of returning to the Moon and Mars.
Managing meetings effectively with activitiesLetsConnect
Presentation by Marion Vrielink & Sasja Beerendonk as given on November 30th in Amsterdam for Social Connections IV, the IBM Connections user group event
The manager of a global IT support team faced several challenges: [1] ensuring business continuity across time zones, [2] maintaining a shared knowledge base to resolve issues quickly, and [3] building team cohesion across geographic distances. To address these, the manager standardized communication tools and processes, increased opportunities for in-person interaction, and balanced remote and on-site work. This improved information sharing and strengthened relationships within the virtual team.
This is a presentation made to Surge Accelerator in Houston in March 2013. This serves as a Guide to Early Stage Technology Companies, building enterprise class software.
This covers the typical lifecycle of a software start-up, fundamentals of Agile software development, and some do's and don't for how to build successful software companies.
Agile development poses several challenges to effectively testing software. Many myths have become "common wisdom" about how testing is much more difficult, even impossible, in an agile environment. Aricent's software testing experts look at 7 of these myths, and based on their years of experience debunk them.
This document provides an overview of Agile software development. It defines Agile as a software development approach where cross-functional teams work iteratively to deliver working software frequently based on customer feedback. The document then discusses Agile values and principles from the Agile Manifesto. It also explains several popular Agile methods like eXtreme Programming (XP), Dynamic Systems Development Method (DSDM), Scrum, and features of each method like iterative development, user involvement, and adaptive planning.
The document provides an overview of the concept of Kaizen, which refers to continuous improvement. It discusses how Kaizen originated in Japan after World War II based on teachings from American experts. Key aspects of Kaizen include process improvement, eliminating waste, teamwork, and continuous small steps of change. Toyota is highlighted as a company that successfully applied Kaizen principles through eliminating muri, mura, and muda. Benefits of Kaizen include improved efficiency, serving as a learning experience, and being widely applicable.
Agile Development Product Delivery For Successful OrganizationsMarc Crudgington, MBA
This document provides an overview of agile development and product delivery methods for successful organizations. It includes an interactive agenda covering topics such as agile frameworks versus processes, common agile methodologies like Scrum, planning and estimating, principles of agile development, adopting agile practices, and potential impediments to agile adoption.
Moxie Software provides an employee collaboration platform called Employee Spaces. It utilizes a people-centric design approach to maximize adoption. The platform allows employees to find experts, collaborate on projects, share knowledge, and drive innovation. It also offers customizable features for integration, templating, search, and management. Moxie typically delivers an initial iteration within 15 days and full deployment within 90 days using an iterative methodology focused on usability.
Key Considerations for a Successful Hyperion Planning ImplementationAlithya
The document provides an overview and recommendations for a successful Hyperion Planning implementation. It discusses key project phases, recommended build techniques including application definition, dimensionality, master data integration, building the planning model, and form and calculation development. It also covers tips for planning design including delineating plan types, defining dimensionality, integrating master data from various sources, and best practices for building forms to ensure performance.
Observability Concepts EVERY Developer Should Know -- DeveloperWeek Europe.pdfPaige Cruz
Monitoring and observability aren’t traditionally found in software curriculums and many of us cobble this knowledge together from whatever vendor or ecosystem we were first introduced to and whatever is a part of your current company’s observability stack.
While the dev and ops silo continues to crumble….many organizations still relegate monitoring & observability as the purview of ops, infra and SRE teams. This is a mistake - achieving a highly observable system requires collaboration up and down the stack.
I, a former op, would like to extend an invitation to all application developers to join the observability party will share these foundational concepts to build on:
“An Outlook of the Ongoing and Future Relationship between Blockchain Technologies and Process-aware Information Systems.” Invited talk at the joint workshop on Blockchain for Information Systems (BC4IS) and Blockchain for Trusted Data Sharing (B4TDS), co-located with with the 36th International Conference on Advanced Information Systems Engineering (CAiSE), 3 June 2024, Limassol, Cyprus.
GraphSummit Singapore | The Future of Agility: Supercharging Digital Transfor...Neo4j
Leonard Jayamohan, Partner & Generative AI Lead, Deloitte
This keynote will reveal how Deloitte leverages Neo4j’s graph power for groundbreaking digital twin solutions, achieving a staggering 100x performance boost. Discover the essential role knowledge graphs play in successful generative AI implementations. Plus, get an exclusive look at an innovative Neo4j + Generative AI solution Deloitte is developing in-house.
A tale of scale & speed: How the US Navy is enabling software delivery from l...sonjaschweigert1
Rapid and secure feature delivery is a goal across every application team and every branch of the DoD. The Navy’s DevSecOps platform, Party Barge, has achieved:
- Reduction in onboarding time from 5 weeks to 1 day
- Improved developer experience and productivity through actionable findings and reduction of false positives
- Maintenance of superior security standards and inherent policy enforcement with Authorization to Operate (ATO)
Development teams can ship efficiently and ensure applications are cyber ready for Navy Authorizing Officials (AOs). In this webinar, Sigma Defense and Anchore will give attendees a look behind the scenes and demo secure pipeline automation and security artifacts that speed up application ATO and time to production.
We will cover:
- How to remove silos in DevSecOps
- How to build efficient development pipeline roles and component templates
- How to deliver security artifacts that matter for ATO’s (SBOMs, vulnerability reports, and policy evidence)
- How to streamline operations with automated policy checks on container images
Why You Should Replace Windows 11 with Nitrux Linux 3.5.0 for enhanced perfor...SOFTTECHHUB
The choice of an operating system plays a pivotal role in shaping our computing experience. For decades, Microsoft's Windows has dominated the market, offering a familiar and widely adopted platform for personal and professional use. However, as technological advancements continue to push the boundaries of innovation, alternative operating systems have emerged, challenging the status quo and offering users a fresh perspective on computing.
One such alternative that has garnered significant attention and acclaim is Nitrux Linux 3.5.0, a sleek, powerful, and user-friendly Linux distribution that promises to redefine the way we interact with our devices. With its focus on performance, security, and customization, Nitrux Linux presents a compelling case for those seeking to break free from the constraints of proprietary software and embrace the freedom and flexibility of open-source computing.
Pushing the limits of ePRTC: 100ns holdover for 100 daysAdtran
At WSTS 2024, Alon Stern explored the topic of parametric holdover and explained how recent research findings can be implemented in real-world PNT networks to achieve 100 nanoseconds of accuracy for up to 100 days.
Encryption in Microsoft 365 - ExpertsLive Netherlands 2024Albert Hoitingh
In this session I delve into the encryption technology used in Microsoft 365 and Microsoft Purview. Including the concepts of Customer Key and Double Key Encryption.
Generative AI Deep Dive: Advancing from Proof of Concept to ProductionAggregage
Join Maher Hanafi, VP of Engineering at Betterworks, in this new session where he'll share a practical framework to transform Gen AI prototypes into impactful products! He'll delve into the complexities of data collection and management, model selection and optimization, and ensuring security, scalability, and responsible use.
In the rapidly evolving landscape of technologies, XML continues to play a vital role in structuring, storing, and transporting data across diverse systems. The recent advancements in artificial intelligence (AI) present new methodologies for enhancing XML development workflows, introducing efficiency, automation, and intelligent capabilities. This presentation will outline the scope and perspective of utilizing AI in XML development. The potential benefits and the possible pitfalls will be highlighted, providing a balanced view of the subject.
We will explore the capabilities of AI in understanding XML markup languages and autonomously creating structured XML content. Additionally, we will examine the capacity of AI to enrich plain text with appropriate XML markup. Practical examples and methodological guidelines will be provided to elucidate how AI can be effectively prompted to interpret and generate accurate XML markup.
Further emphasis will be placed on the role of AI in developing XSLT, or schemas such as XSD and Schematron. We will address the techniques and strategies adopted to create prompts for generating code, explaining code, or refactoring the code, and the results achieved.
The discussion will extend to how AI can be used to transform XML content. In particular, the focus will be on the use of AI XPath extension functions in XSLT, Schematron, Schematron Quick Fixes, or for XML content refactoring.
The presentation aims to deliver a comprehensive overview of AI usage in XML development, providing attendees with the necessary knowledge to make informed decisions. Whether you’re at the early stages of adopting AI or considering integrating it in advanced XML development, this presentation will cover all levels of expertise.
By highlighting the potential advantages and challenges of integrating AI with XML development tools and languages, the presentation seeks to inspire thoughtful conversation around the future of XML development. We’ll not only delve into the technical aspects of AI-powered XML development but also discuss practical implications and possible future directions.
Dr. Sean Tan, Head of Data Science, Changi Airport Group
Discover how Changi Airport Group (CAG) leverages graph technologies and generative AI to revolutionize their search capabilities. This session delves into the unique search needs of CAG’s diverse passengers and customers, showcasing how graph data structures enhance the accuracy and relevance of AI-generated search results, mitigating the risk of “hallucinations” and improving the overall customer journey.
Alt. GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using ...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
Maruthi Prithivirajan, Head of ASEAN & IN Solution Architecture, Neo4j
Get an inside look at the latest Neo4j innovations that enable relationship-driven intelligence at scale. Learn more about the newest cloud integrations and product enhancements that make Neo4j an essential choice for developers building apps with interconnected data and generative AI.
DevOps and Testing slides at DASA ConnectKari Kakkonen
My and Rik Marselis slides at 30.5.2024 DASA Connect conference. We discuss about what is testing, then what is agile testing and finally what is Testing in DevOps. Finally we had lovely workshop with the participants trying to find out different ways to think about quality and testing in different parts of the DevOps infinity loop.