The document discusses the results of a research study commissioned to understand customer perceptions of "Business Grade." Key findings include:
- 45% of companies feel their IT competency is better than competitors but only 17% are using hosted data centers.
- Half of companies review their strategy annually but only 50% use cloud apps.
- Responses were positive and questions resonated, though definitions of "Business Grade" varied.
1) The document discusses best practices for assembly operations, including emerging technologies and strategies.
2) Key areas discussed include improving cost, quality, flexibility and using technology like intelligent safety devices, adaptive controls, and digital manufacturing tools.
3) The document presents research findings on current and desired assembly practices in areas like worker roles, training methods, physical process structure, automation levels, and information access.
The document provides information about the Program for Advanced Leadership & Management (PALM 2) held in January 2011 in Madinah, Saudi Arabia. Some key details include: 312 applications were received from 28 countries for the program, and 113 applications from 17 countries for the Young Executive Scholarship. Speakers included professors and practitioners from various universities and companies who spoke on topics such as competitive strategy, finance, entrepreneurship, and leadership. Participants represented a range of industries and had an average of 16 years of experience. Program evaluations showed average ratings of over 4.6 out of 5 for enhancing leadership skills, being an excellent investment, recommending the program, and interest in future participation.
This presentation was held at one of our previous Agile Edge Conferences. It analyses how Agile can be introduced to an organisation! Please contact info@valtech.co.uk for information on our next Agile Edge Confererence in January 2012.
Business Agility And Software Development Alan ChedalawadaValtech UK
This document discusses business agility and lean thinking applied to software development. It introduces Alan Chedalawada and his background working with lean systems and agile software development. The document discusses focusing on business value and speed of delivery over other factors like cost and quality. It also discusses challenges with traditional software development approaches and emphasizes discovering customer value, prioritizing based on business needs, and delivering value in small increments.
Agile E Business Valtech Agile Edge London March 2010 Al GoernerValtech UK
Agile Methods for Ebusiness keynote from Valtech\'s Al Goerner. London March 2nd 2010.
Whether B2C or B2B, web business applications are increasingly complex & significant investments - with ever greater payoffis it has never been more imoprtant to examine methods for software development that foster
- innovation for market differentiation
- responsiveness for timeliness & change-tolerance
- discipline for quality & reproducibility.
This presentation explores the differences in culture between the creative marketing and detail oriented technology worlds.
For more see www.valtech.co.uk.
The document discusses the results of a research study commissioned to understand customer perceptions of "Business Grade." Key findings include:
- 45% of companies feel their IT competency is better than competitors but only 17% are using hosted data centers.
- Half of companies review their strategy annually but only 50% use cloud apps.
- Responses were positive and questions resonated, though definitions of "Business Grade" varied.
1) The document discusses best practices for assembly operations, including emerging technologies and strategies.
2) Key areas discussed include improving cost, quality, flexibility and using technology like intelligent safety devices, adaptive controls, and digital manufacturing tools.
3) The document presents research findings on current and desired assembly practices in areas like worker roles, training methods, physical process structure, automation levels, and information access.
The document provides information about the Program for Advanced Leadership & Management (PALM 2) held in January 2011 in Madinah, Saudi Arabia. Some key details include: 312 applications were received from 28 countries for the program, and 113 applications from 17 countries for the Young Executive Scholarship. Speakers included professors and practitioners from various universities and companies who spoke on topics such as competitive strategy, finance, entrepreneurship, and leadership. Participants represented a range of industries and had an average of 16 years of experience. Program evaluations showed average ratings of over 4.6 out of 5 for enhancing leadership skills, being an excellent investment, recommending the program, and interest in future participation.
This presentation was held at one of our previous Agile Edge Conferences. It analyses how Agile can be introduced to an organisation! Please contact info@valtech.co.uk for information on our next Agile Edge Confererence in January 2012.
Business Agility And Software Development Alan ChedalawadaValtech UK
This document discusses business agility and lean thinking applied to software development. It introduces Alan Chedalawada and his background working with lean systems and agile software development. The document discusses focusing on business value and speed of delivery over other factors like cost and quality. It also discusses challenges with traditional software development approaches and emphasizes discovering customer value, prioritizing based on business needs, and delivering value in small increments.
Agile E Business Valtech Agile Edge London March 2010 Al GoernerValtech UK
Agile Methods for Ebusiness keynote from Valtech\'s Al Goerner. London March 2nd 2010.
Whether B2C or B2B, web business applications are increasingly complex & significant investments - with ever greater payoffis it has never been more imoprtant to examine methods for software development that foster
- innovation for market differentiation
- responsiveness for timeliness & change-tolerance
- discipline for quality & reproducibility.
This presentation explores the differences in culture between the creative marketing and detail oriented technology worlds.
For more see www.valtech.co.uk.
WHAT SETS THE BEST-IN-CLASS APART?5 BEST PRACTICES IN PLANNING AND FORECASTING Nasreen Quibria
1) The document discusses best practices in planning and forecasting based on Aberdeen's research. It identifies pressures like market volatility that companies face and best practices used by top performers.
2) The top performers (best-in-class) are defined as having over 102% budget accuracy, 99% forecast accuracy, and finalizing budgets before the next fiscal year starts. They strategize first before setting budgets.
3) Best practices for top performers include developing formal planning processes, automating workflows, involving decision-makers, and improving data quality. They re-forecast more frequently than average companies.
cPrime's latest Agile Meetup discussion will center around methods for how to monitor and validate the performance of agile.
Many firms that have been doing agile can not determine how or if it has had an impact on the company. Agile expert, Jeff Howey will discuss ways to evaluate agile performance. Join our webinar to learn how to identify the benefits of agile and uncover the differences between companies that exhibit "agile-like" behavior and highly functioning teams.
Over 50,000 Canadian professionals spend at least 50% of their work time on sustainability-related tasks.
Find out what it takes to become one of them in this vital report on the latest sustainability job trends in Canada.
This research covers everything a potential sustainability professional needs to know - from top sustainability employers to key required competencies and average starting salaries.
This presentaiton on Overall Equipment Effectiveness, Down Time Analytics and Assett Utilization was developed by me and a coleague during my tenure at ISS. Presentation was given to the Chattanooga, TN Chapter of the SME.
Business Development Forum 2012 - Business Model InnovationMorten Hejlesen
This document summarizes a business development forum on business model innovation presented by Morten Hejlesen on May 24, 2012. The forum discussed exploring new growth opportunities through business model innovation, leveraging innovation across all components of the business model, and building an innovation engine in organizations to support innovation at all levels. Key topics included balancing core, adjacent and transformational innovation, accelerating learning through prototyping, and developing strong integrative thinking capabilities.
Sales Webinar | Leveraging Lessons Learned in 2012 to Exceed Financial Goals ...Altify
Erik Charles, an incentives strategist at Xactly Corporation, presented strategies for exceeding financial goals in 2013 based on lessons learned in 2012. He discussed reviewing 2012 incentive plans and compensation data to improve 2013 plans. Specifically, he suggested knowing costs, spending more on top sales performers, and investing in coaching mid-level reps. Charles emphasized connecting all elements of the incentive plan, from goals and roles to budgets and payments, to ensure plans drive the desired business results.
iStrategy Melbourne - Customer Relevance: The Next Frontier for Competitive A...iStrategy
The volume and complexity of digital data today often paralyses companies. With so much to be observed and so many insights to be generated, where should strategic marketers start? According to Jason Juma-Ross, Accenture's Australian Interactive lead, success lies not in generating the 'best' answer, but in getting to a better answer faster than your competitors. Here, he explains how customer relevance, delivered at scale and speed, is the next frontier for competitive advantage.
This document provides an overview of an insurance trends agenda, including findings from a CEO survey. Some key points:
1) The CEO survey identified 5 core traits of the "enterprise of the future": hungry for change, innovative beyond customer imagination, globally integrated, disruptive by nature, and genuine rather than just generous.
2) CEOs see opportunities in engaging informed and collaborative customers, and most plan to significantly increase investments in this area.
3) Outperforming companies were more confident in their ability to implement change and had a more globally integrated approach.
India Corporate Recruiting Trends 2012Bibin Shivas
1. Hiring in India remains healthy with over 50% of recruiters seeing increased hiring volumes in 2012. Competition for talent and compensation remain the top obstacles.
2. Passive talent sourcing and pipelining candidates continue to be essential recruiting strategies for most Indian companies. Internet job boards and social networks are rising sources of quality hires.
3. Quality of hire is the most important metric, and employer branding is a top priority as recruiters seek to attract top talent in a competitive environment. While data usage needs improvement, India leads in measuring employer brand impact.
1. Hiring in India remains healthy as over 50% saw increased hiring volumes in 2012 and budgets trended similarly.
2. Competition for talent is intense as competition and compensation were the top obstacles. Respondents were most concerned about competitors improving employer branding and talent pipelines.
3. Passive talent sourcing and pipelining remain important strategies, with 65% focusing on passive talent and 87% engaged in pipelining.
Bob Frisch's Presentation at the Rock Center for Corporate Governance at Stanford Law School - Sponsored by the Silicon Valley Chapter of the National Association of Corporate Directors (NACD) - January, 2013
Niklas de Bésche is the Executive Director of Meltwater Buzz. He discusses social media in Norway, noting that there are 2.5 million social media users in Norway, with 350k on Twitter and 100k on LinkedIn. He also summarizes a survey that found most companies see social media as important for monitoring brand and reputation, while a minority are more reluctant or averse to social media. The presentation ends with 8 tips for getting started with social media monitoring and engagement.
The document discusses the role of a business analyst (BA). It provides an overview of what a BA is, why it's important to understand your organization's BA, demographics of the BA field, a typical day for a BA, and challenges BAs face. It also outlines best practices for BAs, such as identifying stakeholders, understanding the scope of change, considering alternatives to meet goals with minimal effort, and ensuring requirements traceability. The presentation resources include surveys from Forrester, IIBA, and others on topics like BA company size, preferred industries, team sizes, and tools used.
The document discusses the role of the business analyst (BA). It provides statistics on BA demographics such as company size, industries, team sizes, and tools used. A typical BA's day involves activities like requirements gathering, facilitation, and modeling. Key challenges for BAs are vague requirements, unrealistic timelines, and finding time with business stakeholders. Best practices include identifying all perspectives, understanding impacts, considering alternatives, and maintaining traceability of requirements.
Innovation is on everyone’s mind today. Though who is really accountable for innovation in an organization? Is there a department or function who is responsible? Or innovation is everyone’s business?
To address some of these, we at ideacomb, conducted a survey of HR and talent management professionals across North America during April-May 2012. The topic of the survey was “Can effective Talent management drive Innovation?”. Do HR & Talent management professionals see they have an important role in fostering the culture of innovation?
The Impact of Lean on Consumer Product ManufacturersFindWhitePapers
Dedication to Lean requires a focus on change, the identification of areas of improvement across the enterprise and a commitment to monitor continuously. The real challenge to Lean, however, requires this first change, a shift in the culture. Consumer products manufacturers are early on in their Lean journey compared to companies across industry, with 56% less than a year to 3 years into it.
Consumers take three main steps to manage their online reputation:
1. Most consumers restrict who has access to their personal and professional online profiles and sites to separate their identities.
2. Doing regular self-searches and using privacy settings to limit access to profiles are common steps taken by consumers to manage their reputation.
3. While consumers employ both proactive and reactive reputation management strategies, they are divided on how much control they have over their online reputation and who is responsible for issues that arise.
This research examines the expanding role of online reputation in both professional and
personal lives. It studies how recruiters and HR professionals use online reputational
information in their candidate review processes, and how consumers feel about this use of their information. It investigates the steps consumers take to monitor and protect their online reputation.
Study commissioned by Microsoft and made available for Data Privacy Day, January 28, 2010.
The document discusses what drives effectiveness and what metrics should be used to measure it. It finds that the most commonly used metrics like awareness, loyalty, and short-term responses are often not the most effective. More effective metrics include share of voice, advocacy over loyalty, and profit growth over sales growth. Additional findings show that emotional strategies yield stronger results than rational ones, and that television enhances campaign effectiveness when used along with online channels. The ultimate driver of effectiveness, advocacy, is often ignored despite its importance.
This document summarizes the key findings of Capgemini's 2010 global study on collaborating for innovation. The study found that (1) innovation is increasingly integrated into corporate strategy and measured systematically, (2) R&D collaboration is key for growth in global markets, (3) customer collaboration needs to move beyond insights to capitalizing on them, and (4) supplier collaboration should shift from cost reduction to shared value creation. The document recommends that companies enhance collaborative innovation, integrate it into strategy, measure innovation performance, reshape R&D, refine customer collaboration, and build supplier networks.
This document discusses Lean UX and how to get to know users through various techniques. It recommends building, measuring, learning, and repeating the process. Key aspects include conducting user research through surveys, analytics, personas, and testing assumptions and hypotheses with prototypes. The goal is to learn fast through an iterative process that prioritizes user needs to build the right products.
The Art of Visualising Software - Simon BrownValtech UK
This document discusses strategies for effectively visualizing software architecture through diagrams. It provides examples of different types of diagrams, such as component diagrams, container diagrams, and context diagrams. It also offers tips for creating useful diagrams, such as using short, meaningful titles; explicitly showing line styles and arrows; and explaining any acronyms, shapes, or colors used. The document emphasizes that diagrams should be tailored to the target audience, whether non-technical, semi-technical, or highly technical. It also introduces the C4 model as a common set of abstractions for describing software architecture.
WHAT SETS THE BEST-IN-CLASS APART?5 BEST PRACTICES IN PLANNING AND FORECASTING Nasreen Quibria
1) The document discusses best practices in planning and forecasting based on Aberdeen's research. It identifies pressures like market volatility that companies face and best practices used by top performers.
2) The top performers (best-in-class) are defined as having over 102% budget accuracy, 99% forecast accuracy, and finalizing budgets before the next fiscal year starts. They strategize first before setting budgets.
3) Best practices for top performers include developing formal planning processes, automating workflows, involving decision-makers, and improving data quality. They re-forecast more frequently than average companies.
cPrime's latest Agile Meetup discussion will center around methods for how to monitor and validate the performance of agile.
Many firms that have been doing agile can not determine how or if it has had an impact on the company. Agile expert, Jeff Howey will discuss ways to evaluate agile performance. Join our webinar to learn how to identify the benefits of agile and uncover the differences between companies that exhibit "agile-like" behavior and highly functioning teams.
Over 50,000 Canadian professionals spend at least 50% of their work time on sustainability-related tasks.
Find out what it takes to become one of them in this vital report on the latest sustainability job trends in Canada.
This research covers everything a potential sustainability professional needs to know - from top sustainability employers to key required competencies and average starting salaries.
This presentaiton on Overall Equipment Effectiveness, Down Time Analytics and Assett Utilization was developed by me and a coleague during my tenure at ISS. Presentation was given to the Chattanooga, TN Chapter of the SME.
Business Development Forum 2012 - Business Model InnovationMorten Hejlesen
This document summarizes a business development forum on business model innovation presented by Morten Hejlesen on May 24, 2012. The forum discussed exploring new growth opportunities through business model innovation, leveraging innovation across all components of the business model, and building an innovation engine in organizations to support innovation at all levels. Key topics included balancing core, adjacent and transformational innovation, accelerating learning through prototyping, and developing strong integrative thinking capabilities.
Sales Webinar | Leveraging Lessons Learned in 2012 to Exceed Financial Goals ...Altify
Erik Charles, an incentives strategist at Xactly Corporation, presented strategies for exceeding financial goals in 2013 based on lessons learned in 2012. He discussed reviewing 2012 incentive plans and compensation data to improve 2013 plans. Specifically, he suggested knowing costs, spending more on top sales performers, and investing in coaching mid-level reps. Charles emphasized connecting all elements of the incentive plan, from goals and roles to budgets and payments, to ensure plans drive the desired business results.
iStrategy Melbourne - Customer Relevance: The Next Frontier for Competitive A...iStrategy
The volume and complexity of digital data today often paralyses companies. With so much to be observed and so many insights to be generated, where should strategic marketers start? According to Jason Juma-Ross, Accenture's Australian Interactive lead, success lies not in generating the 'best' answer, but in getting to a better answer faster than your competitors. Here, he explains how customer relevance, delivered at scale and speed, is the next frontier for competitive advantage.
This document provides an overview of an insurance trends agenda, including findings from a CEO survey. Some key points:
1) The CEO survey identified 5 core traits of the "enterprise of the future": hungry for change, innovative beyond customer imagination, globally integrated, disruptive by nature, and genuine rather than just generous.
2) CEOs see opportunities in engaging informed and collaborative customers, and most plan to significantly increase investments in this area.
3) Outperforming companies were more confident in their ability to implement change and had a more globally integrated approach.
India Corporate Recruiting Trends 2012Bibin Shivas
1. Hiring in India remains healthy with over 50% of recruiters seeing increased hiring volumes in 2012. Competition for talent and compensation remain the top obstacles.
2. Passive talent sourcing and pipelining candidates continue to be essential recruiting strategies for most Indian companies. Internet job boards and social networks are rising sources of quality hires.
3. Quality of hire is the most important metric, and employer branding is a top priority as recruiters seek to attract top talent in a competitive environment. While data usage needs improvement, India leads in measuring employer brand impact.
1. Hiring in India remains healthy as over 50% saw increased hiring volumes in 2012 and budgets trended similarly.
2. Competition for talent is intense as competition and compensation were the top obstacles. Respondents were most concerned about competitors improving employer branding and talent pipelines.
3. Passive talent sourcing and pipelining remain important strategies, with 65% focusing on passive talent and 87% engaged in pipelining.
Bob Frisch's Presentation at the Rock Center for Corporate Governance at Stanford Law School - Sponsored by the Silicon Valley Chapter of the National Association of Corporate Directors (NACD) - January, 2013
Niklas de Bésche is the Executive Director of Meltwater Buzz. He discusses social media in Norway, noting that there are 2.5 million social media users in Norway, with 350k on Twitter and 100k on LinkedIn. He also summarizes a survey that found most companies see social media as important for monitoring brand and reputation, while a minority are more reluctant or averse to social media. The presentation ends with 8 tips for getting started with social media monitoring and engagement.
The document discusses the role of a business analyst (BA). It provides an overview of what a BA is, why it's important to understand your organization's BA, demographics of the BA field, a typical day for a BA, and challenges BAs face. It also outlines best practices for BAs, such as identifying stakeholders, understanding the scope of change, considering alternatives to meet goals with minimal effort, and ensuring requirements traceability. The presentation resources include surveys from Forrester, IIBA, and others on topics like BA company size, preferred industries, team sizes, and tools used.
The document discusses the role of the business analyst (BA). It provides statistics on BA demographics such as company size, industries, team sizes, and tools used. A typical BA's day involves activities like requirements gathering, facilitation, and modeling. Key challenges for BAs are vague requirements, unrealistic timelines, and finding time with business stakeholders. Best practices include identifying all perspectives, understanding impacts, considering alternatives, and maintaining traceability of requirements.
Innovation is on everyone’s mind today. Though who is really accountable for innovation in an organization? Is there a department or function who is responsible? Or innovation is everyone’s business?
To address some of these, we at ideacomb, conducted a survey of HR and talent management professionals across North America during April-May 2012. The topic of the survey was “Can effective Talent management drive Innovation?”. Do HR & Talent management professionals see they have an important role in fostering the culture of innovation?
The Impact of Lean on Consumer Product ManufacturersFindWhitePapers
Dedication to Lean requires a focus on change, the identification of areas of improvement across the enterprise and a commitment to monitor continuously. The real challenge to Lean, however, requires this first change, a shift in the culture. Consumer products manufacturers are early on in their Lean journey compared to companies across industry, with 56% less than a year to 3 years into it.
Consumers take three main steps to manage their online reputation:
1. Most consumers restrict who has access to their personal and professional online profiles and sites to separate their identities.
2. Doing regular self-searches and using privacy settings to limit access to profiles are common steps taken by consumers to manage their reputation.
3. While consumers employ both proactive and reactive reputation management strategies, they are divided on how much control they have over their online reputation and who is responsible for issues that arise.
This research examines the expanding role of online reputation in both professional and
personal lives. It studies how recruiters and HR professionals use online reputational
information in their candidate review processes, and how consumers feel about this use of their information. It investigates the steps consumers take to monitor and protect their online reputation.
Study commissioned by Microsoft and made available for Data Privacy Day, January 28, 2010.
The document discusses what drives effectiveness and what metrics should be used to measure it. It finds that the most commonly used metrics like awareness, loyalty, and short-term responses are often not the most effective. More effective metrics include share of voice, advocacy over loyalty, and profit growth over sales growth. Additional findings show that emotional strategies yield stronger results than rational ones, and that television enhances campaign effectiveness when used along with online channels. The ultimate driver of effectiveness, advocacy, is often ignored despite its importance.
This document summarizes the key findings of Capgemini's 2010 global study on collaborating for innovation. The study found that (1) innovation is increasingly integrated into corporate strategy and measured systematically, (2) R&D collaboration is key for growth in global markets, (3) customer collaboration needs to move beyond insights to capitalizing on them, and (4) supplier collaboration should shift from cost reduction to shared value creation. The document recommends that companies enhance collaborative innovation, integrate it into strategy, measure innovation performance, reshape R&D, refine customer collaboration, and build supplier networks.
Similar to Adopting Agile In The Organization (20)
This document discusses Lean UX and how to get to know users through various techniques. It recommends building, measuring, learning, and repeating the process. Key aspects include conducting user research through surveys, analytics, personas, and testing assumptions and hypotheses with prototypes. The goal is to learn fast through an iterative process that prioritizes user needs to build the right products.
The Art of Visualising Software - Simon BrownValtech UK
This document discusses strategies for effectively visualizing software architecture through diagrams. It provides examples of different types of diagrams, such as component diagrams, container diagrams, and context diagrams. It also offers tips for creating useful diagrams, such as using short, meaningful titles; explicitly showing line styles and arrows; and explaining any acronyms, shapes, or colors used. The document emphasizes that diagrams should be tailored to the target audience, whether non-technical, semi-technical, or highly technical. It also introduces the C4 model as a common set of abstractions for describing software architecture.
This document discusses the importance of user research for product development. It provides tips for getting started with user research including conducting interviews, observation, affinity sorting to identify themes or insights, and prioritizing findings for the product backlog. The document also discusses building prototypes based on assumptions and evidence from user research, and having regular sprints of research, prototyping, and testing to continually learn and improve the product.
The document discusses Lean UX and Agile development principles for the public sector. It explains techniques like assumption mapping, lightweight collaborative design, low-fidelity prototyping, and affinity sorting. The importance of an iterative process of building prototypes, measuring learning with user research, reflecting and deciding on next steps is emphasized. Facilitation tips for assumption mapping and running affinity sorting sessions are provided.
Transforming nhs choices using agile and lean ux agile mancValtech UK
This document summarizes the process of using agile and Lean UX methods to transform NHS Choices by better understanding users. It discusses getting to know users through assumption mapping, personas, user journey mapping, interviews, and prototypes. A example is provided of mapping the user journey and assumptions for identifying chickenpox. Prototypes were created and tested, with learnings fed back into the process to iteratively build the right solution. The goal is to build a solution that meets users' actual needs through continuous learning and testing assumptions based on data.
When your user base is huge and diverse, how do you make sure everyone is included in a user centric approach? Kev Murray of Valtech demonstrates how we do it.
This document discusses a lunch and learn session about rapid prototyping with Government Digital Services. The session will cover designing and building user interfaces quickly using the latest technologies, including responsive web design and tools for rapid prototyping. It will also discuss how Government Digital Service focuses on user testing and research to develop design patterns that create easy to use, beautiful digital services.
The Mobile Landscape - Do you really need an app?Valtech UK
Is an app really always the answer in reaching and interacting with customers? In this session we look at the differences between native apps and mobile web sites - and most importantly - how do we decide between the two when we want to engage with customers in the mobile context.
Modern Digital Design: The power of Responsive DesignValtech UK
You've probably already heard of the term Responsive Design. Currently it's one of the hot topics being discussed in the digital space and something many businesses are trying to get their heads around.
So what exactly is Responsive Design? And why does it matter?
This whitepaper provides evidence that the internet has entered a third phase in its evolution and is currently being rebuilt around people. Significant evolutionary change usually provides opportunities for innovation, both incremental and disruptive.
Whilst people orientated systems are benefiting both applications designed for B2B and B2C users, this whitepaper focuses predominantly on use of applications integrated with Facebook as a business channel. Whilst some companies have seen huge success with their Facebook initiatives, others have stalled. This whitepaper provides evidence and tactics to successfully monetise the Facebook channel.
Simplifying Facebook: Designing Around PeopleValtech UK
Companies are now expected to provide an online experience built around ‘people’ rather than content. As people are social animals, it’s important to rethink the fundamentals of your online presence with a people centric approach. This session will introduce the idea of ‘social by design’ and discuss the methodology and platforms that you can use to simplify and monetise from your social media relationship, with real life examples of Facebook commerce and multichannel social integration.This is the presentation Valtech's Jonathan Cook gave at JUMP 2012.
The mobile landscape - Do you really need an app?Valtech UK
Take a look around you, on a train, in a queue at the supermarket or at a concert. Chances are good you will see people interacting with their mobile phones or tablets. So far there has been a title wave of new apps being developed by companies and organisations. But is an app really always the answer to the question of how to reach, and interact with customers in mobile devices? In this session we look at the differences between native apps, and mobile web sites, and most important - how do we decide between the two, when we want to engage with customers in the mobile context.
This document introduces responsive design and discusses how to build websites flexibly for different screen sizes and devices. It answers common questions about responsive design, advocates flexibility over adapting to specific devices, and provides tips on content optimization, legacy browser support, responsive tools, and following a responsive design process.
Fashion clothing manufacturer IC Companys have multiple brands (e.g. Peak Performance, Jackpot, Tiger of Sweden, InWear etc.) in multiple segments, operating on multiple markets. Each brand controls their own marketing efforts including their website, making it different to join up the fashion group's brand value and exert control from the group level.
With EPiServer by Valtech, IC Company is able to quickly roll out new sites, centrally manage the site content of their multiple brands and gives control over the sites at brand level.
Kevin O'Toole, Head of Strategy at Flightglobal spoke about the challenges facing a major publisher in releasing the potential of their data into the digital world and how critical an agile approach is to driving new products to market.
Using CFD, SPC and Kanban on UK GOV IT projects Valtech UK
This document discusses using Cumulative Flow Diagrams (CFD), Statistical Process Control (SPC) charts, and Kanban techniques on 50 UK government IT projects with 50 development teams serving 50 different customers across 7 separate locations. CFDs show the flow of work over time for all projects and reveal patterns between mature and chaotic projects. SPC charts compare scheduled work to unplanned work for all, mature, and chaotic projects over time. Implementing Kanban techniques like limiting work in progress and visualizing the flow of work resulted in improved visibility and delivery compared to the previous "sort of DevOps" approach.
This is the presentation Jonathan Cook (valtech's Head of New Media) gave at the eCommerce Expo this year.
The presentation is about Facebook Commerce.
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:
TrustArc Webinar - 2024 Global Privacy SurveyTrustArc
How does your privacy program stack up against your peers? What challenges are privacy teams tackling and prioritizing in 2024?
In the fifth annual Global Privacy Benchmarks Survey, we asked over 1,800 global privacy professionals and business executives to share their perspectives on the current state of privacy inside and outside of their organizations. This year’s report focused on emerging areas of importance for privacy and compliance professionals, including considerations and implications of Artificial Intelligence (AI) technologies, building brand trust, and different approaches for achieving higher privacy competence scores.
See how organizational priorities and strategic approaches to data security and privacy are evolving around the globe.
This webinar will review:
- The top 10 privacy insights from the fifth annual Global Privacy Benchmarks Survey
- The top challenges for privacy leaders, practitioners, and organizations in 2024
- Key themes to consider in developing and maintaining your privacy program
Building Production Ready Search Pipelines with Spark and MilvusZilliz
Spark is the widely used ETL tool for processing, indexing and ingesting data to serving stack for search. Milvus is the production-ready open-source vector database. In this talk we will show how to use Spark to process unstructured data to extract vector representations, and push the vectors to Milvus vector database for search serving.
GraphRAG for Life Science to increase LLM accuracyTomaz Bratanic
GraphRAG for life science domain, where you retriever information from biomedical knowledge graphs using LLMs to increase the accuracy and performance of generated answers
Removing Uninteresting Bytes in Software FuzzingAftab Hussain
Imagine a world where software fuzzing, the process of mutating bytes in test seeds to uncover hidden and erroneous program behaviors, becomes faster and more effective. A lot depends on the initial seeds, which can significantly dictate the trajectory of a fuzzing campaign, particularly in terms of how long it takes to uncover interesting behaviour in your code. We introduce DIAR, a technique designed to speedup fuzzing campaigns by pinpointing and eliminating those uninteresting bytes in the seeds. Picture this: instead of wasting valuable resources on meaningless mutations in large, bloated seeds, DIAR removes the unnecessary bytes, streamlining the entire process.
In this work, we equipped AFL, a popular fuzzer, with DIAR and examined two critical Linux libraries -- Libxml's xmllint, a tool for parsing xml documents, and Binutil's readelf, an essential debugging and security analysis command-line tool used to display detailed information about ELF (Executable and Linkable Format). Our preliminary results show that AFL+DIAR does not only discover new paths more quickly but also achieves higher coverage overall. This work thus showcases how starting with lean and optimized seeds can lead to faster, more comprehensive fuzzing campaigns -- and DIAR helps you find such seeds.
- These are slides of the talk given at IEEE International Conference on Software Testing Verification and Validation Workshop, ICSTW 2022.
AI 101: An Introduction to the Basics and Impact of Artificial IntelligenceIndexBug
Imagine a world where machines not only perform tasks but also learn, adapt, and make decisions. This is the promise of Artificial Intelligence (AI), a technology that's not just enhancing our lives but revolutionizing entire industries.
How to Get CNIC Information System with Paksim Ga.pptxdanishmna97
Pakdata Cf is a groundbreaking system designed to streamline and facilitate access to CNIC information. This innovative platform leverages advanced technology to provide users with efficient and secure access to their CNIC details.
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.
Threats to mobile devices are more prevalent and increasing in scope and complexity. Users of mobile devices desire to take full advantage of the features
available on those devices, but many of the features provide convenience and capability but sacrifice security. This best practices guide outlines steps the users can take to better protect personal devices and information.
Cosa hanno in comune un mattoncino Lego e la backdoor XZ?Speck&Tech
ABSTRACT: A prima vista, un mattoncino Lego e la backdoor XZ potrebbero avere in comune il fatto di essere entrambi blocchi di costruzione, o dipendenze di progetti creativi e software. La realtà è che un mattoncino Lego e il caso della backdoor XZ hanno molto di più di tutto ciò in comune.
Partecipate alla presentazione per immergervi in una storia di interoperabilità, standard e formati aperti, per poi discutere del ruolo importante che i contributori hanno in una comunità open source sostenibile.
BIO: Sostenitrice del software libero e dei formati standard e aperti. È stata un membro attivo dei progetti Fedora e openSUSE e ha co-fondato l'Associazione LibreItalia dove è stata coinvolta in diversi eventi, migrazioni e formazione relativi a LibreOffice. In precedenza ha lavorato a migrazioni e corsi di formazione su LibreOffice per diverse amministrazioni pubbliche e privati. Da gennaio 2020 lavora in SUSE come Software Release Engineer per Uyuni e SUSE Manager e quando non segue la sua passione per i computer e per Geeko coltiva la sua curiosità per l'astronomia (da cui deriva il suo nickname deneb_alpha).
UiPath Test Automation using UiPath Test Suite series, part 6DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 6. In this session, we will cover Test Automation with generative AI and Open AI.
UiPath Test Automation with generative AI and Open AI webinar offers an in-depth exploration of leveraging cutting-edge technologies for test automation within the UiPath platform. Attendees will delve into the integration of generative AI, a test automation solution, with Open AI advanced natural language processing capabilities.
Throughout the session, participants will discover how this synergy empowers testers to automate repetitive tasks, enhance testing accuracy, and expedite the software testing life cycle. Topics covered include the seamless integration process, practical use cases, and the benefits of harnessing AI-driven automation for UiPath testing initiatives. By attending this webinar, testers, and automation professionals can gain valuable insights into harnessing the power of AI to optimize their test automation workflows within the UiPath ecosystem, ultimately driving efficiency and quality in software development processes.
What will you get from this session?
1. Insights into integrating generative AI.
2. Understanding how this integration enhances test automation within the UiPath platform
3. Practical demonstrations
4. Exploration of real-world use cases illustrating the benefits of AI-driven test automation for UiPath
Topics covered:
What is generative AI
Test Automation with generative AI and Open AI.
UiPath integration with generative AI
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Essentials of Automations: The Art of Triggers and Actions in FMESafe Software
In this second installment of our Essentials of Automations webinar series, we’ll explore the landscape of triggers and actions, guiding you through the nuances of authoring and adapting workspaces for seamless automations. Gain an understanding of the full spectrum of triggers and actions available in FME, empowering you to enhance your workspaces for efficient automation.
We’ll kick things off by showcasing the most commonly used event-based triggers, introducing you to various automation workflows like manual triggers, schedules, directory watchers, and more. Plus, see how these elements play out in real scenarios.
Whether you’re tweaking your current setup or building from the ground up, this session will arm you with the tools and insights needed to transform your FME usage into a powerhouse of productivity. Join us to discover effective strategies that simplify complex processes, enhancing your productivity and transforming your data management practices with FME. Let’s turn complexity into clarity and make your workspaces work wonders!
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.
Best 20 SEO Techniques To Improve Website Visibility In SERPPixlogix Infotech
Boost your website's visibility with proven SEO techniques! Our latest blog dives into essential strategies to enhance your online presence, increase traffic, and rank higher on search engines. From keyword optimization to quality content creation, learn how to make your site stand out in the crowded digital landscape. Discover actionable tips and expert insights to elevate your SEO game.
Best 20 SEO Techniques To Improve Website Visibility In SERP
Adopting Agile In The Organization
1. Adopting Agile in the Organization
Al Goerner
Agile Edge - UK
30 April 2009
2. Our Track Record as a Industry (circa 1978-2000)
IT Project Success & Failure
100%
90%
9%
16% These statistics have been very stable
28% for 30 years. And, they aren’t good.
80%
70% Only in the last 7-8 years have they
60% 62% 47% started to move in a more positive
50%
50% direction. This movement is directly
40%
attributable to incremental, iterative,
30%
collaborative, feedback-driven,
20% 37%
30% business-value-focused methods.
10% 22%
0%
Large Companies Medium Companies Small Companies
Cancelled Challenged Successful Overrun & Underdeliver
300%
250% 230% 239%
214%
Out of every 100 projects, 202%
200% 178% 182%
there will be 94 restarts!
Some projects are restarted 150%
several times. 100%
65% 74%
42%
50%
0%
Source: “The CHAOS Report”, Standish Group, 1994. Large Companies Medium Companies Small Companies
Schedule Overruns Budget Overruns Features Delivered
2
3. The Impact of Agile-Lean Techniques
2004 Chaos Report 1994 2004 Top 10 Reasons for Success
(2004 Chaos Report, Standish Group)
Successful Projects 16% 29% • User Involvement
Challenged Projects 53% 53% • Executive Mgmt Support
• Clear Business Objectives
Failed Projects 31% 15% • Optimizing Scope
Avg. Schedule Overrun +180% +56% • Agile Process
• Project Manager Expertise
Avg. Budget Overrun +164% +84% • Financial Management
• Skilled Resources
Source: “The CHAOS Report”, Standish Group, 2004.
• Formal Methodology
• Standard Tools & Infrastructure
Agile Traditional
Low Median High Studies Low Median High Points
1. Cost 10% 26% 70% 9 3% 20% 87% 21
2. Schedule 11% 71% 700% 19 2% 37% 90% 19
3. Productivity 14% 122% 712% 27 9% 62% 255% 17
4. Quality 10% 70% 1,00% 53 7% 50% 132% 20
5. Satisfaction 70% 70% 70% 1 4% 14% 55% 6
6. ROI 240% 2633% 8852% 29 200% 470% 2770% 16
Source: “What is the ROI of Agile vs Traditional Methods?”,
Dr. David F. Rico, based on 69 studies.
3
4. Quantifying the Return
A Local Case Study: Valtech-India
Agile / Lean Adoption
Background Period: 2005-2008
Team Size - 15-20 (Average)
Geography – Globally Distributed (typically 2 regions)
Coaching / Training Duration –
• 6-10 Iterations
• Iteration Length of 3-4 Weeks
• Total Duration 4.5-10 months
• Productivity measured by Function Points
Projects analyzed, 2006-2008:
Productivity increased by 75- 90%, measured in FP/day/person
Defects reduced by 45%, measured in defects per FP
Estimation variance was reduced to less than 5%
Noteworthy:
Transformed teams sustained improvements after (both) coaching
and re-assignment (1 year later).
4
5. Beware: Faux-Agile!
Faux-Agile
Adopting a few practices, but not understanding the principles.
Adopt too few practices that do not synergize with each other.
Naïve Agile
Agile that works! … for small teams.
Agile that works! … in an isolated, insulated environment.
Agile-by-the-book, still emphasizing practices more than principles.
Mature Agile
Agile that works! … for small-medium and distributed teams.
Agile that works! … producing sustainable, verifiable results.
2nd-Generation Agile-Lean
Agile-Lean hybrid! … applies Agile-Lean to the entire solution value stream.
Agile-Lean hybrid! … embraces metrics and emphasizes business impact.
Agile-Lean hybrid! … integrates the Business with IT.
6. Bottom Line
An Agile team in a non-agile
environment
will not
long survive.
Development Agility
& Business Agility
go Hand-in-Hand.
7. What Your Partner is
Thinking when you say …
“Everything you think you know is wrong.”
“What arrogance! You’ve got 3-6 months, max,
to impress me.”
“Leave us alone. We’ll get the job done.”
“I don’t have the time to baby-sit you, but I doubt
that I can afford to leave you alone.”
“We need 1 of your top people, full-time.”
“I need him/her more than you do. You’ll get
them in their spare-time.”
“We don’t need no stinking project manager.”
“But, that’s just exactly what you are gonna get!”
“We’re Agile now. We don’t give dates or
do reports.”
“That’s what YOU think!”
8. Legitimate Concerns of …
Executive
Business Customer Management
Usable solutions to real
Line
problems. Management
Responsiveness to
changing needs and Business
understanding. Customer
Predictable, reliable
results. Team
Schedule reliability
amidst dependencies.
Individual
9. Make the Case
with the Business Customer
Agility is for the Business Customer’s benefit!
To deliver business value …
• Solving a real problem …
• Faster …
• With more flexibility … Benefit Burden
• At higher quality …
• Reliably and sustainably …
• At the same or lower cost. Remember the Principle of Benefit & Burden!
If your whole message about Agile development is about
tactical development practices, then the best that you can
expect from the business customer is benign disregard.
10. Requirements – the Culture Shift
Requirements are not a contract!
“Perfect is the enemy of Good Enough.”
• Perfect requirements take too long.
That is not our objective.
• There are some requirements no one
knows at the beginning of a project.
The business needs to change its mind as it clarifies its vision.
Requirements are more
exploration than specification!
Invest the time to visualize, clarify, and iterate.
Requirements analysis is just another kind of risk management.
11. Estimates – the Culture Shift
Understand the accuracy of estimates! Project Cost Project
Know the difference between (effort & size)
4X
Schedule
1.6X
estimates and commitments. 2X 1.25X
Insist on an estimation discipline, 1.5X
No-Fidelity
1.15X
and train to that discipline. 1.05X
1.0X
0.95X
Lo-Fidelity
Hi-Fidelity
1.05X
1.0X
0.95X
Improve estimation accuracy 0.67X
0.5X
0.85X
0.8X
through feedback about actuals.
0.25X 0.6X
Project Inception Elaboration Construction
Expect re-forecasts!
Proposal Phase Phase Phase
Assessment Assessment Assessment
When well done, commitments are
pulled in more often than they are
pushed out.
Insist on knowing when the reforecast
is due and its stability.
12. Legitimate Concerns of …
Executive
Line Management Management
What resources to commit
Line
to which project, when. Management
Balancing too many
priorities with too few Business
resources. Customer
How to get more with
less, without breaking Team
your people.
How to serve without
being enslaved.
Individual
13. Accountability – the Culture Shift
Concerns of Management:
Progress: 100.0
90
90.0
• Is this project on-time? 80.0
81
Is it healthy? 70.0
66
69
61 63
Quality: 60.0 52
50 51
47 46 47 48 48
• Is this release likely to be 50.0 43
38 40
43
40.0
fit-for-release when it is 40 38 40
42
33
29
30.0 37 36 37 36 37 36 38 24
ready-for-release? 33 34
30 31 28
20
15
20.0 26 27
11
Diagnostic: 10.0 3
6
2.5
5.25 5.75 4.75 5.25 4.75 3.75 6
1
0 0 0 0 0 0 0 0 0
• What can we do to get this 0.0 1 3 1.5 3 3.5 3.5 4
0.5 0
project back on track? 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19
Measure performance and manage by it!
Only metrics – the right metrics – allow you to know
the answers to these questions.
• When? Who? How much? Why? What if?
14. Responsibilities – the Culture Shift
Only cross-functional teams get projects done!
Handoffs are a productivity and quality killer.
A matrix is the natural structure
of an effective organization.
Share your people so that others will share theirs.
All stars shine in the night sky.
… They don’t have to dim others.
Beware of staff fractionalization!
The Rule of 10%: for every project assigned, you lose 10% of
that person’s productivity to overhead and context switching.
Consider the Stable Team pattern: it is more effective to
assign projects to teams than teams to projects.
15. Planning – the Culture Shift
The Plan is not the Product!
Keep your eye on the prize. Prefer Checklists to Plans!
“The plan is worthless. Don’t tell me what you plan to do;
The planning is priceless.” - Eisenhower tell me what you have done!
Planning is risk management, too!
Planning may proceed forward or backward!
Acme Project Reality Machine
[Depth]
[Risk]
Function Resource Schedule
The 3+2 Dimensions of the “Triple Constraint”
16. Legitimate Concerns of …
Executive
Executive Management Management
How to allocate budget to
Line
maximize ROI. Management
How to advance company
strategic goals. Business
Customer
How to stay on the right
side of the law and the
marketplace. Team
Individual
17. 9 Dimensions of Economic & Organizational ROI
Yes, These CAN and SHOULD be Measured ROI “is the most
complex issue.”
- Capers Jones
Improved Efficiency due to Optimized Process
Higher Productivity due to Improved Morale
Cost Control due to Superior On-time Performance
Cost Reduction due to Improved Maintainability
Higher Quality due to Improved Defect Removal
Benefit Improvement due to Integral Customer Feedback
Benefit Acceleration due to Incremental Delivery
Benefit Recovery due to Superior On-time Performance
Opportunity Recovery due to Superior On-time Performance
17
18. Governance – the Culture Shift
Governance should be aligned
to the development process,
not vice versa!
Project Governance
Financial Governance
Security Governance
Legal, Risk, & Compliance Governance
Technology & Strategic Architecture Governance
The right question,
asked at the right time,
answered and recorded.
Audits, after the fact, add no value.
19. 6 Missions of a Project Mgmt Office
Broaden and balance your PMO!
Enabling Establishing Empowering
Change Behaviors Planning
Coaching & Project
Evangelism
Mentoring Monitoring
Energy for Change
Shaping Behaviors Measuring Outcomes
Owning Portfolio
Training Practices Management
Vocabulary for Change
Certifying Skillsets Setting Goals
20. 6 Wishes for Financial Governance
1. Implement a rolling funding cycle
& rational contingency planning!
2. Institute a deliberate process of project
proposal assessment and prioritization!
3. Release project funding incrementally!
4. Incent for project success, not just
individual contribution!
5. Accept and enculturate that canceling
a failing project is, itself, a success!
6. Require a project benefit evaluation annually
for the 3 years following project completion!
21. As for the rest, …
Security, Legal-Risk-Compliance, &
Technology-Architecture governance
processes should be facilitative and
consultative, not juridical.
The issues that are important to these
governance groups must be articulated
if they are to be constructively complied with!
22. Finally, for you consideration:
the Zen of Agile Adoption
Problem in Evidence
The symptoms and (eventually) causes are made visible and evident.
Simple Elegance
A few simple elements and the rules of their combination and
interrelationship produce a rich behavior or set of possibilities.
Balanced Reciprocity
The participants in the transformed system must all benefit from the
transformation in proportion to their investment and participation.
Evolved Vocabulary
Language shapes Thought. Thought shapes Values. Values shape Behavior.
A new vocabulary must emerge and be differentiated from the old in order
to ensure that Thought, Values and Behavior are in alignment.
Embodied Metaphor
Don’t make the metaphor abstract too soon. Don’t take it
from our hands too soon, lest we abdicate of the responsibility
to own & master the metaphor to our tools.
Transformed Context
If only the affective levels of a system are modified,
change will still not last. At least one contextual level
must be mutated to establish the environment for success.
Single Voice
The voice of the change-agent must be unified and consistent.
change-
Otherwise, the voice of the client will be dissonant.
24. Thank you for attending!
Questions???
Contacts:
Al Goerner Jonathan Cook
Principal Emterprise Consultant Business Development, United Kingdom
al.goerner@valtech.com jonathan.cooke@valtech.com
+01 214 724 7240 +44 7748638031