Asse pdc 2010 reg iv revision 3 23-10

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The document provides tips for engaging adult learners in training sessions. It recommends knowing the topic and how it relates to the learners' experiences. The training should align with other relevant training and have clear learning objectives. Presenters should respect the learners' experiences, seek their participation, and build rapport. Offering affirmation and evaluating to adjust future training can help visualize success.

Education

Steering Clear of Tips for Engaging the Adult Learner Richard Pollock, CSP

Avoiding The BLACK HOLE Current Relevant Accurate

#1: Know the topic and how it relates to them

Propane events get Headlines Toronto 2008

Call On Experience Current Relevant Accurate

Visualize Success Current Relevant Accurate

Bruce M. Clay discusses SEO best practices in 3 key areas: on-page factors like keywords, titles and headings; expertness through links; and copywriting with clarifying words. Additional best practices include using engagement objects, proper site architecture in "silos", and ensuring good server/software performance. The presentation emphasizes writing naturally for the audience, linking appropriately to demonstrate expertise, and grouping related content together with internal links.

ручак на облакодеру

Славица Јурић

Un mundo sin granjas

Paisaje y Sociedad, Clase 2010-2

La agricultura industrial ha causado graves daños ambientales como la contaminación del agua y el cambio climático. Algunos expertos proponen un futuro sin granjas industriales y en su lugar promueven sistemas alimentarios sostenibles basados en pequeñas granjas y agricultura ecológica. Estos enfoques podrían alimentar a la población mundial de forma más saludable y respetuosa con el medio ambiente.

Leveraging Reuse-related Maturity Issues for Achieving Higher Maturity & Capa...

Luigi Buglione

During the past 20 years Maturity & Capability Models (MCMs) become a buzzword in the ICT world. Since the initial Crosby’s idea in 1979, plenty of models have been created in the Software & Systems Engineering domains, addressing various perspectives. By analyzing the content of the Process Reference Models (PRM) in many of them, it can be noticed that reuse-related issues have unfortunately often little importance in the appraisals of the capabilities of software organizations while in practice they are considered as significant contributors in traditional process and organizational performance appraisals. While MCMs represent a good mean for assessing the status of a set of processes, integrating two or more models with a common area of focus can offer more information and value for an organization. The aim of this paper is to present some information about Reuse best practices and models, keep the best components from each model and – using the LEGO (Living EnGineering prOcess) approach to process improvement - merge those best practices from several types of maturity models into an organizational Business Process Model (BPM) in order to achieve in an easier and faster way higher organizational maturity and capability levels.

Leveraging Empirical Results for Software Business Success: Some Thoughts

Luigi Buglione

This document summarizes a workshop on leveraging empirical results for software business success. It discusses possible issues that could be discussed between researchers and practitioners, such as researchers needing long-term data collection while practitioners need short-term results. It also presents some potential questions to address communication between research and industry, such as what percentage of profits companies reinvest in R&D. The document concludes by thanking the audience and noting the presenter's interest in addressing problems.

Abstract. [Context/motivation] Quality requirements (QRs) are a concern of both requirement engineering (RE) specialists and software architects (SAs). However, the majority of empirical studies on QRs take the RE analysts’/clients’ perspectives, and only recently very few included the SAs’ perspective. As a result, (i) relatively little is known about SAs’ involvement in QRs engineering and their coping strategies, and (ii) whatever is known mostly comes from small and midsized projects. [Question/problem] The question in this exploratory study is how SAs cope with QRs in the context of large and contract-based software system delivery projects. [Principal ideas/results] We executed an exploratory case study with 20 SAs in the context of interest. The key results indicate the role SAs play in QRs engineering, the type of requirements communication processes SAs are involved in, the ways QRs are discovered, documented, quantified, validated and negotiated. Our most important findings are that in contract-based contexts: (1) the QRs are approached with the same due diligence as the functional requirements and the architecture design demand, (2) the SAs act proactively and embrace responsibilities over the QRs, (3) willingness to pay and affordability seem as important QRs prioritization criteria as cost and benefits do, and (4) QRs engineering is perceived as a social activity and not as much as a tool and method centric activity.[Contribution] The main contributions of the paper are (i) the explication of the QRs process from SAs’ perspective, and (ii) the comparison of our findings with previously published results

Mapping, Architetture di Processo e Integrazione dei Sistemi: una applicazion...

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Sizing The Entire Development Process

Luigi Buglione

This document discusses measuring and evaluating productivity for both functional and non-functional requirements (NFRs). It describes SNAP (Software Non-functional Assessment Process), a new NFR sizing method developed by IFPUG. SNAP divides NFRs into categories and sub-categories to assign size in SNAP Points. The document advocates measuring both functional size units (FSUs) and non-functional size units (NFSUs) to more accurately evaluate overall productivity. It provides an example of how to incorporate NFR-related tasks into work breakdown structures and schedules.

Experimental Study Using Functional Size Measurement in Building Estimation M...

Luigi Buglione

Capitulo v y vi

Paisaje y Sociedad, Clase 2010-2

Este documento contiene información sobre dos capítulos. El primer capítulo habla sobre el zoológico perdido y la extinción de especies animales en América, mencionando posibles teorías como el exceso de frío, enfermedades introducidas por humanos o caza excesiva. El segundo capítulo discute la paradoja africana, donde a pesar de ser el continente de origen de los humanos, mantiene una gran biodiversidad, contrastándolo con cómo los seres humanos han alterado otros ecosistemas.

Software Sustainability: a Broader Perspective

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Light Maturity Models (LMM): An Agile Application

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Performance Calculation and Benchmarking using the ISBSG Release 10 Data Rep...

Luigi Buglione

Traditional benchmarking models in software engineering are typically based on the concept of productivity, first defined as a single ratio of output to input, and then combined with various cost factors leading to a single value. By contrast, the concept of performance is more comprehensive than productivity, and can handle other dimensions as well, like quality. Multidimensional models, such as those in the QEST/LIME family, are therefore necessary to adequately represent performance. In software engineering, software process improvement models typically treat productivity and performance as two distinct concepts, and at two distinct maturity levels and in distinct process areas. This presentation explores how information from a comprehensive measurement program can be used to analyze performance. The project repository of the International Software Benchmarking Standards Group – ISBSG – is used as a case study to illustrate various aspects of the multi-dimensional QEST-LIME performance model.

Experimental Study Using Functional Size Measurement in Building Estimation M...

Luigi Buglione

This paper reports on an experiment that investigates the predictability of software project size from software product size. The predictability research problem is analyzed at the stage of early requirements by accounting the size of functional requirements as well as the size of non-functional requirements. The experiment was carried out with 55 graduate students in Computer Science from Concordia University in Canada. In the experiment, a functional size measure and a project size measure were used in building estimation models for sets of web application development projects. The results show that project size is predictable from product size. Further replications of the experiment are, however, planed to obtain more results to confirm or disconfirm our claim.

Balanced Measurement Sets: Criteria for Improving Project Management Practices

Luigi Buglione

The availability of a measurement framework right at the early stage of a project can have a very positive impact in the management of software development process. In this paper, we cope with this problem proposing a methodology that can allow an early adoption of balanced measurement sets, which will be iteratively refined at each iteration of the process. The proposed methodology can be implemented and supported by open source tools like the Spago4Q platform.

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Government Job Salary, India Govt rules for recruitment, salary promotion

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This document summarizes recruitment rules for several government jobs, including: 1) Secretary-cum-Registrar requires a bachelor's degree, 12 years of experience including 5 years in an administrative role, and is selected via promotion but can also be directly recruited. 2) Assistant Secretary requires a bachelor's degree, 5 years of assistant secretary experience or 7 years of administrative experience, and is selected via promotion or direct recruitment. 3) Technical Assistant requires a bachelor's degree and 2 years experience, and is directly recruited. 4) Several other roles like Head Clerk, UDC, LDC have promotion and direct recruitment rules defined for qualifications, experience required, and selection process.

Improving Estimations in Agile Projects: Issues and Avenues

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Software or Service? That’s the question!

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In Information and Communication Technology (ICT) a ‘deliverable’ may be either software (perceived as an ‘output’) or a service (perceived as an ‘outcome’). On the one hand, the differences between software and service have led to the design of parallel models and lifecycles with more commonalities than differences, thereby not supporting the adoption of different frameworks. For instance, a software project could be managed applying best practices for services (e.g. ITIL), while some processes (e.g. Verification & Validation) are better defined in models of the Software Management domain. Thus, this paper aims at reconciling these differences and provides suggestions for a better joint usage of models/frameworks. To unify existing models we use the LEGO approach, which aims at keeping the element of interest from any potential model/framework for being inserted in the process architecture of the target Business Process Model (BPM) of an organization, strengthening the organizational way of working. An example of a LEGO application is presented to show the benefit from the joint view of the ‘software + service’ sides as a whole across the project lifecycle, increasing the opportunity to have many more sources for this type of improvement task.

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A webinar presented by Oscar Roche, hosted and moderated by Mark Graban of KaiNexus. Oscar Roche will discuss how learning and developing the skills provided by the practices of Training within Industry (TWI) and Kata behaviors will develop good coaching practices while simultaneously developing the culture and actual practice of process improvement in your organization. You will learn: The basics of TWI and Kata practices How these skills directly impact an improvement culture. How the development of TWI and Kata develop coaching skills and practices. How coaching plays a key role in the developing a lean culture.

D74 toastmasters mentoring w shop 2016 slideshare version

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This document discusses mentoring in Toastmasters and provides information about establishing an effective mentoring program. It outlines the 8 Toastmasters mentoring programs which focus on areas like speaking skills, manual assignments, and club officer roles. It also discusses personality styles, the roles of mentor and mentee, developing relationships, and potential pitfalls to avoid in a mentoring program. The key aspects covered are establishing structure, providing training, creating agreements between mentors and mentees, and evaluating the program for continuous improvement.

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COMM 202 Tutorial 1 - Stella

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This tutorial covered introductions, course expectations, and an assignment for students to create a skills matrix. The TA introduced herself, sharing about her educational and work experiences. She outlined her strengths from StrengthsQuest and interests. Course expectations were explained, including the importance of professionalism. Assignments were introduced, with the skills matrix being the focus. Students were instructed to create positive stories using the STAR method and failure stories to demonstrate strengths and lessons learned. The tutorial concluded with students answering questions to reflect on their career goals and vision for success. Office hours and assignment deadlines were also reviewed.

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Ashley Backhus presented on building and training an effective booth team. She discussed identifying the ideal team composition with a balance of roles. Teams should understand goals, resources, and factors outside their control. Buy-in from upper management is key. Personality profiles help communicate and motivate different types. Building camaraderie within the team pre-, during, and post-show is important. Potential contention areas should be identified and addressed. The vision for the show may differ from reality, so flexibility is needed. Follow-up after the show through debriefing allows improving future events.

Why Most eLearning Fails: How to Create eLearning that Gets Results

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Let’s admit it: most eLearning just plain sucks! The sad reality is that most eLearning courses require learners to sit through a disappointing experience, where information is poorly organized, the content isn’t relevant, and the interactions seem contrived and without purpose. This is compounded even more when the slideshow-like presentation is interrupted with several poorly written quiz questions and cheesy animations to make it all seem “fun.” In this session, we will explore many of the reasons why most eLearning fails and the components that contribute to bad eLearning design. we will also explore how bad eLearning design can negatively affect the learning experience. Finally, this session will walk you through several practical methods you can immediately apply to fix your bad eLearning courses. In this session, you will learn: • When to implement a blended learning approach • Why clicking doesn’t make interactivity meaningful • Why good eLearning requires more than instructional design • Why knowledge and behavior aren’t mutually exclusive

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The document provides guidance on conducting effective employee appraisals. It discusses preparing for appraisals by understanding objectives, timescales and forms. It also covers how to structure appraisal meetings by listening, giving feedback and setting goals. The document emphasizes handling negative reactions professionally and providing constructive feedback to drive performance improvement. Exercises are included to practice appraisal skills.

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Mentoring developers - Zendcon 2012

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This document discusses mentoring relationships and provides advice for mentors and mentees at different stages. It notes that mentoring involves turning a person's raw potential into something useful by providing information, role modeling, advice, networking, and interaction. For mentees, the key aspects are finding a good mentor, defining goals, communicating, and having an exit strategy. Mentors should trust, listen, help mentees achieve goals, and provide constructive feedback and support. The roles and needs change as mentees progress from beginning to intermediate to advanced levels. Mentors should continue challenging mentees and helping them grow outside their comfort zones.

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