This 1 day, hands-on, workshop will introduce the processes and workflows necessary to manage a Business Intelligence team in a flexible, iterative and agile manner. Through standard agile management methods (Scrum, Kanban and Test-Driven Development), this workshop will provide you with the tools to manage your workflow, BI development, demand management, and customer engagement.
The goal of this workshop is to expose you to different ways of working and give you potential tactics and techniques to improve your BI project delivery.
What is Agile & Agile Project Management?. Introduction to Plan-based vs value-driven development; Scrum framework and roles and ceremonies; self-organised team, agile values. and leadership
IT Project Portfolio Planning Using ExcelJerry Bishop
To provide a simple and transparent paper-based method for setting up an IT project portfolio using Excel.
Excel Workbook for this presentation also in my Slideshare uploads.
PPM Challenge #1: Prioritizing Demand – 2012 PPM Challenge and Opportunity We...EPM Live
2012 is quickly approaching and many organizations are preparing their portfolio strategies for the New Year. EPM Live recently partnered with Gartner in sponsoring the 2011 Gartner Symposium ITxpo. This week, Gartner published some of the key takeaways from the event and among them were a list of challenges that we as PPM supporters should look out for in 2012. The good news is ….with every challenge there is opportunity! Please join EPM Live as we lead you through a 4 part webinar series that focuses on these common Project Management challenges and leave you with the Enterprise Project management tools you need to create opportunity across your organization as you tackle these challenges one by one.
Challenge: Have you ever been asked to accomplish more than your technology and resources could handle? Prioritizing demand is not an easy task when there are many factors to consider: strategic objectives, benefits, risk factors and so on.
Opportunity: Join EPM Live as we walk you through the critical steps that must be taken to prioritize your 2012 Project Portfolio Management while taking into consideration the environmental factors that play a role in affecting the outcome. Find out how you can plan the most profitable portfolio for your organization while meeting all of your strategic goals. A profitable portfolio leads to a profitable business. Topics Include:
- Project and Work Requests
- Project and Work Definition
- Portfolio Capacity Planning
- Portfolio What-if Modeling
- Portfolio Selection
What is Agile & Agile Project Management?. Introduction to Plan-based vs value-driven development; Scrum framework and roles and ceremonies; self-organised team, agile values. and leadership
IT Project Portfolio Planning Using ExcelJerry Bishop
To provide a simple and transparent paper-based method for setting up an IT project portfolio using Excel.
Excel Workbook for this presentation also in my Slideshare uploads.
PPM Challenge #1: Prioritizing Demand – 2012 PPM Challenge and Opportunity We...EPM Live
2012 is quickly approaching and many organizations are preparing their portfolio strategies for the New Year. EPM Live recently partnered with Gartner in sponsoring the 2011 Gartner Symposium ITxpo. This week, Gartner published some of the key takeaways from the event and among them were a list of challenges that we as PPM supporters should look out for in 2012. The good news is ….with every challenge there is opportunity! Please join EPM Live as we lead you through a 4 part webinar series that focuses on these common Project Management challenges and leave you with the Enterprise Project management tools you need to create opportunity across your organization as you tackle these challenges one by one.
Challenge: Have you ever been asked to accomplish more than your technology and resources could handle? Prioritizing demand is not an easy task when there are many factors to consider: strategic objectives, benefits, risk factors and so on.
Opportunity: Join EPM Live as we walk you through the critical steps that must be taken to prioritize your 2012 Project Portfolio Management while taking into consideration the environmental factors that play a role in affecting the outcome. Find out how you can plan the most profitable portfolio for your organization while meeting all of your strategic goals. A profitable portfolio leads to a profitable business. Topics Include:
- Project and Work Requests
- Project and Work Definition
- Portfolio Capacity Planning
- Portfolio What-if Modeling
- Portfolio Selection
ITIL Practical Guide - Service TransitionAxios Systems
To view this complimentary webcast in full, visit: http://forms.axiossystems.com/LP=266
Integrating services with the business environment can be a daunting task. This video explains how you set success criteria and provide real, measurable business value. You will also learn the fundamentals of transition and release policy.
Realizing the Business Value of PPM - What to Expect When Implementing PPMEPM Live
Organizations who strive to improve their Project Portfolio Management (PPM) processes by leveraging a PPM tool are given a strategic advantage in today’s market.
Project Portfolio Management (PPM) is a set of business practices that bring projects together into tight integration with other business operations synchronizing strategies, resources and executive oversight. PPM provides the structure and processes for project portfolio governance.
Benefits of a PPM tool provide the organization a centralized location for stakeholders, PMs and project team members to easily view project portfolio items, resource demands, tasks, and project costs. It provides structure and standardization for project selection and execution and should be flexible to let users work the way that is most comfortable to them, improving user adoption and productivity. PPM solutions streamline collaboration between all invested personnel by providing easily accessible dashboards and reports and enabling more accurate and timely decision-making. Overall a good PPM solution provides the organization the toolset for selecting the right projects, improving ROI and creating a leading business edge.
HPE Agile Manager and Project and Portfolio Management PPM overview Jeffrey Nunn
Agile project management solution to plan, execute and track Agile projects. Available on-premise and in the cloud, Agile Manager helps remove latencies, bolster Agile practices, and foster continuous improvement
Lean/Agile system architecture presentation. Goes through pros/cons of upfront work and the xp/agile approach. Defines important concepts, shows examples of how things could be done and goes through tools/things that can help along the way.
IBM Rational Software Conference 2009: Process, Project and Portfolio Managem...Kathy (Kat) Mandelstein
Track Keynote for the Process, Project and Portfolio Management Track at the IBM Rational Software Conference 2009
Software and systems delivery has become a fundamental business process in the global economy, and the ability to adapt to changing market conditions requires that information technology is fully integrated into the business strategy and operations to ensure consistent alignment with business priorities, and better execution.
Executives require visibility and real-time decision support to keep the enterprise focused on solutions to high-priority problems, supported by the ability to measure the performance of current and future IT activities and assets. IT leaders must deliver significant business value and ensure constant alignment of project investments with evolving business objectives. Project leaders must be able to identify, implement and drive adoption of repeatable best-practice approaches for successful execution, and be able to more proactively identify and resolve issues, to reduce risks associated with project failure. All stakeholders must be involved and informed in addressing the changing business needs, especially when variations in project health threaten outcomes.
This track explores topics across several domains that support organizational change and iterative software and systems delivery. Hear and learn from actual experiences across the spectrum of process adoption, portfolio planning and oversight, and execution of major initiatives, programs, and projects. This track is for executives, IT leaders, program managers, project managers, portfolio managers, process engineers, business analysts, and other stakeholders concerned with optimizing IT investments with industry best practices and team unifying tools for more predictability, adaptability, and visibility.
Extend Your PPM Application for Projects Products and ServicesEPM Live
A Project and Portfolio Management (PPM) system is a common need within most IT organizations. In addition to PPM, IT organizations must also have systems in place for the management of other types of work such as products and services. Now, IT organizations are thinking outside of the box. If you must do more with less, what better way to protect your PPM investment and minimize costs then to leverage the same platform to bring Project Management, Product Development and Service Management to your IT organization?
Implementing Cloud-Based DevOps for Distributed Agile ProjectsTechWell
Cloud-based development, delivery, and deployment environments are the future of IT operations. Thomas Stiehm shares the hard-learned lessons of setting up and running cloud-based solutions that implement DevOps for geographically distributed agile projects. Thomas describes how to best leverage the cloud to enable your teams to use it effectively. Learn why cloud software delivery is different from traditional software delivery environments, and how to optimize your platform and team to get the most out of the cloud. Geographically-distributed software delivery teams are now the norm for large projects, and the cloud is a perfect enabler to level the playing field for your distributed teams and to give them all the same ability to achieve high productivity. Since the road to the cloud isn’t always paved, learn many of the trade-offs that must be made to implement cloud-based delivery and discover the situations that will derail a move to cloud-based development.
Workflow and BPM in the New Enterprise ArchitectureNathaniel Palmer
Business Level Agility is the ability for office workers to take control of the processes that run their organizations, to adapt their processes to their needs, and to respond to external change without involving programmers. Workflow and BPM are driving enterprise system architecture in a radical new direction that
allows for Business Level Agility. Enterprise applications can be structured to separate the “who” and the “when” from the “what” and the “how”. The former aspect is ephemeral with a strong dependence upon people, skills, customs, cultures, and other things that are flexible. The latter aspect is relatively stabile with a
strong dependence upon data structures, formal representations, and other concrete concepts. This talk will explain what this separation means, and how evolving standards will enable this transformation of the way we design our business critical IT infrastructure.
An overview of IT challenges and how Perficient China uses agile frameworks, methodologies, and practices to address these challenges and consistently deliver valued results to our clients.
ITIL Practical Guide - Service TransitionAxios Systems
To view this complimentary webcast in full, visit: http://forms.axiossystems.com/LP=266
Integrating services with the business environment can be a daunting task. This video explains how you set success criteria and provide real, measurable business value. You will also learn the fundamentals of transition and release policy.
Realizing the Business Value of PPM - What to Expect When Implementing PPMEPM Live
Organizations who strive to improve their Project Portfolio Management (PPM) processes by leveraging a PPM tool are given a strategic advantage in today’s market.
Project Portfolio Management (PPM) is a set of business practices that bring projects together into tight integration with other business operations synchronizing strategies, resources and executive oversight. PPM provides the structure and processes for project portfolio governance.
Benefits of a PPM tool provide the organization a centralized location for stakeholders, PMs and project team members to easily view project portfolio items, resource demands, tasks, and project costs. It provides structure and standardization for project selection and execution and should be flexible to let users work the way that is most comfortable to them, improving user adoption and productivity. PPM solutions streamline collaboration between all invested personnel by providing easily accessible dashboards and reports and enabling more accurate and timely decision-making. Overall a good PPM solution provides the organization the toolset for selecting the right projects, improving ROI and creating a leading business edge.
HPE Agile Manager and Project and Portfolio Management PPM overview Jeffrey Nunn
Agile project management solution to plan, execute and track Agile projects. Available on-premise and in the cloud, Agile Manager helps remove latencies, bolster Agile practices, and foster continuous improvement
Lean/Agile system architecture presentation. Goes through pros/cons of upfront work and the xp/agile approach. Defines important concepts, shows examples of how things could be done and goes through tools/things that can help along the way.
IBM Rational Software Conference 2009: Process, Project and Portfolio Managem...Kathy (Kat) Mandelstein
Track Keynote for the Process, Project and Portfolio Management Track at the IBM Rational Software Conference 2009
Software and systems delivery has become a fundamental business process in the global economy, and the ability to adapt to changing market conditions requires that information technology is fully integrated into the business strategy and operations to ensure consistent alignment with business priorities, and better execution.
Executives require visibility and real-time decision support to keep the enterprise focused on solutions to high-priority problems, supported by the ability to measure the performance of current and future IT activities and assets. IT leaders must deliver significant business value and ensure constant alignment of project investments with evolving business objectives. Project leaders must be able to identify, implement and drive adoption of repeatable best-practice approaches for successful execution, and be able to more proactively identify and resolve issues, to reduce risks associated with project failure. All stakeholders must be involved and informed in addressing the changing business needs, especially when variations in project health threaten outcomes.
This track explores topics across several domains that support organizational change and iterative software and systems delivery. Hear and learn from actual experiences across the spectrum of process adoption, portfolio planning and oversight, and execution of major initiatives, programs, and projects. This track is for executives, IT leaders, program managers, project managers, portfolio managers, process engineers, business analysts, and other stakeholders concerned with optimizing IT investments with industry best practices and team unifying tools for more predictability, adaptability, and visibility.
Extend Your PPM Application for Projects Products and ServicesEPM Live
A Project and Portfolio Management (PPM) system is a common need within most IT organizations. In addition to PPM, IT organizations must also have systems in place for the management of other types of work such as products and services. Now, IT organizations are thinking outside of the box. If you must do more with less, what better way to protect your PPM investment and minimize costs then to leverage the same platform to bring Project Management, Product Development and Service Management to your IT organization?
Implementing Cloud-Based DevOps for Distributed Agile ProjectsTechWell
Cloud-based development, delivery, and deployment environments are the future of IT operations. Thomas Stiehm shares the hard-learned lessons of setting up and running cloud-based solutions that implement DevOps for geographically distributed agile projects. Thomas describes how to best leverage the cloud to enable your teams to use it effectively. Learn why cloud software delivery is different from traditional software delivery environments, and how to optimize your platform and team to get the most out of the cloud. Geographically-distributed software delivery teams are now the norm for large projects, and the cloud is a perfect enabler to level the playing field for your distributed teams and to give them all the same ability to achieve high productivity. Since the road to the cloud isn’t always paved, learn many of the trade-offs that must be made to implement cloud-based delivery and discover the situations that will derail a move to cloud-based development.
Workflow and BPM in the New Enterprise ArchitectureNathaniel Palmer
Business Level Agility is the ability for office workers to take control of the processes that run their organizations, to adapt their processes to their needs, and to respond to external change without involving programmers. Workflow and BPM are driving enterprise system architecture in a radical new direction that
allows for Business Level Agility. Enterprise applications can be structured to separate the “who” and the “when” from the “what” and the “how”. The former aspect is ephemeral with a strong dependence upon people, skills, customs, cultures, and other things that are flexible. The latter aspect is relatively stabile with a
strong dependence upon data structures, formal representations, and other concrete concepts. This talk will explain what this separation means, and how evolving standards will enable this transformation of the way we design our business critical IT infrastructure.
An overview of IT challenges and how Perficient China uses agile frameworks, methodologies, and practices to address these challenges and consistently deliver valued results to our clients.
Agile Project Management in a Waterfall World: Managing Sprints with Predicti...John Carter
Applying Agile methods in a waterfall world seemed impossible until we discovered the 10 essential skills and tools. Five of these skills are organizational, while others translate the short intervals characteristic of Agile to the world outside of Software. User Stories becomes Boundary Conditions; Burn-down charts becomes Deliverable Hit Rate charts; Sprints become HW intervals; Sprint Retrospectives become Event Timeline Retrospectives, while the project as a whole is managed using Boundary Conditions. This presentation shows examples of these tools and shows examples of how they are applied.
Session on evaluation of DevSecOps. This tutorial is made the very basic process of the DevOps cycle for the beginner level. So sometimes we won’t use very deep technical terms to understand.
This is a presentation that was given to the Project Management Institute of Metrolina. The goal is exposure to the fundamental ideas of Lean/Agile/Scrum software development.
• Overall IT experience 14+ Yrs on implementation and Production support phases in Agile and Waterfall .Arvind is experienced Agile Scrum Master on implementation and Transformation phases ,IT-Project Manager– on Agile Distributed multi vendor, multi / HierarchicalPO, multiple geography environment ; Project Lead on (Waterfall)24*7 Production Support at PAN India Level for one of major Telecom client.
• As Scrum Master, Arvind delivered projects on various technology like SAP (Transformation from Waterfall to Agile), .NET, HYBRIS, APIGEE and Oracle eBS.
• Arvind is part of Agile Center of Excellence (CoE).
• Delivered trainings on Agile of ~90 hrs to Projects, teams, Clients and Green Filed.
• Experienced as a Sr. Research Fellow on Geographical Information System (GIS) and Remote Sensing with Indian Council of Agriculture Research (ICAR), Govt Of India.
DevOps is a set of practices that aims to provide superior quality software quickly by integrating the processes between the development and the operation teams. DevOps is an agile relationship between development and IT operations. DevOps is the abbreviation for Development and Operations. The development includes Plan, Create, Verify and Package. Operations include Release, Configure, and Monitor.
Innovate Better Through Machine data AnalyticsHal Rottenberg
This talk was presented at IP Expo Manchester in May, 2016. the themes discussed are:
- how does machine data relate to devops?
- how can tracking this data lead to better outcomes?
- what types of data are important to track?
Agile for (and in) Marketing - An Agile Business Management Community WhitepaperEvan Leybourn
There is a growing trend towards business agility; the adoption of agile and lean practices across the enterprise. This is nowhere more evident than in marketing. Marketing divisions across the world have starting to adopt iterative and adaptive processes while encouraging self-organising teams and empowered individuals.
The Agile Business Management Community is a grassroots organisation dedicated to the development and promotion of agile and lean outside IT. Our members are respected professionals in their fields and span the globe.
These are some of our observations and experiences on agile for (and in) marketing.
Traditional business models are failing to keep up with the needs of the modern economy. While business has never been predictable, technological and cultural change is occurring at faster rates than ever before. In this climate, modern enterprises live or die on their ability to adapt – which is where Business Agility comes in. Business Agility provides a context for organisations to embrace change; changing how to think, changing how to work and changing how to interact.
Whether you’ve heard of Holocracy or Teal Organisations; it seems that lean and agile business models are gaining interest across different business sectors. This presentation will provide engaging and enlightening stories of Agile beyond IT; from lean startups to large enterprises. These will be reinforced with practical approaches for the design and leadership of teams, divisions and businesses across 4 key domains.
Traditional business models are failing to keep up with the needs of the modern economy. While business has never been predictable, technological and cultural change is occurring at faster rates than ever before. In this climate, modern enterprises live or die on their ability to adapt – which is where Business Agility comes in. Business Agility provides a context for organisations to embrace change; changing how to think, changing how to work and changing how to interact.
Whether you’ve heard of Holocracy or Teal Organisations; it seems that lean and agile business models are gaining interest across different business sectors. This presentation will provide engaging and enlightening stories of Agile beyond IT; from lean startups to large enterprises. These will be reinforced with practical approaches for the design and leadership of teams, divisions and businesses across 4 key domains;
1. The Structure of an Agile Organisation - Efficient, transparent and collaborative techniques to manage cross-functional, self-organising and potentially self-managing teams.
2. You, the Agile Manager - What makes a good agile manager and how do their responsibilities change?
3. Integrated Customer Engagement - Collaboration and communication techniques to build trust and deliver Customer needs efficiently, with minimal waste, and to everyone’s satisfaction.
4. Work, the Agile Way - Managing all types of business functions, from software, HR, finance to legal, by using Just-In-Time planning and incremental or continuous delivery processes.
All too often we’ve been measuring activity and cost, not outcomes and value. And it’s important to understand that an organisation that plans for growth outcomes (without binding a team to a specific output) can fundamentally adapt to a changing market. By creating clearly defined, non-conflicting, outcomes and common working principles senior management can delegate the “how” to their teams, while retaining ownership of the “what” and “why”.
This interactive presentation will help participants define the real outcomes and associated measures for their work and teams. Participants will come to understand that outcomes can be complex, interdependent and occasionally conflicting. Therefore we will create 3 elements;
1. the profile of the outcome,
2. the relationship between outcomes, and
3. the principles that align work across all outcomes
If you need to run a project you've already failedEvan Leybourn
By definition, an IT project is a temporary structure to govern and deliver a complex change (such as a new product or platform) into an organisation. However, to be truly competitive, an organisation needs to be able to deliver a continuous stream of change. Managed properly, this negates the need for a project and the associated cost overheads.
This is fundamentally what #noprojects is. The approach, structure, tactics and techniques available to successfully deliver continuous change. At its core, #noprojects is predicated on the alignment of activities to outcomes, measured by value, constrained by guiding principles and supported by continuous delivery technologies.
This presentation will introduce you to #noprojects. You will learn how to define an outcome and create an Outcome Profile. You will also learn how to manage change within the context of an outcome through the Activity Canvas.
You’re probably here at this conference because you want to become a better developer, but I’m here to tell you that that you’re focusing on the wrong area. The difference between a good programmer and a great one isn’t the ability to write a kernel module in LISP, but the ability to communicate with your colleagues and customers. Skills sharing, collaboration and functional communication are critical for the success of any software project, and yet usually overlooked and undervalued.
Developers who strive to be great, cannot afford to neglect their professional development in these areas. You don’t to reinforce the dreadful stereotype of the shy, stuttering, geek, do you?
This interactive presentation will examine a few of the critical “soft skills” that are needed to thrive in corporate team environments. For example, how you can:
* write effectively and speak clearly; i.e. get to the point,
* move beyond your technical silo to work effectively as a team,
* build trust and rapport with your project customers,
* mentor, motivate and encourage others,
* mediate or negotiate between competing points of view,
* lead others and manage vendors
Starting with Kanban - A practical workshop on Value Stream Mapping and WIPEvan Leybourn
So you’ve heard about this Kanban thing and want to know where to start, or maybe you’ve been using it for a while and you want to know where to go. In this hands-on workshop, we’ll start at the very beginning and teach you how to build a Value Stream Map and use that to define your inital Kanban and WIP limits.
If these terms don’t make sense to you, then you need to come to this workshop.
COURSE FEATURES
* Learn how to create your VSM; the commonly overlooked practice of modeling the functional steps in your business processes - anything from IT to finance
* Track the flow of work through your VSM on your Kanban wall
* Learn how to use your VSM, team size and process efficiency to calculate your initial WIP.
* Learn how to embed a culture of Kaizen
If this sounds interesting, come along for a fun interactive workshop.
COURSE DETAILS
http://theagiledirector.com/speaking/2016/02/10/starting-with-kanban-a-practical-workshop-on-value-stream-mapping-and-wip/
"How much will this cost?"
"How long will it take?"
"What am I going to get?"
These are the questions that every Agile project gets asked at some point. And while "as much as your willing to spend", "as long as necessary" and "whatever you ask for" are perfectly acceptable, many customers are uncomfortable with these answers. This may reflect more on the customer then the team, but can lead to the misconception that the development team is writing themselves a blank cheque. How then does an Agile team define and scope a project where the customer requires fixed time, cost or scope?
This presentation will provide guidance and direction on how to quote for and budget Agile projects, as well as how to change the questions in the first place.
This is intended to be a practical discussion on how organisations can plan agile projects while constrained in a non-agile environment. There are four parts to the presentation (roughly a quarter of the presentation will be spent on each).
1. A look at constraints in general (starting with time, cost and scope), and the potential impact on a project.
2. How to structure a project proposal when the customer expects it to be constrained (e.g. fixed price or fixed time)
3. How to adjust your project (in an agile manner) when it looks like you will break a constraint.
4. Finally, we will look at ways of changing your customer - moving them away from a constrained mindset towards an agile mindset
Pair trading* is a technique to improve the productivity and quality of stock trading (or any type of financial trading, e.g. commodities). In pair trading, two traders share a single workstation. The trader at the keyboard (usually called the driver) actively trades, while the second trader (called the observer or navigator) is reviewing, advising, thinking through problems and generally sanity checking the first. These two roles switch on a regular basis (e.g. every 1/2 hour). The pairs also swap partners every day.
Pairing is one of the most valuable techniques you can bring your business, yet it is initially counter intuitive. It is hard to convince management that pairing will do anything but double your costs. In actual fact, most empirical studies show a significant increase in quality for a small (15-20%) cost overhead as compared to individuals working independently.
Inbox Zero, is a simple mechanism to prioritise and process a complex set of, unstructured and varied, activities. Defect Zero uses the same idea to manage and resolve defects, technical debt and other un-plannable activities.
Adaptable Engineering: 3D Printing and AgileEvan Leybourn
Agile has been very successful in the software industry, where the cost of change is relatively low; creating an environment for adaptable teams, projects and products. Meanwhile, in other industries, engineering in particular, traditional development approaches hold sway due to the significantly higher cost involved in product change. For an Agile engineering approach to be successful, the cost of change – both in people and fabrication – needs to be reduced. This is where 3D printing technologies come in.
This interactive session will examine many of the issues faced when applying Agile to physical-engineering product development. It will show how 3D printing technologies can decrease the iterative design cycle time, reduce the barrier to entry, and support the creation of highly complex products or prototypes through modular development.
Participate in the real-time development and printing of a product using agile approaches and get a basic understanding of how to use 3D modelling and printing tools. Discover how 3D printing can, and is, being used to develop engineering products.
Agile Business Intelligence (or how to give management what they need when th...Evan Leybourn
If you like the ideas raised in this presentation, don't forget to check out my latest book, Directing the Agile Organisation (http://theagiledirector.com/book).
Based on common agile management methods, this presentation will demonstrate the processes and workflows required to manage a Business Intelligence team or project in a flexible, iterative and agile manner. We will also examine the open source technologies that assist in supporting and automating the processes.
These processes draw on the underlying principles of agile and utilises a combination of Scrum, Test Driven Development, Feature Driven Design and XP. These methods can be applied in both a low maturity environment to develop business intelligence capability, or a high maturity environment to encourage greater customer engagement.
If you like the ideas raised in this presentation, don't forget to check out my latest book, Directing the Agile Organisation (http://theagiledirector.com/book).
Learn how to improve your Software Development or Business Intelligence processes using modern Agile project management in a fun, friendly and effective way!
Traditional software project management is based on hierarchically driven, fixed outcome systems and processes. Agile project management, however, is an iterative planning & development approach that can be applied, day-to-day, to improve overall quality and customer satisfaction.
This two day course covers the basic concepts of Agile project management and how these methodologies can be used within your organisation. This course aims to provide the tools for software managers and teams to improve customer satisfaction through the rapid and continuous delivery of useful software. We also look at how to use the best of traditional (or waterfall) processes within Agile techniques.
If you like the ideas raised in this presentation, don't forget to check out my latest book, Directing the Agile Organisation (http://theagiledirector.com/book).
If you like the ideas raised in this presentation, don't forget to check out my latest book, Directing the Agile Organisation (http://theagiledirector.com/book).
If you like the ideas raised in this presentation, don't forget to check out my latest book, Directing the Agile Organisation (http://theagiledirector.com/book).
Levelwise PageRank with Loop-Based Dead End Handling Strategy : SHORT REPORT ...Subhajit Sahu
Abstract — Levelwise PageRank is an alternative method of PageRank computation which decomposes the input graph into a directed acyclic block-graph of strongly connected components, and processes them in topological order, one level at a time. This enables calculation for ranks in a distributed fashion without per-iteration communication, unlike the standard method where all vertices are processed in each iteration. It however comes with a precondition of the absence of dead ends in the input graph. Here, the native non-distributed performance of Levelwise PageRank was compared against Monolithic PageRank on a CPU as well as a GPU. To ensure a fair comparison, Monolithic PageRank was also performed on a graph where vertices were split by components. Results indicate that Levelwise PageRank is about as fast as Monolithic PageRank on the CPU, but quite a bit slower on the GPU. Slowdown on the GPU is likely caused by a large submission of small workloads, and expected to be non-issue when the computation is performed on massive graphs.
Techniques to optimize the pagerank algorithm usually fall in two categories. One is to try reducing the work per iteration, and the other is to try reducing the number of iterations. These goals are often at odds with one another. Skipping computation on vertices which have already converged has the potential to save iteration time. Skipping in-identical vertices, with the same in-links, helps reduce duplicate computations and thus could help reduce iteration time. Road networks often have chains which can be short-circuited before pagerank computation to improve performance. Final ranks of chain nodes can be easily calculated. This could reduce both the iteration time, and the number of iterations. If a graph has no dangling nodes, pagerank of each strongly connected component can be computed in topological order. This could help reduce the iteration time, no. of iterations, and also enable multi-iteration concurrency in pagerank computation. The combination of all of the above methods is the STICD algorithm. [sticd] For dynamic graphs, unchanged components whose ranks are unaffected can be skipped altogether.
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Empowering the Data Analytics Ecosystem: A Laser Focus on Value
The data analytics ecosystem thrives when every component functions at its peak, unlocking the true potential of data. Here's a laser focus on key areas for an empowered ecosystem:
1. Democratize Access, Not Data:
Granular Access Controls: Provide users with self-service tools tailored to their specific needs, preventing data overload and misuse.
Data Catalogs: Implement robust data catalogs for easy discovery and understanding of available data sources.
2. Foster Collaboration with Clear Roles:
Data Mesh Architecture: Break down data silos by creating a distributed data ownership model with clear ownership and responsibilities.
Collaborative Workspaces: Utilize interactive platforms where data scientists, analysts, and domain experts can work seamlessly together.
3. Leverage Advanced Analytics Strategically:
AI-powered Automation: Automate repetitive tasks like data cleaning and feature engineering, freeing up data talent for higher-level analysis.
Right-Tool Selection: Strategically choose the most effective advanced analytics techniques (e.g., AI, ML) based on specific business problems.
4. Prioritize Data Quality with Automation:
Automated Data Validation: Implement automated data quality checks to identify and rectify errors at the source, minimizing downstream issues.
Data Lineage Tracking: Track the flow of data throughout the ecosystem, ensuring transparency and facilitating root cause analysis for errors.
5. Cultivate a Data-Driven Mindset:
Metrics-Driven Performance Management: Align KPIs and performance metrics with data-driven insights to ensure actionable decision making.
Data Storytelling Workshops: Equip stakeholders with the skills to translate complex data findings into compelling narratives that drive action.
Benefits of a Precise Ecosystem:
Sharpened Focus: Precise access and clear roles ensure everyone works with the most relevant data, maximizing efficiency.
Actionable Insights: Strategic analytics and automated quality checks lead to more reliable and actionable data insights.
Continuous Improvement: Data-driven performance management fosters a culture of learning and continuous improvement.
Sustainable Growth: Empowered by data, organizations can make informed decisions to drive sustainable growth and innovation.
By focusing on these precise actions, organizations can create an empowered data analytics ecosystem that delivers real value by driving data-driven decisions and maximizing the return on their data investment.
StarCompliance is a leading firm specializing in the recovery of stolen cryptocurrency. Our comprehensive services are designed to assist individuals and organizations in navigating the complex process of fraud reporting, investigation, and fund recovery. We combine cutting-edge technology with expert legal support to provide a robust solution for victims of crypto theft.
Our Services Include:
Reporting to Tracking Authorities:
We immediately notify all relevant centralized exchanges (CEX), decentralized exchanges (DEX), and wallet providers about the stolen cryptocurrency. This ensures that the stolen assets are flagged as scam transactions, making it impossible for the thief to use them.
Assistance with Filing Police Reports:
We guide you through the process of filing a valid police report. Our support team provides detailed instructions on which police department to contact and helps you complete the necessary paperwork within the critical 72-hour window.
Launching the Refund Process:
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At StarCompliance, we understand the urgency and stress involved in dealing with cryptocurrency theft. Our dedicated team works quickly and efficiently to provide you with the support and expertise needed to recover your assets. Trust us to be your partner in navigating the complexities of the crypto world and safeguarding your investments.
Chatty Kathy - UNC Bootcamp Final Project Presentation - Final Version - 5.23...John Andrews
SlideShare Description for "Chatty Kathy - UNC Bootcamp Final Project Presentation"
Title: Chatty Kathy: Enhancing Physical Activity Among Older Adults
Description:
Discover how Chatty Kathy, an innovative project developed at the UNC Bootcamp, aims to tackle the challenge of low physical activity among older adults. Our AI-driven solution uses peer interaction to boost and sustain exercise levels, significantly improving health outcomes. This presentation covers our problem statement, the rationale behind Chatty Kathy, synthetic data and persona creation, model performance metrics, a visual demonstration of the project, and potential future developments. Join us for an insightful Q&A session to explore the potential of this groundbreaking project.
Project Team: Jay Requarth, Jana Avery, John Andrews, Dr. Dick Davis II, Nee Buntoum, Nam Yeongjin & Mat Nicholas
As Europe's leading economic powerhouse and the fourth-largest hashtag#economy globally, Germany stands at the forefront of innovation and industrial might. Renowned for its precision engineering and high-tech sectors, Germany's economic structure is heavily supported by a robust service industry, accounting for approximately 68% of its GDP. This economic clout and strategic geopolitical stance position Germany as a focal point in the global cyber threat landscape.
In the face of escalating global tensions, particularly those emanating from geopolitical disputes with nations like hashtag#Russia and hashtag#China, hashtag#Germany has witnessed a significant uptick in targeted cyber operations. Our analysis indicates a marked increase in hashtag#cyberattack sophistication aimed at critical infrastructure and key industrial sectors. These attacks range from ransomware campaigns to hashtag#AdvancedPersistentThreats (hashtag#APTs), threatening national security and business integrity.
🔑 Key findings include:
🔍 Increased frequency and complexity of cyber threats.
🔍 Escalation of state-sponsored and criminally motivated cyber operations.
🔍 Active dark web exchanges of malicious tools and tactics.
Our comprehensive report delves into these challenges, using a blend of open-source and proprietary data collection techniques. By monitoring activity on critical networks and analyzing attack patterns, our team provides a detailed overview of the threats facing German entities.
This report aims to equip stakeholders across public and private sectors with the knowledge to enhance their defensive strategies, reduce exposure to cyber risks, and reinforce Germany's resilience against cyber threats.
1. AGILE BUSINESS
INTELLIGENCE
Evan Leybourn
Starting with Agile Business Intelligence by Evan Leybourn is licensed under
Creative Commons Attribution-ShareAlike 3.0 Australia License
<http://creativecommons.org/licenses/by-sa/3.0/au/>
2. Evan Leybourn
lean / agile business leader and author
Singapore
@eleybourn
http://theagiledirector.com
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50. 1. gather preliminary information
2. product quantity routing analysis
3. group customers and materials
4. sort product families by sequence
5. choose one value stream to start
51. 6. create an operations flow chart
7. walk the shop floor
8. collect the data
9. construct the vsm
10. summarize the data to get the big
picture
109. Data Source Oracle financials
What quantity of data
is being dealt with?
~10,000,000
records
How frequently does
this data change?
~0.5% per day
When does this data
change?
Daily What access is
available to the data,
and how can we
extract it?
Direct database
connection
(extraction via
SQL)
How much of this data
is duplicated
elsewhere?
Customer records
in CRM
(authoritative)
How much of this data
is obsolete or
irrelevant?
18% - audit
records older than
7 years
What reports currently
use this data, and are
they satisfactory?
Financial
reporting, annual
reporting
How is this data used? To manage
financial records
Is external or third
party permission
required before
extracting this data,
and how much will that
cost?
No Does the organisation
have the skills in-house
to perform the analysis
and extraction?
In-house
112. 1. develop overall model
(system)
2. build feature list (project)
3. plan by feature (iteration)
4. design by feature (iteration)
5. build by feature (iteration)
113. develop overall model
- high level scope
- domain walkthrough & peer
review
- merge into complete
system model
114. build feature list
- split domain into subject
areas
- separate into business
activities
- separate into individual
features
115. plan by feature
- assign features to data
models
- assign data models to
developers
116. design by feature
- select features for the
iteration
- build sequence diagrams
(Kanban)
- inspect and review the
design
132. constraining principles
technical
develop by feature
regular inspections
configuration management
regular builds
test the system
regular refactoring
common code standards
clear system metaphor
181. 1. do not send defective products to the subsequent
process
2. the subsequent process comes to withdraw only
what is
needed
3. produce only the exact quantity withdrawn by the
subsequent
process
4. equalise, or level, the production
5. kanban is a means to fine tuning
6. stabilize and rationalize the process