The document discusses architecture refactoring and defines it as changing a software system or process in a way that does not alter external behavior but improves internal structure. It notes that design erosion over time negatively impacts systems and refactoring can help address this. The document outlines some motivations for refactoring like improving structural and non-functional qualities to achieve a more economical, visible, and symmetric design. It also distinguishes refactoring from reengineering and rewriting.
The document discusses the process for evolving solutions and the roles of coaches in that process. It describes the different solution statuses including framed, draft, reviewed, rework, internal, published, suspect, and obsolete. It outlines expectations for coaches such as reviewing solutions, providing feedback, and participating in meetings. Coaches are also advised to utilize queries and filters to review solutions by status, owner, and product. The document provides guidance on what coaches should look for when reviewing solutions and tips for ensuring solutions are properly formatted, technically valid, and findable/usable.
This chapter discusses organizational change and learning. It describes four types of organizational change: small adjustments, incremental anticipatory change, incremental reactive change, and radical anticipatory and reactive change. It outlines the seven step planning process for organizational change. It identifies four methods for creating change - technology-based, organization redesign, task-based, and people-oriented - and how they can be combined. Finally, it discusses how learning organizations deal with change through characteristics like shared leadership, a culture of innovation, customer-focused strategy, and being an organic and information-driven organization.
The document discusses a case study of Newgen providing an enterprise document management solution to a state-owned company in Gujarat, India. The solution automated the proposal and approval processes, reducing turnaround times by 80% and paper usage by 90% while lowering costs. It provided benefits like increased transparency, accountability, and disaster recovery capabilities. Newgen has over 700 successful installations globally and prominent clients across industries.
Dynamic potential in disaster exercises: identifcation – development – evalua...Global Risk Forum GRFDavos
This document discusses how the concept of dynamic capabilities can be applied to disaster management exercises to help organizations develop a more flexible response capacity. It introduces dynamic capabilities as processes that impact an organization's resources and allow them to be modified. Specifically, it outlines how dynamic capabilities modes like reconfiguration, leveraging, creative integration, and learning can be utilized in disaster management exercises to replicate or transform existing assets and routines. The document concludes that applying dynamic capabilities in exercises can help organizations anticipate changes, advance flexibility, and improve competitiveness by focusing on their flexible potential. Further research is needed to comprehensively measure dynamic capabilities and understand their effects on exercise and response success.
Mastering the language and practice of ISO50001 Energy Management SystemCamfil UK
The document discusses the global adoption of ISO management system standards such as ISO9001, ISO14001, and ISO50001. It provides data on the adoption rates of these standards over time and emphasizes the importance of developing an energy management system using ISO50001 to achieve energy reductions through practices like setting targets, allocating responsibilities, and integrating energy efficiency into daily operations. Barriers to successful energy reduction programs are also examined, and the need for a holistic management system approach is stressed.
The document discusses how CDM helps clients optimize their facility infrastructure and operations to reduce costs. It describes how CDM develops customized solutions focused on lifecycle costs that maximize business decisions while improving environmental stewardship. CDM listens to clients' needs and assembles technical experts to identify integrated approaches that link regulatory requirements, customer expectations, and business performance.
The document outlines the goals and objectives of six different service management processes: Service Desk, Incident Management, Problem Management, Configuration Management, Change Management, and Release Management. The goals are to restore normal service operation quickly, minimize adverse impacts, account for all IT assets and configurations, ensure standard methods for handling changes, and plan releases successfully. The objectives specify actions like providing single points of contact, restoring service, identifying issues, documenting processes, controlling configurations, assessing changes, and planning successful releases.
Building capability for the effective implementation of change 1.0Maven
The document discusses building an organization's capability for effective change implementation. It outlines a 4-step approach used by Maven Training: 1) Define the desired capability for change by reviewing the current approach and defining goals, 2) Define principles of change, 3) Create a change methodology, 4) Embed the methodology. The benefits of this approach include increased return on investment, quality outcomes, efficiency and employee morale. Implementing change requires addressing people's thinking and feelings over time, not just providing new skills or information.
The document discusses the process for evolving solutions and the roles of coaches in that process. It describes the different solution statuses including framed, draft, reviewed, rework, internal, published, suspect, and obsolete. It outlines expectations for coaches such as reviewing solutions, providing feedback, and participating in meetings. Coaches are also advised to utilize queries and filters to review solutions by status, owner, and product. The document provides guidance on what coaches should look for when reviewing solutions and tips for ensuring solutions are properly formatted, technically valid, and findable/usable.
This chapter discusses organizational change and learning. It describes four types of organizational change: small adjustments, incremental anticipatory change, incremental reactive change, and radical anticipatory and reactive change. It outlines the seven step planning process for organizational change. It identifies four methods for creating change - technology-based, organization redesign, task-based, and people-oriented - and how they can be combined. Finally, it discusses how learning organizations deal with change through characteristics like shared leadership, a culture of innovation, customer-focused strategy, and being an organic and information-driven organization.
The document discusses a case study of Newgen providing an enterprise document management solution to a state-owned company in Gujarat, India. The solution automated the proposal and approval processes, reducing turnaround times by 80% and paper usage by 90% while lowering costs. It provided benefits like increased transparency, accountability, and disaster recovery capabilities. Newgen has over 700 successful installations globally and prominent clients across industries.
Dynamic potential in disaster exercises: identifcation – development – evalua...Global Risk Forum GRFDavos
This document discusses how the concept of dynamic capabilities can be applied to disaster management exercises to help organizations develop a more flexible response capacity. It introduces dynamic capabilities as processes that impact an organization's resources and allow them to be modified. Specifically, it outlines how dynamic capabilities modes like reconfiguration, leveraging, creative integration, and learning can be utilized in disaster management exercises to replicate or transform existing assets and routines. The document concludes that applying dynamic capabilities in exercises can help organizations anticipate changes, advance flexibility, and improve competitiveness by focusing on their flexible potential. Further research is needed to comprehensively measure dynamic capabilities and understand their effects on exercise and response success.
Mastering the language and practice of ISO50001 Energy Management SystemCamfil UK
The document discusses the global adoption of ISO management system standards such as ISO9001, ISO14001, and ISO50001. It provides data on the adoption rates of these standards over time and emphasizes the importance of developing an energy management system using ISO50001 to achieve energy reductions through practices like setting targets, allocating responsibilities, and integrating energy efficiency into daily operations. Barriers to successful energy reduction programs are also examined, and the need for a holistic management system approach is stressed.
The document discusses how CDM helps clients optimize their facility infrastructure and operations to reduce costs. It describes how CDM develops customized solutions focused on lifecycle costs that maximize business decisions while improving environmental stewardship. CDM listens to clients' needs and assembles technical experts to identify integrated approaches that link regulatory requirements, customer expectations, and business performance.
The document outlines the goals and objectives of six different service management processes: Service Desk, Incident Management, Problem Management, Configuration Management, Change Management, and Release Management. The goals are to restore normal service operation quickly, minimize adverse impacts, account for all IT assets and configurations, ensure standard methods for handling changes, and plan releases successfully. The objectives specify actions like providing single points of contact, restoring service, identifying issues, documenting processes, controlling configurations, assessing changes, and planning successful releases.
Building capability for the effective implementation of change 1.0Maven
The document discusses building an organization's capability for effective change implementation. It outlines a 4-step approach used by Maven Training: 1) Define the desired capability for change by reviewing the current approach and defining goals, 2) Define principles of change, 3) Create a change methodology, 4) Embed the methodology. The benefits of this approach include increased return on investment, quality outcomes, efficiency and employee morale. Implementing change requires addressing people's thinking and feelings over time, not just providing new skills or information.
Power Distribution Asset Management 2012Ola Odejayi
This two-day training course focuses on excellence in power distribution asset management. The course will provide strategic planning and assessment tools to maximize power distribution performance, improve reliability, and reduce maintenance and operation costs. Practical techniques for asset management of distribution systems will be covered, including maintenance management and programs. Overcoming challenges in distribution service performance will also be addressed, such as planning, design, upgrading, and implementing best practices. The course aims to streamline processes to facilitate sustainability and optimization of distribution systems.
This document provides guidance for tenants on green leasing, selecting a green building, opportunities for green tenant improvements, and operating their office space in an environmentally friendly way. It recommends tenants create a green occupancy plan by considering objectives, selecting a building with strong environmental performance and credentials, implementing energy and water efficiency upgrades, using sustainable materials, and operating procedures to reduce waste and emissions. The landlord can support green goals through performance reporting, maintenance, and collaborating on improvement initiatives.
The Proven Path to Supply Chain Cost Savingsjimmybear
This document outlines a three-stage proven path to cost savings through a team-based process improvement program. Stage I establishes a collaborative architecture and strategic framework. Stage II provides a process improvement framework to guide initiatives. Stage III offers process improvement enablement through extended enterprise project teams. An example is given of an aerospace company that achieved over $200 million in cost savings over 5 years using this approach across four project teams.
The document is a presentation about establishing a performance measurement baseline and immutable principles of project management. It discusses defining what "done" looks like, having a plan to get there, understanding resource needs, identifying impediments, and measuring progress. Five immutable principles are outlined: defining the destination, having a plan, understanding resources, impediments, and measuring progress to plan. The presentation emphasizes the importance of evidence-based assessment and defining success criteria in a measurable way.
Evidence for my ePortfolio - I designed this 8-hour training to prepare employees for the installation of a new, more automated telephone system.
http://eportfolio4mwalkerwade.wordpress.com
1) Kimball Office has had a corporate commitment to sustainability and the environment for over 37 years under the leadership of President Thomas L. Habig.
2) They have implemented lean manufacturing practices to reduce waste and costs while improving environmental performance and have earned a reputation for operational excellence.
3) Kimball Office's sustainability strategy has three prongs - people, process, and product - which includes obtaining certifications, reducing environmental impacts, and designing products that enhance healthy indoor environments for customers.
The document discusses radical redesign in public services and caring roles. It explores moving from incremental to radical innovation by improving current services compared to mobilizing community resources and changing outcomes. Diagrams show moving from inside to outside the system and changing goals rather than means. The design process involves learning from users, generating ideas through co-design, and creating solutions that shift behaviors.
Beyond Scrum outlines an approach to implementing lean software practices in organizations. It discusses how combining Scrum's adaptive management with engineering practices from eXtreme Programming (XP) and lean principles can help teams maximize throughput, reduce cycle times, and improve quality. ThoughtWorks Studios tools like Mingle, Cruise and Twist support visibility, collaboration, business agility, and reinforce good practices through integrated metrics and involvement of all team members.
The document discusses integrated succession, exit, and transition (S.E.T.) planning services. It describes the three key components of S.E.T. planning - succession planning, exit planning, and transition planning. It then outlines the S.E.T. planning process, which involves customized planning, value enhancement recommendations, selecting a transfer method, and developing personal and business action plans.
This document discusses Lean Six Sigma and how it can be used for business process improvement. It notes that while Lean Six Sigma has been successfully used in manufacturing and other industries, many companies struggle to achieve expected benefits from their Lean Six Sigma programs. This is often due to poor implementation planning and project selection. The document introduces the SystemCPi roadmap as a proven approach to overcome these implementation issues. SystemCPi provides an integrated toolbox to plan, implement, and sustain process improvement initiatives. It helps organizations choose the right projects and tools to achieve operational excellence and competitive advantage through Lean Six Sigma.
ShoreTel provides global services including implementation services, professional services, training services, and technical support. The services continuum includes strategic consulting, system design, deployment, integration, user training, and ongoing support. Implementation services guide customers through all phases of a project from initial planning through go-live and follow up support. Training ensures users are enabled with blended learning approaches. Technical support is available globally through multiple support models.
2. Erp Innovation Implementation Model Incorporating Change ManagementDonovan Mulder
This document summarizes a research paper that proposes and provides preliminary validation of a model for how change management during an ERP implementation affects the effectiveness of that implementation. The paper presents a revised innovation implementation model that incorporates the impact of change management. Through a case study of an ERP implementation at a large Australian organization, the paper examines how specific change management activities influenced implementation climate and effectiveness. The findings provide qualitative support for the proposed model linking change management to implementation outcomes.
StrategicFit - Production Forecasting PosterStrategicFit
This document outlines StrategicFit's process for building custom production forecasting tools to support decision making. The process involves structuring the problem, building a tailored model in phases for feedback, implementing rigorous testing and quality assurance, and providing outputs like field-level forecasts, drivers of uncertainty, and comparisons to actual production. The process is most useful where standard tools are insufficient, building a full model is not worthwhile, and unbiased information and alternatives are needed to support complex decisions around wells, facilities, and uncertainties.
This document discusses structured systems development methods. It provides an overview of key concepts in structured methods including the waterfall model, structured programming, structured design, structured analysis of processes, data and events. Diagramming techniques are presented as core to structured methods for modeling systems at different levels of abstraction. Both process-driven and data-driven perspectives in structured analysis are examined.
The document discusses sustainability services for building projects across the entire building lifecycle, from pre-design through redevelopment. It introduces specialized sustainable design services that create value by reducing costs and optimizing energy and water usage. The services help clients take a strategic, long-term approach to managing resources from the earliest planning stages through a building's operations and potential redevelopment.
This document introduces the Business Process Maturity Model, which is a multi-dimensional, non-linear model for assessing an organization's business process maturity. The model has two dimensions: 1) The "Five Levers of Change" which are the components that make up an organization, and 2) Five "States of Process Maturity" that represent stages an organization progresses through. The five states are: Siloed, Tactically Integrated, Process Driven, Optimized Enterprise, and Intelligent Operating Network. Moving from one state to the next is not linear and involves overcoming different hurdles for different parts of the organization.
Phase 5 of the SDLC focuses on systems operation and support after a new system is implemented. This involves providing user training and support through an information center, as well as performing three types of maintenance: corrective maintenance to fix errors, adaptive maintenance to enhance the system, and perfective maintenance to improve efficiency. The overall costs include both fixed operational costs and varying maintenance costs over the system's lifetime.
Environmental Stress Screening (ESS) is a test designed to uncover weak parts and workmanship defects. It subjects components, subassemblies, or full systems to environmental stresses like thermal cycling and vibration to induce early failures during manufacturing rather than in the field. This improves reliability and maintainability. The adaptive ESS process dynamically adjusts stress levels and times based on failure data to efficiently screen parts at minimum cost. ESS is generally applied during full-scale development and production and selectively during validation to improve outgoing quality and reliability.
Power Distribution Asset Management 2012Ola Odejayi
This two-day training course focuses on excellence in power distribution asset management. The course will provide strategic planning and assessment tools to maximize power distribution performance, improve reliability, and reduce maintenance and operation costs. Practical techniques for asset management of distribution systems will be covered, including maintenance management and programs. Overcoming challenges in distribution service performance will also be addressed, such as planning, design, upgrading, and implementing best practices. The course aims to streamline processes to facilitate sustainability and optimization of distribution systems.
This document provides guidance for tenants on green leasing, selecting a green building, opportunities for green tenant improvements, and operating their office space in an environmentally friendly way. It recommends tenants create a green occupancy plan by considering objectives, selecting a building with strong environmental performance and credentials, implementing energy and water efficiency upgrades, using sustainable materials, and operating procedures to reduce waste and emissions. The landlord can support green goals through performance reporting, maintenance, and collaborating on improvement initiatives.
The Proven Path to Supply Chain Cost Savingsjimmybear
This document outlines a three-stage proven path to cost savings through a team-based process improvement program. Stage I establishes a collaborative architecture and strategic framework. Stage II provides a process improvement framework to guide initiatives. Stage III offers process improvement enablement through extended enterprise project teams. An example is given of an aerospace company that achieved over $200 million in cost savings over 5 years using this approach across four project teams.
The document is a presentation about establishing a performance measurement baseline and immutable principles of project management. It discusses defining what "done" looks like, having a plan to get there, understanding resource needs, identifying impediments, and measuring progress. Five immutable principles are outlined: defining the destination, having a plan, understanding resources, impediments, and measuring progress to plan. The presentation emphasizes the importance of evidence-based assessment and defining success criteria in a measurable way.
Evidence for my ePortfolio - I designed this 8-hour training to prepare employees for the installation of a new, more automated telephone system.
http://eportfolio4mwalkerwade.wordpress.com
1) Kimball Office has had a corporate commitment to sustainability and the environment for over 37 years under the leadership of President Thomas L. Habig.
2) They have implemented lean manufacturing practices to reduce waste and costs while improving environmental performance and have earned a reputation for operational excellence.
3) Kimball Office's sustainability strategy has three prongs - people, process, and product - which includes obtaining certifications, reducing environmental impacts, and designing products that enhance healthy indoor environments for customers.
The document discusses radical redesign in public services and caring roles. It explores moving from incremental to radical innovation by improving current services compared to mobilizing community resources and changing outcomes. Diagrams show moving from inside to outside the system and changing goals rather than means. The design process involves learning from users, generating ideas through co-design, and creating solutions that shift behaviors.
Beyond Scrum outlines an approach to implementing lean software practices in organizations. It discusses how combining Scrum's adaptive management with engineering practices from eXtreme Programming (XP) and lean principles can help teams maximize throughput, reduce cycle times, and improve quality. ThoughtWorks Studios tools like Mingle, Cruise and Twist support visibility, collaboration, business agility, and reinforce good practices through integrated metrics and involvement of all team members.
The document discusses integrated succession, exit, and transition (S.E.T.) planning services. It describes the three key components of S.E.T. planning - succession planning, exit planning, and transition planning. It then outlines the S.E.T. planning process, which involves customized planning, value enhancement recommendations, selecting a transfer method, and developing personal and business action plans.
This document discusses Lean Six Sigma and how it can be used for business process improvement. It notes that while Lean Six Sigma has been successfully used in manufacturing and other industries, many companies struggle to achieve expected benefits from their Lean Six Sigma programs. This is often due to poor implementation planning and project selection. The document introduces the SystemCPi roadmap as a proven approach to overcome these implementation issues. SystemCPi provides an integrated toolbox to plan, implement, and sustain process improvement initiatives. It helps organizations choose the right projects and tools to achieve operational excellence and competitive advantage through Lean Six Sigma.
ShoreTel provides global services including implementation services, professional services, training services, and technical support. The services continuum includes strategic consulting, system design, deployment, integration, user training, and ongoing support. Implementation services guide customers through all phases of a project from initial planning through go-live and follow up support. Training ensures users are enabled with blended learning approaches. Technical support is available globally through multiple support models.
2. Erp Innovation Implementation Model Incorporating Change ManagementDonovan Mulder
This document summarizes a research paper that proposes and provides preliminary validation of a model for how change management during an ERP implementation affects the effectiveness of that implementation. The paper presents a revised innovation implementation model that incorporates the impact of change management. Through a case study of an ERP implementation at a large Australian organization, the paper examines how specific change management activities influenced implementation climate and effectiveness. The findings provide qualitative support for the proposed model linking change management to implementation outcomes.
StrategicFit - Production Forecasting PosterStrategicFit
This document outlines StrategicFit's process for building custom production forecasting tools to support decision making. The process involves structuring the problem, building a tailored model in phases for feedback, implementing rigorous testing and quality assurance, and providing outputs like field-level forecasts, drivers of uncertainty, and comparisons to actual production. The process is most useful where standard tools are insufficient, building a full model is not worthwhile, and unbiased information and alternatives are needed to support complex decisions around wells, facilities, and uncertainties.
This document discusses structured systems development methods. It provides an overview of key concepts in structured methods including the waterfall model, structured programming, structured design, structured analysis of processes, data and events. Diagramming techniques are presented as core to structured methods for modeling systems at different levels of abstraction. Both process-driven and data-driven perspectives in structured analysis are examined.
The document discusses sustainability services for building projects across the entire building lifecycle, from pre-design through redevelopment. It introduces specialized sustainable design services that create value by reducing costs and optimizing energy and water usage. The services help clients take a strategic, long-term approach to managing resources from the earliest planning stages through a building's operations and potential redevelopment.
This document introduces the Business Process Maturity Model, which is a multi-dimensional, non-linear model for assessing an organization's business process maturity. The model has two dimensions: 1) The "Five Levers of Change" which are the components that make up an organization, and 2) Five "States of Process Maturity" that represent stages an organization progresses through. The five states are: Siloed, Tactically Integrated, Process Driven, Optimized Enterprise, and Intelligent Operating Network. Moving from one state to the next is not linear and involves overcoming different hurdles for different parts of the organization.
Phase 5 of the SDLC focuses on systems operation and support after a new system is implemented. This involves providing user training and support through an information center, as well as performing three types of maintenance: corrective maintenance to fix errors, adaptive maintenance to enhance the system, and perfective maintenance to improve efficiency. The overall costs include both fixed operational costs and varying maintenance costs over the system's lifetime.
Environmental Stress Screening (ESS) is a test designed to uncover weak parts and workmanship defects. It subjects components, subassemblies, or full systems to environmental stresses like thermal cycling and vibration to induce early failures during manufacturing rather than in the field. This improves reliability and maintainability. The adaptive ESS process dynamically adjusts stress levels and times based on failure data to efficiently screen parts at minimum cost. ESS is generally applied during full-scale development and production and selectively during validation to improve outgoing quality and reliability.
The tension between agile and architecturePeter Hendriks
Agile and architecture are often considered cats and dogs. Many "classic" software architecture methods are considered an enemy of agile principles: often describing heavyweight, upfront documents and decisions, and a hierarchy with architects wielding all technical decision power and responsibility.
Although there are some new "agile architecture" concepts out there, these typically only address small parts of the problem and often require significant skill to practice correctly. There is even the notion that architecture is not needed anymore when applying agile practices.
But what is "architecture" anyway? This infodeck gives an overview on architecture as a concept, a process and a role. It is delivered as stand-alone slides, and should be useful for anyone involved in building software systems.
A new method_for_enterprise_architecture_assessment_and_decision-making_aboutbambangpadhi
This document discusses a new method for assessing enterprise architecture and making decisions about improvement or redesign. It proposes using enterprise architecture maturity and multifactor systems to evaluate an organization's "as-is" state based on its mission and goals. This assessment can then inform an accurate decision on whether improvement or full redesign is needed. The method was validated through case studies of various organizations in Iran.
By demystifying Agile constructs, and how architects fit into the
development process, organizations can find and follow best practices
and deliver benefits that advance accelerated coding objectives and
meet strategic business needs.
The document discusses developing an action planning roadmap for organizational change in E20 projects based on organizational excellence theories. It outlines maturity stages for E20 adoption and critical change moments involving different stakeholders. The roadmap would define objectives, challenges, and metrics for change at each stage to guide projects from piloting to full organizational transformation.
This document provides an overview of a seminar on the basic design of experiments using the Taguchi approach. The seminar aims to teach participants how to apply experimental design principles to solve production problems and optimize product and process designs. The seminar covers topics such as orthogonal arrays, main effects, interactions, mixed level factors, experiment planning, and uses software demonstrations and hands-on exercises. The goal is to prepare attendees for immediate application of experimental design methods in industry.
OO Development 2 - Software Development MethodologiesRandy Connolly
Course material from my Object-Oriented Development course. This presentation discusses methodologies, development processes, the waterfall model and interative development.
Refactoring for architecture smells an introductionGanesh Samarthyam
This article provides an introductory overview of refactoring for software architecture smells. Architecture smells are architecture decisions or structures that negatively impact software qualities. Architecture refactoring is semantic-preserving architectural transformations for addressing architecture smells. Performing architecture refactoring enables agility and helps keep architecture debt under control.
The document describes the phases of an enterprise architecture (EA) process from initial to optimized. It provides descriptions of five phases - initial, under development, defined, managed, and optimizing. For each phase, it outlines the state of the EA process, architecture development, business linkages, management involvement, operating unit participation, communication, and other aspects such as IT security, governance, and investment strategy.
This document discusses upgrading an Oracle E-Business Suite from R11i to R12 versus doing a full re-implementation. It provides an overview of factors to consider such as data quality, customizations, business changes, and new R12 features. The presentation then covers topics like impact analysis, case studies, and questions. Impact analysis examines areas like technical architecture, applications architecture, and prioritizing new features to determine project scope and schedule. Case studies demonstrate successful R12 upgrades and a re-implementation project.
The document outlines the steps and outputs involved in establishing an architecture capability and practice within an organization. It describes establishing the business, data, application, and technology architectures required to define the architecture practice. It then provides detailed steps and outputs for various architecture activities like developing the architectural vision, business architecture, data architecture, and transition planning.
The document introduces the artITecture Architecture Method for documenting solution level architecture. It describes the method's primary and secondary deliverables for describing different aspects of the architecture. The primary deliverables are software, infrastructure, integration, and data architectures. Architectural thinking considers all phases of the system lifecycle and links to project management. Principles of the method include considering all lifecycle phases and project management implications.
A presentation summarising research conducted at TU Delft by Josh Astill in 2004-5. Looking at the EU uptake and use of sustainable design and what NZ can learn.
The document discusses key concepts in software architecture, including:
1) Software architecture establishes the overall structure and organization of a system, including its components and relationships.
2) Architectural design involves decomposing a system into subsystems or modules to improve modifiability, reusability, and portability.
3) Key principles for architectural design include simplicity, modularity, low coupling, separation of concerns, abstraction, and postponing decisions.
1. Systems engineering is an interdisciplinary approach that focuses on designing and managing complex systems as a whole rather than individual parts. It involves considering all aspects of a problem and relating technical and social factors.
2. A system is made up of interacting elements that work together to achieve specific purposes. Systems engineering is concerned with both the internal structure of a system's components and interactions, as well as a system's external relationships.
3. There are many common misconceptions about systems engineering, but it provides value through a holistic, big-picture thinking style and enabling complex problems to be addressed and transformations delivered through the life of a project.
The document outlines HP's storage transformation lifecycle approach, which includes discovering issues, prioritizing initiatives, defining requirements, designing a future state architecture, creating a transformation blueprint, and executing the transformation. It emphasizes a collaborative process of analyzing the current state, aligning initiatives with strategies and goals, and ensuring designs meet clearly defined needs to enable successful storage transformations.
The document discusses refactoring, emergent design, and evolutionary architecture. It begins with an overview of refactoring, defining it as restructuring software by applying behavior-preserving transformations to improve code qualities like simplicity and modifiability without changing external behavior. The goal of refactoring is to minimize complexity and duplication through iterative application of refactorings. Scaling involves techniques like emergent design, managing technical debt, and evolutionary architecture. The document is divided into three parts that cover refactoring fundamentals, refactoring at scale, and special refactoring topics.
In the last two decades, refactoring for code and design smells have received considerable focus from both academia and industry. This talk covers large scale refactoring for architectural smells which is gaining considerable attention from the software engineering community in the last few years. The main focus is on real-world case-studies and experiences in performing large scale refactoring for architectural smells from both industrial and open source projects. This talk will provide useful pointers to the participants on how to deal with refactoring for architectural smells in real-world contexts; further, it will also suggest research questions for the software engineering community to explore.
The document discusses improving the life cycle management of IT projects. It notes that currently only around 40% of stakeholders are satisfied with internal application development speeds and quality. It then provides 10 lessons for improving the IT lifecycle, including focusing on business goals, clearly defining roles and responsibilities, documenting requirements, tracking work items, providing current project status updates, linking artifacts, consistent practices, collaboration, communication and measurement. It advocates for a collaborative lifecycle management approach that coordinates activities, provides visibility, enables traceability, supports communication and measures progress. Gartner recognizes IBM Rational as having the highest rating for application life cycle management.
This document discusses the role and responsibilities of software architects. It begins by explaining why architects are needed, as architecture is the backbone of any system and architectural flaws can cause substantial costs and risks. It then discusses the skills, knowledge, and experience required of architects, such as expertise in development processes, architecture design, requirements engineering, testing and quality, relevant technologies and methods, soft skills, and domain knowledge. The document also notes that architects must continuously learn and improve their skills. It emphasizes that architecture design should be an iterative process to address uncertainty. Finally, it stresses the importance of collaboration, communication, and balancing work and life for architects.
Oop 2014 embedded systems with open source hardware v2Michael Stal
The document discusses developing software for open source hardware. It begins with an overview of physical computing and the maker movement. It then discusses various open source hardware boards like Arduino, Raspberry Pi, and BeagleBone. The document outlines the prerequisites for building systems with these boards, including basic electronics knowledge. It provides examples of standard components that can be used. It also discusses programming models for embedded devices and provides a "Hello World" example in Arduino.
Qcon2011 functions rockpresentation_f_sharpMichael Stal
This document provides an overview of functional programming concepts and introduces the F# programming language. It discusses core FP topics like immutable values, recursion, and higher-order functions. It then presents an introduction to F#, explaining that it combines object-oriented and functional programming. The document provides examples of basic F# syntax like functions, pattern matching, and the type system. It also illustrates concepts like currying, lazy evaluation, and the pipeline operator.
Qcon2011 functions rockpresentation_scalaMichael Stal
Scala functions provide powerful ways to decompose problems and harness the benefits of functional programming. The presentation introduces core concepts of functional programming using Scala as an example language, highlighting how Scala combines object-oriented and functional programming. It presents benefits like immutability, higher-order functions, and improved concurrency while avoiding past performance issues through modern virtual machines and libraries.
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Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
This document provides an overview of wound healing, its functions, stages, mechanisms, factors affecting it, and complications.
A wound is a break in the integrity of the skin or tissues, which may be associated with disruption of the structure and function.
Healing is the body’s response to injury in an attempt to restore normal structure and functions.
Healing can occur in two ways: Regeneration and Repair
There are 4 phases of wound healing: hemostasis, inflammation, proliferation, and remodeling. This document also describes the mechanism of wound healing. Factors that affect healing include infection, uncontrolled diabetes, poor nutrition, age, anemia, the presence of foreign bodies, etc.
Complications of wound healing like infection, hyperpigmentation of scar, contractures, and keloid formation.
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.