I had a great opportunity to design questions for this year's Agile Olympiad organized by UNICOM Learning as part of India Agile Week 2014. This is the deck for finals rounds. Not only did I have fun throughout the Olympiad, it was also a great learning opportunity. Here are the questions - sorry, won't be sharing the answers, but I am sure you will have a great learning time finding those answers...
PRINCE2 Time slide
This is one slide of the presentation used in this video: http://mplaza.pm/prince2-timeline-video/
The goal of this video and slides is to give another view of how a PRINCE2 project works and a good introduction to PRINCE2 Project Management from a timeline point of view, hence the name the PRINCE2 Timeline. This course will help you to understand the standard and prepare for your certification exams.
This introduction is also a good way to prepare for a PRINCE2 course (Self Study or Classroom), it will enable you to get much from the course, learn more and score higher in your Exam.
Who is this PRINCE2 Training for? : This course is for any person who is wishing to:
- Learn more about PRINCE2 Project Management
- Prepare for a Foundation course and Exam
- Prepare for a Practitioner course and Exam
- Get an overview on how a PRINCE2 project works
Kanban for Software Development and Kaizen CultureAcquate
Talk #1 - Kanban for Developers
There is much hype about Kanban since it was perfected and introduced to the world by Toyota. Since then, not only manufacturers but all businesses looked into this simple but extremely powerful approach.
As software developers are yearning for better project management and visibility on all aspects of their work, Kanban naturally blipped on their radar.
In this session, we will look at the origins of Kanban, how it applies to software development along with misunderstandings and myths. We will also compare manufacturing practices with software development techniques and see how we can benefit from their experiences. During the session we will have some interactive exercises to help us better understand Kanban and becoming more efficient and productive by limiting the amount of work we do.
Talk #2 - Kaizen: Continuous Process Improvement
Enterprises can utilize Process Improvement to improve their workflow, allowing them to be more efficient, eliminate bottlenecks and problem areas, and as a result, achieve reduced costs, on-time delivery and increased profits. Currently, enterprises are facing stiffer competition to win customer acceptance through quality, and the need to develop more customer-oriented products and services faster than ever before.
Einstein said "We can't solve problems by using the same kind of thinking we used when we created them.", and that is what lies at the heart of Kaizen. Improvement comes with a different look at the problems and doing this continuously every day and everywhere. It is more of a company culture than a project.
But where do we start improving? British comic writer Douglas Adams said "See first, think later, then test. But always see first. Otherwise you will only see what you were expecting.". And that is exactly where we start. By looking deep into our workflow and process.
In this session, we will look at Kaizen philosophy, why change is important and very hard to do. we'll also analyze waste and why it is bad for our business and see how quality-first approach makes us better at what we do. I will also provide some test cases and finish off by looking into implementing a Kaizen culture at the office by involving everybody.
PRINCE2 Time slide
This is one slide of the presentation used in this video: http://mplaza.pm/prince2-timeline-video/
The goal of this video and slides is to give another view of how a PRINCE2 project works and a good introduction to PRINCE2 Project Management from a timeline point of view, hence the name the PRINCE2 Timeline. This course will help you to understand the standard and prepare for your certification exams.
This introduction is also a good way to prepare for a PRINCE2 course (Self Study or Classroom), it will enable you to get much from the course, learn more and score higher in your Exam.
Who is this PRINCE2 Training for? : This course is for any person who is wishing to:
- Learn more about PRINCE2 Project Management
- Prepare for a Foundation course and Exam
- Prepare for a Practitioner course and Exam
- Get an overview on how a PRINCE2 project works
Kanban for Software Development and Kaizen CultureAcquate
Talk #1 - Kanban for Developers
There is much hype about Kanban since it was perfected and introduced to the world by Toyota. Since then, not only manufacturers but all businesses looked into this simple but extremely powerful approach.
As software developers are yearning for better project management and visibility on all aspects of their work, Kanban naturally blipped on their radar.
In this session, we will look at the origins of Kanban, how it applies to software development along with misunderstandings and myths. We will also compare manufacturing practices with software development techniques and see how we can benefit from their experiences. During the session we will have some interactive exercises to help us better understand Kanban and becoming more efficient and productive by limiting the amount of work we do.
Talk #2 - Kaizen: Continuous Process Improvement
Enterprises can utilize Process Improvement to improve their workflow, allowing them to be more efficient, eliminate bottlenecks and problem areas, and as a result, achieve reduced costs, on-time delivery and increased profits. Currently, enterprises are facing stiffer competition to win customer acceptance through quality, and the need to develop more customer-oriented products and services faster than ever before.
Einstein said "We can't solve problems by using the same kind of thinking we used when we created them.", and that is what lies at the heart of Kaizen. Improvement comes with a different look at the problems and doing this continuously every day and everywhere. It is more of a company culture than a project.
But where do we start improving? British comic writer Douglas Adams said "See first, think later, then test. But always see first. Otherwise you will only see what you were expecting.". And that is exactly where we start. By looking deep into our workflow and process.
In this session, we will look at Kaizen philosophy, why change is important and very hard to do. we'll also analyze waste and why it is bad for our business and see how quality-first approach makes us better at what we do. I will also provide some test cases and finish off by looking into implementing a Kaizen culture at the office by involving everybody.
An overview of Twitter as a tool, how it is used, and why you should be taking advantage of it. Presented to Brandeis University students, faculty, and staff on behalf of Career Services.
Agile India 2016 Conference is Asia's Largest and Premier Conference on Agile, Scrum, eXtreme Programming, Lean, Kanban, DevOps, Enterprise Agile, Lean Startup, Continuous Delivery, Research and Patterns. Get to meet pioneers and expert practitioners from around the world on Agile Adoption, Scaling Agile, Offshore Agile and Distributed Agile. 14 - 21 March 2016 at Chancery Pavilion, Bangalore. More details: http://2016.agileindia.org
From four to forty in four years - lessons from growing a teamRich Allen
Between 2016 and 2020, the PureGym IT Team grew from 4 to 40 people. During that time Rich worked closely with them to navigate the tricky process of scaling. This talk is a journey through that growth period and discusses the variety of processes and practices that were applied in order to stay "Agile".
We'll touch on the various approaches taken including topics such as Scrum, Lean, Kanban, GIST planning, Lean Startup, DevOps, IaC, Azure, Story Mapping, BDD, TDD, Project vs Product and we'll be looking at the successes, failures and lessons learned.
We'll also look at how concepts from Team Topologies were applied, what team structures and interaction models were chosen and how that shifted the team dynamic. We will discuss what, in Rich's opinion, has worked well and what hasn't worked well during that time.
At very least you will walk away from this session with a long list of books to read and hopefully some insights into whether you might want to try some of the approaches discussed during the talk.
T&C Meetup #8: How to Optimize Conversions Throughout Your FunnelEwa Wysocka
Learn:
1) What Analytics tools you can use to measure conversions. 2) The secret to user testing. 3) The difference between Qualitative vs. Quantitative Research. 4) How to develop testing ideas: radical vs. incremental redesign. 5) When o use A/B Testing vs MVT (Multivariate Testing). 6) What software tools to use to split test your funnels.
Case Study: How The Home Depot Built Quality Into Software DevelopmentCA Technologies
This session will cover how The Home Depot built quality into its software development as it migrated from waterfall to agile delivery.
For more information on DevOps: Continuous Delivery, please visit: http://ow.ly/hAXz50g62ZM
Case Study: How The Home Depot Built Quality Into Software DevelopmentCA Technologies
This session will cover how The Home Depot built quality into its software development as it migrated from waterfall to agile delivery.
For more information on DevOps: Continuous Delivery, please visit: http://cainc.to/CAW17-CD
How to lose a project in 5 ways and how consultants, admins and end users can...CzechDreamin
How to lose a project in 5 ways is a telling of scenarios and examples of 5 core activities present in a project that influence its outcomes. Roles, Communication, Tools, Testing and Documentation.
This session provides perspective from both the customer and the consultant experience, for customers who may be starting their salesforce journey it provides and checklist and insight into what they should expect when engaging with a consultant. For the consultant that has experienced one or many projects, it gives insight into the position of a customer, nostalgia for past project experiences and reinforces already established best practices.
This is for the consultant, customer and end-user to understand each other's position and expectations when starting a project to ensure the project's success.
If we all keep each other in check with these 5 core activities, we create success with a better project environment and the salesforce ohana that we strive for.
How HipChat Ships and Recovers Fast with DevOps PracticesAtlassian
HipChat operates a ‘You Build It, You Run It’ service model, where developers are responsible for building, testing, and operating their systems. While we have a high speed of development, things can break – but we also recover quickly. Learn about how we've integrated best practices within our planning, building, operating and learning processes to optimize for speed and efficiency but also mitigate, prepare for, and handle incidents.
The presenter will walk you through four steps for how to operate at a high speed of development and also prepare for any incident — planning, prevention, preparation and collecting feedback— and instruct you on how you can build these processes into your Atlasssian workflow (including JIRA Software, HipChat, Bitbucket, Confluence, Bamboo, and StatusPage).
Learn about:
- Planning: How we use JIRA Software and Confluence to plan roadmaps and sync up with teams
- Prevention: Best practices during code reviews and testing
- Preparation: How we prepare for incidents with war games
Review: Collecting feedback, assessing incident causes and improving our processes
Come out of this session with a newfound understanding of how to use Atlassian products within your DevOps workflow!
Mickie Betz, Software Developer, Atlassian
Ever feel like the market moves faster than your marketing team? Or wonder how flexible your finance (and leadership!) teams would really be if self-direction glitched and blew a million dollars? Organizations introduce Agile believing it will lead in part to greater responsiveness and resiliency. Yet, why do so many fail to achieve those outcomes?
It isn’t just that they’re structured and operated by default along hierarchical lines rather than by design for iterative work. Achieving the full benefits of Agile comes from shifting the culture and mindset of a whole organization, sometimes as radically as encouraging it to “Make New Mistakes.” This very philosophy was a driver in the fastest division in HP’s history to reach $1B, a hardware division that was focused on manufacturing operations with razor thin margins, and markets that changed 3x faster than the development lead time.
Through a series of short stories and exercises, attendees will explore 5 practices from that business which led to roaring success. We’ll probe their parallels in Lean / Agile practice. With each one, you’ll briefly self-inspect the state of your own organization, as well as create a backlog you can use to adapt in your “real world” beyond the conference.
Do you have, or want, a vision that takes you beyond high performing teams, to a high performing, resilient business? Come hear how you can help your organization shift from mechanics that “do” Agile, and walk away with a feel for what’s possible when not just development but a whole organization surfs the flow of “being” Agile.
Quality Jam: BDD, TDD and ATDD for the EnterpriseQASymphony
During Quality Jam 2016 I had the privilege of presenting with one of QASymphony's earliest customers, Better Cloud, on how methodologies like BDD, TDD and ATDD scale for the enterprises. Adam Satterfield is the VP of Quality Assurance at Bettercloud and has been in QA for many years; he has taught me a lot about Behavior Driven Development, Test Driven Development, Acceptance Test Driven Development. In the session we share a new way of testing-- what Adam and I believe to be the next generation of testing development.
We know that there are several ways to do testing and we are just showing one new way to do it - If this session doesn't inspire action, hopefully it will at least give you and your team something to think about.
Measure and Accelerate Your Software DeliveryAnand Chauhan
Many companies adopt the DevOps practices, but struggle to realize the impact the DevOps investment is making to improve software delivery. Disconnected teams, tools and increasing complexity leads to no visibility into how and where to optimize the process, deliver value to customers and maximize return on that investment. The session covers industry trends, critical need for measurement and touches on CloudBees DevOptics solution purpose built to provide immediate transparency you need to measure, optimize and improve your software delivery process.
An overview of Twitter as a tool, how it is used, and why you should be taking advantage of it. Presented to Brandeis University students, faculty, and staff on behalf of Career Services.
Agile India 2016 Conference is Asia's Largest and Premier Conference on Agile, Scrum, eXtreme Programming, Lean, Kanban, DevOps, Enterprise Agile, Lean Startup, Continuous Delivery, Research and Patterns. Get to meet pioneers and expert practitioners from around the world on Agile Adoption, Scaling Agile, Offshore Agile and Distributed Agile. 14 - 21 March 2016 at Chancery Pavilion, Bangalore. More details: http://2016.agileindia.org
From four to forty in four years - lessons from growing a teamRich Allen
Between 2016 and 2020, the PureGym IT Team grew from 4 to 40 people. During that time Rich worked closely with them to navigate the tricky process of scaling. This talk is a journey through that growth period and discusses the variety of processes and practices that were applied in order to stay "Agile".
We'll touch on the various approaches taken including topics such as Scrum, Lean, Kanban, GIST planning, Lean Startup, DevOps, IaC, Azure, Story Mapping, BDD, TDD, Project vs Product and we'll be looking at the successes, failures and lessons learned.
We'll also look at how concepts from Team Topologies were applied, what team structures and interaction models were chosen and how that shifted the team dynamic. We will discuss what, in Rich's opinion, has worked well and what hasn't worked well during that time.
At very least you will walk away from this session with a long list of books to read and hopefully some insights into whether you might want to try some of the approaches discussed during the talk.
T&C Meetup #8: How to Optimize Conversions Throughout Your FunnelEwa Wysocka
Learn:
1) What Analytics tools you can use to measure conversions. 2) The secret to user testing. 3) The difference between Qualitative vs. Quantitative Research. 4) How to develop testing ideas: radical vs. incremental redesign. 5) When o use A/B Testing vs MVT (Multivariate Testing). 6) What software tools to use to split test your funnels.
Case Study: How The Home Depot Built Quality Into Software DevelopmentCA Technologies
This session will cover how The Home Depot built quality into its software development as it migrated from waterfall to agile delivery.
For more information on DevOps: Continuous Delivery, please visit: http://ow.ly/hAXz50g62ZM
Case Study: How The Home Depot Built Quality Into Software DevelopmentCA Technologies
This session will cover how The Home Depot built quality into its software development as it migrated from waterfall to agile delivery.
For more information on DevOps: Continuous Delivery, please visit: http://cainc.to/CAW17-CD
How to lose a project in 5 ways and how consultants, admins and end users can...CzechDreamin
How to lose a project in 5 ways is a telling of scenarios and examples of 5 core activities present in a project that influence its outcomes. Roles, Communication, Tools, Testing and Documentation.
This session provides perspective from both the customer and the consultant experience, for customers who may be starting their salesforce journey it provides and checklist and insight into what they should expect when engaging with a consultant. For the consultant that has experienced one or many projects, it gives insight into the position of a customer, nostalgia for past project experiences and reinforces already established best practices.
This is for the consultant, customer and end-user to understand each other's position and expectations when starting a project to ensure the project's success.
If we all keep each other in check with these 5 core activities, we create success with a better project environment and the salesforce ohana that we strive for.
How HipChat Ships and Recovers Fast with DevOps PracticesAtlassian
HipChat operates a ‘You Build It, You Run It’ service model, where developers are responsible for building, testing, and operating their systems. While we have a high speed of development, things can break – but we also recover quickly. Learn about how we've integrated best practices within our planning, building, operating and learning processes to optimize for speed and efficiency but also mitigate, prepare for, and handle incidents.
The presenter will walk you through four steps for how to operate at a high speed of development and also prepare for any incident — planning, prevention, preparation and collecting feedback— and instruct you on how you can build these processes into your Atlasssian workflow (including JIRA Software, HipChat, Bitbucket, Confluence, Bamboo, and StatusPage).
Learn about:
- Planning: How we use JIRA Software and Confluence to plan roadmaps and sync up with teams
- Prevention: Best practices during code reviews and testing
- Preparation: How we prepare for incidents with war games
Review: Collecting feedback, assessing incident causes and improving our processes
Come out of this session with a newfound understanding of how to use Atlassian products within your DevOps workflow!
Mickie Betz, Software Developer, Atlassian
Ever feel like the market moves faster than your marketing team? Or wonder how flexible your finance (and leadership!) teams would really be if self-direction glitched and blew a million dollars? Organizations introduce Agile believing it will lead in part to greater responsiveness and resiliency. Yet, why do so many fail to achieve those outcomes?
It isn’t just that they’re structured and operated by default along hierarchical lines rather than by design for iterative work. Achieving the full benefits of Agile comes from shifting the culture and mindset of a whole organization, sometimes as radically as encouraging it to “Make New Mistakes.” This very philosophy was a driver in the fastest division in HP’s history to reach $1B, a hardware division that was focused on manufacturing operations with razor thin margins, and markets that changed 3x faster than the development lead time.
Through a series of short stories and exercises, attendees will explore 5 practices from that business which led to roaring success. We’ll probe their parallels in Lean / Agile practice. With each one, you’ll briefly self-inspect the state of your own organization, as well as create a backlog you can use to adapt in your “real world” beyond the conference.
Do you have, or want, a vision that takes you beyond high performing teams, to a high performing, resilient business? Come hear how you can help your organization shift from mechanics that “do” Agile, and walk away with a feel for what’s possible when not just development but a whole organization surfs the flow of “being” Agile.
Quality Jam: BDD, TDD and ATDD for the EnterpriseQASymphony
During Quality Jam 2016 I had the privilege of presenting with one of QASymphony's earliest customers, Better Cloud, on how methodologies like BDD, TDD and ATDD scale for the enterprises. Adam Satterfield is the VP of Quality Assurance at Bettercloud and has been in QA for many years; he has taught me a lot about Behavior Driven Development, Test Driven Development, Acceptance Test Driven Development. In the session we share a new way of testing-- what Adam and I believe to be the next generation of testing development.
We know that there are several ways to do testing and we are just showing one new way to do it - If this session doesn't inspire action, hopefully it will at least give you and your team something to think about.
Measure and Accelerate Your Software DeliveryAnand Chauhan
Many companies adopt the DevOps practices, but struggle to realize the impact the DevOps investment is making to improve software delivery. Disconnected teams, tools and increasing complexity leads to no visibility into how and where to optimize the process, deliver value to customers and maximize return on that investment. The session covers industry trends, critical need for measurement and touches on CloudBees DevOptics solution purpose built to provide immediate transparency you need to measure, optimize and improve your software delivery process.
Jan de Vries - How to convince your boss that it is DevOps that he wantsAgile Lietuva
- We all know that we could implement DevOps a lot faster if we only would have commitment from our boss. We all know that there is a shiny business case for almost every DevOps implementation
- And we all know that the whole company will reap the benefits regarding speed, agility and stability once we implemented DevOps. Actually, it provides good, fast and cheap at the same time. So, what are we waiting for? What is your boss waiting for? What is C-level waiting for?
- That’s something we will do research on in this workshop. We will also share our research on this from the recent past.
- The workshop starts with a presentation about 7 practices that a company should adopt to be able to apply DevOps.
- The technique that we use is called Appreciative Inquiry. To tackle a problem, it discovers the best practices that work, the reason they work and how these combined practices can be used to avoid the problem ahead and create a strategic change. The aim is to build – or even rebuild – organizations around what works, rather than trying to fix what doesn’t.
- So we want to know what your boss is afraid of and what you have already tried to convince him that he is better off with DevOps. You will leave the workshop with the combined Appreciative Inquiry insights of all the attendees
'Metrics That Matter': Gabrielle Benefield @ Colombo Agile Con 2014ColomboCampsCommunity
Evolve Beyond Managing Director Gabrielle Benefield on 'Metrics That Matter: Outcomes Over Outputs', which discusses the pitfalls of traditional metrics and how they are not fit for purpose, then provides an alternative approach that teams are adopting worldwide using the Mobius framework
In this talk, I have discussed the issues around the need to recognize the business problem being solved, how to identify that, etc. rather than only focusing on the tech.
In this talk for the students of IIM Udaipur, I have discussed how AI as technology needs to deliver business value in order for AI as a discipline to be seen as relevant to business. I have also spoken briefly about my own research work.
What is #ThoughtLeadership? Is it mindless self-promotion, or is it more like some fancy management fad? Is it more like your social media presence, or sharing stories? What is the real deal here? In this talk, I have shared some ideas from others, and also some of my own learning over the years. Hope you find the answers you were looking for...
How does one go about blogging? Or, why to even blog in the first place? In this talk, I have shared some of my key learning over last 15 years of blogging
I delivered this guest lecture for the marketing team of Corteva Agriscience undergoing an executive program at ISB, Hyderabad. I have explained what is digital business model innovation, and how it could apply to agrobusinesses.
25 Years of Evolution of Software Product Management: A practitioner's perspe...Tathagat Varma
How has the role and function of product management evolved over the years? In this talk, I have shared my notes from my personal journey over the last 25 years.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
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Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
2. Welcome
to
the
Finals!!!
Round
#1:
4
quesBons
to
each
team
Audience
Round:
No
marks,
only
chocolates
J
Round
#2:
4
quesBons
to
each
team
Fun
and
Final
Round
J
Tie-‐breaker
Round
(if
needed)
3. Rules
Time
to
answer:
15sec
Right
answer
to
direct
quesBon:
+10
Right
answer
to
passed
quesBon:
+5
Pass:
+0
Wrong
answer:
-‐5
Every
team
gets
one
Bumper
QuesBon
in
each
round
• Right
answer:
+50
• Wrong
answer:
-‐25
Fun
&
Final
Round:
80,
60,
40,
20
8. QuesBon
#1q
A:
Loss
of
Rhythm
B:
Persistent
Signatures
C:
Missing
Sprint
Commitment
D:
Gorilla
in
the
Room
Scrum
Smells
are
signs
that
something
might
be
wrong.
What
is
this
smell
known
as
–
“The
wild
fluctuaBons
shown
on
a
team’s
iniBal
sprint
burndown
charts
conBnue
to
be
seen
in
much
later
sprints.”
9. QuesBon
#2q
A:
Nothing
Ever
Changes
Around
Here
B:
ExecuBve
Pressure
C:
Missing
Sprint
Commitment
D:
Not
AcBng
Like
a
Team
The
team
is
exhibiBng
these
symptoms:
AcBons
aren't
taken.
Non-‐team
members
a+end
the
meeBng.
No
one
wants
to
talk,
etc.”
What
is
this
smell
known
as?
10. QuesBon
#3q
A:
Talking
Chickens
B:
ExecuBve
Pressure
C:
Gorilla
in
the
Room
D:
Not
AcBng
Like
a
Team
You
are
seeing
the
following
behavior
in
the
team:
one
person
dominates
all
the
conversaBons,
and
other
team
members
won’t
speak
unBl
he
has
spoken.
What
is
this
smell
known
as?
11. QuesBon
#4q
A:
Loss
of
Rhythm
B:
Technical
Debt
C:
Missing
Sprint
Commitment
D:
No
Engineering
PracBces
You
are
frequently
seeing
this
behavior:
lack
of
test
coverage,
duplicate
code,
more
bugs
start
to
appear,
velocity
slows
down,
etc.
What
appears
to
be
the
smell?
12. QuesBon
#5q
A:
CumulaBve
Feature
Diagram
B:
Story
Burndown
Chart
C:
CumulaBve
Flow
Diagram
D:
Release
Burndown
Chart
What
is
this
diagram
known
as?
13. QuesBon
#6q
A:
Sidky
Agile
Levels
B:
Cynefin
Framework
C:
Dryefus
Model
D:
Stacey
Matrix
What
is
this
model
known
as?
14. QuesBon
#7q
A:
Crossing
the
Chasm
B:
Product
AdopBon
Curve
C:
Diffusion
of
InnovaBon
D:
Market
PenetraBon
Curve
What
does
this
curve
depict?
15. QuesBon
#8q
A:
New
Product
Development
(NPD)
B:
Rapid
Prototyping
C:
Design
Thinking
D:
User-‐Centered
Design
Which
process
is
depicted
here?
16. QuesBon
#9q
A:
Plan
for
40hrs/week
per
developer
B:
OverBme
is
ok
if
the
team
agrees
C:
Plan
for
overBme
during
release
Bme
only
D:
OverBme
has
a
detrimental
impact
on
producBvity.
What
does
this
agile
principle
mean:
Agile
processes
promote
sustainable
development.
The
sponsors,
developers,
and
users
should
be
able
to
maintain
a
constant
pace
indefinitely.
17. QuesBon
#10q
A:
Start
Small
B:
Go
All
In
C:
Technical
PracBces
First
D:
Stealth
Mode
Which
pa+ern
of
agile
adopBon
did
Salesforce.com
choose
in
2006
before
turning
to
Mike
Cohn
for
help?
18. QuesBon
#11q
A:
The
AnB
Agile
Manifesto
B:
Cult
of
Done
Manifesto
C:
Slacker
Manifesto
D:
Done
Manifesto
What
is
this
manifesto
known
as:
On
occasions
we
do
nothing.
Or
something
different.
Or
something
else.
Because
this
means
that
our
teams
are
more
effec6ve.
It
also
means
that
we
are
freaking
awesome.
19. QuesBon
#12q
A:
Agile
is
a
subset
of
Lean
B:
Agile
addresses
quality,
while
Lean
addresses
cost
C:
Agile
addresses
change,
while
Lean
addresses
value
D:
Agile
addresses
speed,
while
Lean
addresses
waste
At
its
most
fundamental
level,
what
is
the
major
difference
between
Agile
and
Lean?
20. QuesBon
#13q
A:
Alignment,
Scalability,
Transparency,
Program
ExecuBon
B:
Alignment,
Code
Quality,
Transparency,
Program
ExecuBon
C:
Alignment,
Code
Quality,
Teamwork,
Program
ExecuBon
D:
Alignment,
CollaboraBon,
Transparency,
Program
ExecuBon
What
the
core
values
of
Scaled
Agile
Framework
(SAFe)?
21. QuesBon
#14q
A:
Cover
Story
B:
Product
Box
C:
Speed
Boat
D:
Me
and
My
Shadow
You
have
been
asked
to
idenBfy
what
is
wrong
with
your
exisBng
products
and
services.
Which
of
the
following
innovaBon
games
could
help
you
most?
22. QuesBon
#15q
A:
Program
Manager
B:
Release
Train
Engineer
C:
Scrum/Agile
Master
D:
Epic
Owner
In
SAFe,
this
role
is
the
‘Chief
Scrum
Master’
who
facilitates
program-‐level
processes
and
program
execuBon,
escalates
impediments,
manages
risks,
and
helps
drive
program-‐level
conBnuous
improvement.
What
is
it
called?
23. QuesBon
#16q
A:
Lack
of
funds
B:
Premature
scaling
C:
AmbiBous
idea
D:
Lack
of
talent
What
is
the
most
common
reasons
startups
fail?
25. QuesBon
#1q
A:
expand
to
include
more
stringent
criteria
for
higher
quality
B:
shrink
to
exclude
more
explicit
criteria
for
higher
quality
C:
expand
to
include
more
liberal
criteria
for
higher
quality
D:
shrink
to
include
more
implicit
criteria
for
higher
quality
As
Scrum
Teams
mature,
it
is
expected
that
their
definiBons
of
“Done”
will
-‐
26. QuesBon
#2q
A:
5,
21,
60
B:
5,
20,
100
C:
5,
20,
60
D:
5,
21,
100
IdenBfy
the
missing
denominaBons
in
the
planning
poker
set:
?
?
?
27. QuesBon
#3q
A:
Waste,
Rework,
Inventory
B:
Waste,
Unevenness,
Overburden
C:
Waste,
Overburden,
Unevenness
D:
Waste,
Inventory,
Rework
What
do
the
words
“Muda,
Mura,
Muri”
mean?
28. QuesBon
#4q
A:
Lean
Canvas
B:
Kano
Model
C:
Fisher
Chart
D:
Feature
Chart
What
is
this
diagram
known
as?
29. QuesBon
#5q
A:
When
the
release
planning
is
complete
B:
When
the
product
is
released
C:
Till
the
product
is
in
use
D:
When
customer
accepts
the
product
When
is
a
product
backlog
complete?
30. QuesBon
#6q
A:
Release
Planning
B:
Naked
Planning
C:
Backlog
Grooming
D:
Feature
PrioriBzaBon
What
does
this
diagram
depict?
31. QuesBon
#7q
A:
Between
Product
Owner
and
Scrum
Team
B:
Between
Developers
and
Testers
C:
Between
Development
and
OperaBons
D:
Between
Product
Owner
and
UX
Designer
Where
are
you
most
likely
to
encounter
“Wall
of
Confusion”?
34. QuesBon
#1q
A:
Transparency
B:
InspecBon
C:
Feedback
D:
AdaptaBon
Scrum
is
founded
on
empirical
process
control
theory,
or
empiricism.
Empiricism
asserts
that
knowledge
comes
from
experience
and
making
decisions
based
on
what
is
known.
Three
pillars
uphold
every
implementaBon
of
empirical
process
control.
Which
is
not
among
those
three?
35. QuesBon
#2q
A:
If
there
is
a
CI
system,
it
is
not
used
effecBvely
B:
Scrum
of
scrums
is
not
being
effecBve
C:
There
is
no
mutual
definiBon
of
done
D:
Geo-‐distributed
teams
struggle
with
agile
There
are
mulBple
distributed
Scrum
Teams
working
on
a
single
product
release.
However,
there
are
frequent
problems
during
system
integraBon.
What
is
the
most
likely
cause?
36. QuesBon
#3q
A:
Circles
and
Soup
B:
Pros/Cons
Game
C:
My
Worst
Nightmare
D:
Remember
the
Future
You
have
been
asked
to
review
the
past
projects
and
improve
upon
them.
Which
of
the
following
innovaBon
games
could
help
you
most?
37. QuesBon
#4q
A:
Reward
everyone
equally
in
dollar
amount
B:
Do
stack
ranking
and
reward
accordingly
C:
Everyone
gets
same
percentage
salary
hike
D:
They
didn’t
hit
the
target,
so
no
reward
A
scrum
team
had
target
to
increase
revenues
by
50%.
They
worked
hard
and
could
only
get
a
10%
increase.
What
will
be
the
worst
way
to
reward
them?
38. QuesBon
#5q
A:
Release
Planning
B:
Backlog
Grooming
C:
Value-‐stream
Mapping
D:
User
Story
Mapping
What
is
this
an
example
of?
39. QuesBon
#6q
A:
Kanban
B:
XP
C:
Lean
Startup
D:
Cargo-‐cult
Programming
What
is
the
most
suitable
method
for
“anarchy”
zone?
40. QuesBon
#7q
A:
Stories
not
completed
in
each
sprint
B:
Work
‘discovered’
in
the
project
C:
New
work
added
to
each
sprint
D:
New
work
added
to
the
project
While
reviewing
a
project,
you
encounter
the
following
Release
Burndown
Chart.
What
does
the
red
bar
indicate?
41. QuesBon
#8q
A:
Team
is
likely
to
complete
A,
C,
D
and
E
features
B:
Sprint
progress
looks
healthy
C:
Feature
B
might
only
be
done
parBally
D:
Sprint
appears
to
be
at
major
risk
This
is
scrum
task
board
on
Day
14
of
a
4
week
sprint.
What
is
your
interpretaBon?
42. QuesBon
#9q
A:
Safety,
Straighten,
Shine,
Standardize,
Sustain
B:
Sort,
Straighten,
Security,
Standardize,
Sustain
C:
Sort,
SaBsfacBon,
Shine,
Standardize,
Sustain
D:
Sort,
Straighten,
Shine,
Standardize,
Sustain
5S
is
the
name
of
a
workplace
organizaBon
method
that
uses
a
list
of
five
Japanese
words:
seiri,
seiton,
seiso,
seiketsu,
and
shitsuke.
Name
them
in
English:
43. QuesBon
#10q
A:
They
are
a
result
of
brainstorming
B:
They
provide
a
start-‐point
to
evaluate
products
C:
They
are
much
cheaper
compared
to
personas
D:
They
are
based
on
market
research
What
is
not
true
about
proto-‐personas?
44. QuesBon
#11q
A:
2
sprints
B:
4
sprints
C:
3
sprints
D:
1
sprint
In
Miller-‐Sy
method
of
integraBng
User-‐
Centered
Design
with
Agile
Development,
how
many
cycles
are
needed
for
implemenBng
all
UCD
tasks?
45. QuesBon
#12q
A:
Pivot
Before
Problem-‐SoluBon
Fit,
OpBmize
Azer
B:
Pivot
Before
Scaling,
OpBmize
Azer
C:
Pivot
Before
Product/
Market
Fit,
OpBmize
Azer
D:
OpBmize
Before
Product/
Market
Fit,
Pivot
Azer
As
per
Ash
Maurya,
what
is
the
right
strategy
concerning
pivoBng
and
opBmizaBon
in
a
startup?
46. QuesBon
#13q
A:
Customer
Segment
Pivot
B:
Zoom-‐out
Pivot
C:
Pla|orm
Pivot
D:
Zoom-‐in
Pivot
In
this
case,
what
previously
was
considered
a
single
feature
in
a
product
becomes
the
whole
product.
E.g.
Burbn
to
Instagram.
What
type
of
pivot
are
we
talking
about?
47. QuesBon
#14q
A:
Low-‐fi
Design
B:
Design
Charre+e
C:
Paper
Prototyping
D:
Design
Thinking
A
____________
is
a
short,
collaboraBve
meeBng
during
which
members
of
a
team
quickly
collaborate
and
sketch
to
explore
and
share
a
broad
diversity
of
design
ideas.
48. QuesBon
#15q
A:
Full-‐funcBonal
product
B:
Paper
Prototype
C:
Video
demo
of
a
product
that
doesn’t
exist
yet
D:
Mockup
web
page
Which
of
the
following
is
not
a
great
idea
for
an
MVP?
49. QuesBon
#16q
A:
MulB-‐modal
CommunicaBon
B:
AdapBve
Web
Delivery
C:
Tableless
Web
Design
D:
Responsive
Web
Design
_____________is
a
web
design
approach
aimed
at
crazing
sites
to
provide
an
opBmal
viewing
experience—easy
reading
and
navigaBon
with
a
minimum
of
resizing,
panning,
and
scrolling—across
a
wide
range
of
devices
from
mobile
phones
to
desktop
computer
monitors
51. Fun
and
Final
Round
• Let’s
Build
a
Mind
Map
of
Agile
Sozware
Development
• Team
can
enlist
any
number
of
volunteers
from
the
audience
• Paper,
Tape,
Coloring
Pens
will
be
provided
• Time:
15
minutes