Many large software projects turn into software horror stories, resulting in newspaper headlines and even political issues. Often, the project costs and schedule were estimated unrealistically optimistic, using immature estimation techniques. A relatively simple way to avoid many problems is to perform a reality check on the estimate. This presentation was given on the conference of the International Cost Estimating and Analysis Association (ICEAA2014), June 2014 (Denver, USA)
There are four major questions that need answers when applying agile software development to DOD development programs
1. How can Agile Development methods increase the Probability of Program Success (PoPS) on Earned Value programs?
2. How can Agile development be integrated with the FAR / DFAR and OMB mandates for program performance measures using Earned Value?
3. What are the “touch” points (or possible collision points) between Agile and EIA-748-C?
4. What are the measures of success for Agile methods in the context of EIA-748-C?
Forecasting cost and schedule performanceGlen Alleman
For credible decisions to be made, we need confidence intervals on all the numbers we use to make decisions.
These confidence intervals come from the underlying statistics and the related probabilities.
Statistical forecasting, using time series analysis of past performance, is mandatory for any credible discussion of project performance in the future.
PM Chapter on Agile IT Project Management MethodsGlen Alleman
The nations prosperity depends of information technology (IT) software. The nation’s IT software industry depends on the timely delivery of high quality products to eager customers. This industry is slipping further behind in quality and timely delivery every year. The gap continues to grow.
There are four major questions that need answers when applying agile software development to DOD development programs
1. How can Agile Development methods increase the Probability of Program Success (PoPS) on Earned Value programs?
2. How can Agile development be integrated with the FAR / DFAR and OMB mandates for program performance measures using Earned Value?
3. What are the “touch” points (or possible collision points) between Agile and EIA-748-C?
4. What are the measures of success for Agile methods in the context of EIA-748-C?
Forecasting cost and schedule performanceGlen Alleman
For credible decisions to be made, we need confidence intervals on all the numbers we use to make decisions.
These confidence intervals come from the underlying statistics and the related probabilities.
Statistical forecasting, using time series analysis of past performance, is mandatory for any credible discussion of project performance in the future.
PM Chapter on Agile IT Project Management MethodsGlen Alleman
The nations prosperity depends of information technology (IT) software. The nation’s IT software industry depends on the timely delivery of high quality products to eager customers. This industry is slipping further behind in quality and timely delivery every year. The gap continues to grow.
Understanding the five immutable principles to project success will help project managers deliver on time, on budget when talking projects of any size, in any domain
The management of software development is fraught with risk: technical risk, market risk, requirements risk, and financial risk. This paper describes nine (9) key management principles for
guiding the development of a software project. These principles are not original. They are taken directly from the work of Norm Brown, the founder and executive Director of the Software Program Managers Network (SPMN).
Recent College of Performance Management Webinar on using Technical Performance to inform Earned Value Management. Six steps to building a credible Performance Measurement Baseline to connect the dots between all the elements of the program
ERP, PDM, CRM, and EDM system critical success factors (CSF) have significant impacts on the success or failure of the project.
What are these CSF’s and how can a project asses their compliance against them?
IS EARNED VALUE + AGILE A MATCH MADE IN HEAVEN?
Increasing the Probability of Program Success requires by connecting the dots between EV and Agile Development.
Presented at
The Nexus of Agile Software Development and
Earned Value Management, OSD-PARCA,
February 19 – 20, 2015
Institute for Defense Analysis, Alexandria, VA
Integrated Agile with EVM -- Executive overviewGlen Alleman
Earned Value Management and Agile Software Development have much in common. The most important is progress to plan is measured by Physical Percent Complete with tangible evidence of working products at the end of planned period of performance.
For software intensive system of systems, agile development provides powerful tools for producing working software on frequent boundaries to gain needed customer feedback to assure the program is going in the right direction.
Earned Value Management and Agile Software Development have much in common. Most important is progress to plan measured by Physical Percent Complete with tangible evidence of working products at the end of planned period of performance.
For Software Intensive System of Systems (SISoS), agile development provides the tool for producing working software on frequent intervals needed for customer feedback to assure the program is going in the right direction.
Probabilistic Schedule and Cost AnalysisGlen Alleman
An overview of the probabilistic risk analysis processes that can be applied to a program. Although it may not appear to be a “simple” overview, this material is the tip of the iceberg of this complex topic.
Just schedule analysis has been addressed in detail here. The cost aspects of forecasting and simulation must be addressed as well to complete the connections between schedule and cost.
Probabilistic cost will be surveyed here, but an in depth review is for a later time.
The Project Breathalyzer provides program managers with a quick look at software project health. They identify software projects that "should not be in the road." The Breathalyzer determines whether key program elements exist, without which the program is not likely to suceed.
Performance-Based Project Management® id s deliverables based approach to project success. Deliverables start with the needed capabilities that the project produces to meet the mission objectives or fulfill a business case.
These deliverables fulfill the requirements, assessed through Measures of Effectiveness and Measures of Performance
Project driven organization require lifecycle management to successfully deliver value to those paying for the outcomes of the project effort. This involves processes and data for Executive processes, Enterprise Governance, Program Management Office activities, Applications that enable the delivery of value, and overarching processes and data.
Increasing the Probability of Project Success with Five Principles and PracticesGlen Alleman
There are many approaches to managing projects in every domain.
This seminar lays the foundations for increasing the probability of project success, no matter the domain, what technology, what approach to delivering the outcomes of the project.
The principles of this approach are immutable.
The practices for implementing the principles are universally applicable.
Each chart in this presentation, contains guidance that can be applied to your project, no matter the domain.
In our short hour here, we’re going to cover a lot of material.
The bibliography contains the supporting materials we can tailor to your individual project
The use of an architecture–centered development process for delivering information technology began with the introduction of client / server based systems. Early client/server and legacy mainframe applications did not provide the architectural flexibility needed to meet the changing business requirements of the modern manufacturing organization. With the introduction of Object Oriented systems, the need for an architecture–centered process became a critical success factor. Object reuse, layered system components, data abstraction,
web based user interfaces, CORBA, and rapid development and deployment processes all provide economic
incentives for object technologies. However, adopting the latest object oriented technology, without an adequate understanding of how this technology fits a specific architecture, risks the creation of an instant legacy
system.
The Impedance Mismatch in Integrated Engineering Design Systems is an issue in the Integration of commercial off the shelf (COTS) components.
This issue is a member of the Impedance Mismatch
problems found when commercial off the shelf
components are assembled into systems.
This mismatch occurs when event, control sequence,
or data semantics of two or more participating application
domains are mismatched.
During the system integration process the impedance
mismatch must be addressed through some means,
either through an integration layer which hides the
mismatch or through an integrating service, such as
CORBA, which facilitates the impedance adaptation
between the applications.
Understanding the five immutable principles to project success will help project managers deliver on time, on budget when talking projects of any size, in any domain
The management of software development is fraught with risk: technical risk, market risk, requirements risk, and financial risk. This paper describes nine (9) key management principles for
guiding the development of a software project. These principles are not original. They are taken directly from the work of Norm Brown, the founder and executive Director of the Software Program Managers Network (SPMN).
Recent College of Performance Management Webinar on using Technical Performance to inform Earned Value Management. Six steps to building a credible Performance Measurement Baseline to connect the dots between all the elements of the program
ERP, PDM, CRM, and EDM system critical success factors (CSF) have significant impacts on the success or failure of the project.
What are these CSF’s and how can a project asses their compliance against them?
IS EARNED VALUE + AGILE A MATCH MADE IN HEAVEN?
Increasing the Probability of Program Success requires by connecting the dots between EV and Agile Development.
Presented at
The Nexus of Agile Software Development and
Earned Value Management, OSD-PARCA,
February 19 – 20, 2015
Institute for Defense Analysis, Alexandria, VA
Integrated Agile with EVM -- Executive overviewGlen Alleman
Earned Value Management and Agile Software Development have much in common. The most important is progress to plan is measured by Physical Percent Complete with tangible evidence of working products at the end of planned period of performance.
For software intensive system of systems, agile development provides powerful tools for producing working software on frequent boundaries to gain needed customer feedback to assure the program is going in the right direction.
Earned Value Management and Agile Software Development have much in common. Most important is progress to plan measured by Physical Percent Complete with tangible evidence of working products at the end of planned period of performance.
For Software Intensive System of Systems (SISoS), agile development provides the tool for producing working software on frequent intervals needed for customer feedback to assure the program is going in the right direction.
Probabilistic Schedule and Cost AnalysisGlen Alleman
An overview of the probabilistic risk analysis processes that can be applied to a program. Although it may not appear to be a “simple” overview, this material is the tip of the iceberg of this complex topic.
Just schedule analysis has been addressed in detail here. The cost aspects of forecasting and simulation must be addressed as well to complete the connections between schedule and cost.
Probabilistic cost will be surveyed here, but an in depth review is for a later time.
The Project Breathalyzer provides program managers with a quick look at software project health. They identify software projects that "should not be in the road." The Breathalyzer determines whether key program elements exist, without which the program is not likely to suceed.
Performance-Based Project Management® id s deliverables based approach to project success. Deliverables start with the needed capabilities that the project produces to meet the mission objectives or fulfill a business case.
These deliverables fulfill the requirements, assessed through Measures of Effectiveness and Measures of Performance
Project driven organization require lifecycle management to successfully deliver value to those paying for the outcomes of the project effort. This involves processes and data for Executive processes, Enterprise Governance, Program Management Office activities, Applications that enable the delivery of value, and overarching processes and data.
Increasing the Probability of Project Success with Five Principles and PracticesGlen Alleman
There are many approaches to managing projects in every domain.
This seminar lays the foundations for increasing the probability of project success, no matter the domain, what technology, what approach to delivering the outcomes of the project.
The principles of this approach are immutable.
The practices for implementing the principles are universally applicable.
Each chart in this presentation, contains guidance that can be applied to your project, no matter the domain.
In our short hour here, we’re going to cover a lot of material.
The bibliography contains the supporting materials we can tailor to your individual project
The use of an architecture–centered development process for delivering information technology began with the introduction of client / server based systems. Early client/server and legacy mainframe applications did not provide the architectural flexibility needed to meet the changing business requirements of the modern manufacturing organization. With the introduction of Object Oriented systems, the need for an architecture–centered process became a critical success factor. Object reuse, layered system components, data abstraction,
web based user interfaces, CORBA, and rapid development and deployment processes all provide economic
incentives for object technologies. However, adopting the latest object oriented technology, without an adequate understanding of how this technology fits a specific architecture, risks the creation of an instant legacy
system.
The Impedance Mismatch in Integrated Engineering Design Systems is an issue in the Integration of commercial off the shelf (COTS) components.
This issue is a member of the Impedance Mismatch
problems found when commercial off the shelf
components are assembled into systems.
This mismatch occurs when event, control sequence,
or data semantics of two or more participating application
domains are mismatched.
During the system integration process the impedance
mismatch must be addressed through some means,
either through an integration layer which hides the
mismatch or through an integrating service, such as
CORBA, which facilitates the impedance adaptation
between the applications.
When we hear that a proposed process, tool, method or any ideas is all about "risk management," check to see if it covers these areas. If not, the suggestion is not really about risk management.
We have lots data. Let’s use it create more credible estimates to help tame the growth beast. In spite the estimating community’s efforts to provide credible estimates, government programs still seem to deliver less than promised, cost more than planned, and take longer than needed. When estimates are consistently biased low:
- Decisions of choice are distorted
- Cost growth causes more growth as programs are stretched out to fund portfolios with fixed budgets
- Taxpayers become more cynical and negative about government
- The estimating community’s credibility is seriously questioned
Una pequeña reflexión sobre diferentes maneras de evitar que los perros manchen la calle con sus necesidades. Nos encontramos desde avisos procedentes de las autoridades, tanto apelando a la ley como premiando actitudes positivas, hasta carteles hechos por particulares.
Slides as given for the Feb. 12, 2014 talk at Bay Area Software Testers.
(btw, I failed to give credit for the "Stand Back!" t-shirt image, it was from the XKCD T-shirt here: http://store-xkcd-com.myshopify.com/products/try-science)
Also forgot reference to the paper on Fibonacci numbers in planning poker affecting estimates: http://simula.no/publications/Simula.simula.1282/simula_pdf_file
Delivering programs with less capability than promised, while exceeding the cost and planned durations, distorts decision making, contributes to increasing cost growth to other programs, undermines the Federal government’s credibility with taxpayers and contributes to the public’s negative support for these programs.
Many reasons have been hypothesized and documented for cost and schedule growth. The authors review some of these reasons, and propose that government and contractors use the historical variability of the past programs to establish cost and schedule estimates at the outset and periodically update these estimates with up-to-date risks, to increase the probability of program success. For this to happen, the authors recommend changes to estimating, acquisition and contracting processes.
This is a Software Estimation Guide for Practitioners, It includes information about the Software Estimation Process, Complexities, Estimation Methods (Size, Effort, Cost) and Techniques (Function Point, COCOMO and the Use Case based Estimation)
This blog help you to estimate the cost of software development project. For more detail information Read full article here, https://www.vrinsofts.com/how-to-estimate-software-development-project-cost/
Estimation is critical to IT demand management as today's senior IT executives deal with a familiar challenge - how to balance the size of the development team with the company's software wish list. Modern estimation techniques offer critical insight into this challenge. In this presentation, you will learn the ins and outs of estimation and how to effectively utilize estimation to ensure project success.
Metrics serve as important indicator of the efficiency and effectiveness of software process. Analysis of defined metrics helps identify area of improvement and devise subsequent actions.......Read more
Computer Network tutorial provides basic and advanced concepts of Data Communication & Networks (DCN). Our Computer Networking Tutorial is designed for beginners and professionals.
Our Computer Network tutorial includes all topics of Computer Network such as introduction, features, types of computer network, architecture, hardware, software, internet, intranet, website, LAN, WAN, etc.
What is Computer Network?
A computer network is a set of devices connected through links. A node can be computer, printer, or any other device capable of sending or receiving the data. The links connecting the nodes are known as communication channels.
Computer Network uses distributed processing in which task is divided among several computers. Instead, a single computer handles an entire task, each separate computer handles a subset.
Following are the advantages of Distributed processing:
Security: It provides limited interaction that a user can have with the entire system. For example, a bank allows the users to access their own accounts through an ATM without allowing them to access the bank's entire database.
Faster problem solving: Multiple computers can solve the problem faster than a single machine working alone.
Security through redundancy: Multiple computers running the same program at the same time can
Software organizations that want to maximize the yield of Software Testing find that choosing the right testing strategy is hard, and most testing managers are ill-prepared for this. The organization has to learn how to plan testing efforts based on the characteristics of each project and the many ways the software product is to be used. This tutorial is intended for Software professionals who are likely to be responsible for defining the strategy and planning of the testing effort and managing it through its life cycle. These roles are usually Testing Managers or Project Managers.
Similar to Avoid software project horror stories - check the reality value of the estimate first (20)
Improve Estimation maturity using Functional Size Measurement and Historical ...Harold van Heeringen
Many software projects still fail in recent years, also agile projects. Improving estimation maturity in order to start with a realistic estimate instead of an optimistic one can really save billions of dollars in most local software industries. The Chinese government may now be moving towards an active software estimation maturity improvement strategy in its new 5-year plan. Functional size measurement and relevant historical data as well as parametric estimation tools are key to such a strategy. This presentation was the key-note speech at the China System and Software Process Improvement Association conference on software estimation, Beijing China, May 27 2016.
Nowadays, as the software industry is slowly becoming more mature, software measurement and performance measurement are becoming increasingly important. Organizations need to know their productivity and competitiveness in software development projects for various reasons. In many software development contracts, targets are set for the suppliers to reach. These targets are based on software metrics like productivity, speed of delivery and software quality. In order to check if the targets are reached, it is necessary to measure the functional size of the software product that is delivered and also the functional size of the software development project that is carried out, as there is usually a difference between these two sizes. To be able to use functional size in contracts, it must be measured in an objective, repeatable, verifiable and therefore defensible way. That being the case, the industry’s best practice is to use an ISO/IEC standard for functional size measurement, e.g. Nesma, COSMIC or IFPUG function points. However, these methods only measure the functional user requirements from the total software requirements to be delivered. In activities like project estimation and productivity measurement, the influence of the non-functional requirements is expressed in the Project Delivery Rate (PDR) which is expressed in effort hours per function point. If more than the average amount of non-functional requirements need to be realized in a project (or more severe non-functional requirements), the PDR used should also be higher. In the industry it is customary to set productivity targets based on an average (or calibrated) influence of non-functional requirements and this works quite fine in traditional software projects. In software development projects that are executed in an agile way, this is not always the case. When working agile, there are forces that influence the traditional way of performance measurement significantly, resulting in a number of serious issues. In this paper these issues are explained and a method to overcome these issues is proposed.
Nowadays, as the software industry is slowly becoming more mature, software measurement and performance measurement are becoming increasingly important. Organizations need to know their productivity and competitiveness in software development projects for various reasons. In many software development contracts, targets are set for the suppliers to reach. These targets are based on software metrics like productivity, speed of delivery and software quality. In order to check if the targets are reached, it is necessary to measure the functional size of the software product that is delivered and also the functional size of the software development project that is carried out, as there is usually a difference between these two sizes. To be able to use functional size in contracts, it must be measured in an objective, repeatable, verifiable and therefore defensible way. That being the case, the industry’s best practice is to use an ISO/IEC standard for functional size measurement, e.g. Nesma, COSMIC or IFPUG function points. However, these methods only measure the functional user requirements from the total software requirements to be delivered. In activities like project estimation and productivity measurement, the influence of the non-functional requirements is expressed in the Project Delivery Rate (PDR) which is expressed in effort hours per function point. If more than the average amount of non-functional requirements need to be realized in a project (or more severe non-functional requirements), the PDR used should also be higher. In the industry it is customary to set productivity targets based on an average (or calibrated) influence of non-functional requirements and this works quite fine in traditional software projects. In software development projects that are executed in an agile way, this is not always the case. When working agile, there are forces that influence the traditional way of performance measurement significantly, resulting in a number of serious issues. In this paper these issues are explained and a method to overcome these issues is proposed.
The importance of benchmarking software projects - Van Heeringen and OgilvieHarold van Heeringen
Benchmarking is a crucial management activity that enables organizations to understand how competitive they are. Using functional size measurement methods and historical data enables organizations to improve their processes and become more succesful.
ISMA 9 - van Heeringen - Using IFPUG and ISBSG to improve organization successHarold van Heeringen
Introduction to the International Software Benchmarking Standards Group and 3 cases in which function points together with ISBSG data really resulted in business value:
- Reality check of an estimate made by experts
- Assessing the competitive position of a department
- Selecting a single software supplier
This presentation shows why it is important to benchmark the performance of software projects and organizations. Measurement of performance and comparing this to relevant peer groups provides the knowledge and understanding for managemenr to make informed decisions on where the organization stands and where it should go. This presentation was given at the Italian GUFPI-ISMA conference (December 2013) and addressed also the way the Italian industry is performing according to the ISBSG Country Analysis report.
Using the ISBSG data to improve your organization success - van Heeringen (Me...Harold van Heeringen
This presentation gives an introduction into the ISBSG organization and shows how the ISBSG products and data can help the software industry to become more mature. Three cases from personal experience are showed: a reality check of an expert estimate (that turned out to be optimistic), the analysis of the outgoing bids of a software supplier and the measurement of the performance of a single supplier, providing target productivity levels they should reach.
DevOps and metrics presentation, co-presentation by Dave van Herpen and Harold van Heeringen (both Sogeti Nederland B.V.). The key message of the presentation is the fact that metrics are important in DevOps environments and that it is important to do a thorough analysis of which metrics are important to collect and for which reasons.
In many organizations, bottom up estimation of software development projects is still the way to go. Management feels that top-down (parametric) estimation models require too much effort and cost. In this presentation, a random selection of 10 bids are analyzed and the bottom-up estimates and top-down estimates are compared with regard to accuracy and effort spend.
In many organizations, bottom up estimation of software development projects is still the way to go. Management feels that top-down (parametric) estimation models require too much effort and cost. In this paper, a random selection of 10 bids are analyzed and the bottom-up estimates and top-down estimates are compared with regard to accuracy and effort spend.
When clients outsource their software development projects, they need to make sure that these suppliers don't overprice the projects. As it is often not longer possible to select the best offer, there should be another mechanism to measure the value that they are getting in comparison to the money they are paying. Supplier Performance Measurement enables clients to keep in control of theis project costs in outsourcing situations and to negotiate performance improvements with the suppliers.
Project Control using functional size - which method to use?Harold van Heeringen
Project Control is one of the most difficult tasks of a project manager. To assess whether a project is still on track is very difficult because the team members often report overconfident status reports. Using functional size and specialized tooling, like QSM Control or SEER PPMC, helps the project manager to get a real good understanding of the status of the project. These tools produce accurate forecasts and offer the possibility to do what-if analysis in order to select the best way to get a project back on track. In this presentation, it is examined which method would produce the best results, NESMA or IFPUG FPA or COSMIC FPA.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
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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.
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
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.
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
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.
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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
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Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
Explore the world of the Taurus zodiac sign. Learn about their stability, determination, and appreciation for beauty. Discover how Taureans' grounded nature and hardworking mindset define their unique personality.
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➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
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Avoid software project horror stories - check the reality value of the estimate first
1. | READY TO CONNECT SOFTWARE METRICS| READY TO CONNECT SOFTWARE METRICS
Avoid software project horrorAvoid software project horror
storiesstories
Check the reality value of theCheck the reality value of the
estimate first!estimate first!
Harold van HeeringenHarold van Heeringen
ICEAA 2014ICEAA 2014
2. | READY TO CONNECT SOFTWARE METRICS| READY TO CONNECT SOFTWARE METRICS
NESMA board member
Nederlandse Software Metrieken Association
www.nesma.org
President ISBSG
International Software Benchmarking Standards Group
www.isbsg.org
IAC member COSMIC
Common Software Measurement International Consortium
www.cosmicon.com
Senior Software Cost Engineer,
Sogeti Nederland B.V.
www.sogeti.com
Harold van HeeringenHarold van Heeringen
3. | READY TO CONNECT SOFTWARE METRICS| READY TO CONNECT SOFTWARE METRICS
Software project horror stories – what are they?
The software industry – when will it mature?
Experts – what’s wrong with them?
Why should we do parametric software estimates?
How can we assess the reality value of an estimate?
What should we do to avoid horror stories, or at least
decrease the risk of these to happen?
Questions for our session todayQuestions for our session today
4. | READY TO CONNECT SOFTWARE METRICS| READY TO CONNECT SOFTWARE METRICS
Software industrySoftware industry
5. | READY TO CONNECT SOFTWARE METRICS| READY TO CONNECT SOFTWARE METRICS
ImpactImpact
Deliver too late: losing
business.
Fail/stop: loss of time,
money, business and still no
solution for the problem that
needed to be solved.
Waste of resources that
could have been deployed
successfully otherwise.
Failing IT projects cost the government 7
billion USD per year
Projects > 10 million USD only 7%
succeeds.
In total, only 30% of IT projects are
successful.
These are tax dollars and one of the
reasons the whole country was in
recession for years.
6. | READY TO CONNECT SOFTWARE METRICS| READY TO CONNECT SOFTWARE METRICS
Horror storiesHorror stories
7. | READY TO CONNECT SOFTWARE METRICS| READY TO CONNECT SOFTWARE METRICS
Unstable user requirements
• Starting the development too early in the project
• Not enough time spent on requirements analysis
• Users not involved or not involved enough
Unrealistic project expectations
• Usually: only expert estimates (optimistic)
• Pressure to lower cost and deliver faster
• End date is not estimated, but a given
• Duration is an important cost driver!
Two main reasonsTwo main reasons
8. | READY TO CONNECT SOFTWARE METRICS| READY TO CONNECT SOFTWARE METRICS
Worst in class software development organizations spend
7,5% of the project budget on requirements
Best in class software development organizations spend 28%
of the project budget on requirements
More effort spent on requirements increases project success!
RequirementsRequirements
Coding and TestingReq.
1,5 hours/FP 17,5 hours/FP
Req. Coding and testing
3,0 hours/FP 7,7 hours/FP
9. | READY TO CONNECT SOFTWARE METRICS| READY TO CONNECT SOFTWARE METRICS
Software project industry: low maturity
• Low estimation maturity;
• No or little formal estimation processes;
• No or little use of historical data;
• Customers choose suppliers based on price, not reality.
No reality check before finalizing an estimate! So, many
unrealistically estimated projects actually start!
Results:
• Many failing projects
• Low customer satisfaction rates
Unrealistic expectationsUnrealistic expectations
10. | READY TO CONNECT SOFTWARE METRICS| READY TO CONNECT SOFTWARE METRICS
A realistic estimate is one of the most important conditions for
a successful project.
The estimate is the basis for:
• Business case;
• Planning;
• Proposal (outsourcing: fixed price / date);
• Financial result of the project… and the organization;
• Claiming and releasing of resources;
• Alignment between IT and business / customer;
• Progress reports / dashboards;
• The feeling of the team and the stakeholder.
Without a realistic estimate, the project is likely to fail!
Why do we need realistic estimates?Why do we need realistic estimates?
11. | READY TO CONNECT SOFTWARE METRICS| READY TO CONNECT SOFTWARE METRICS
It’s hard to accurately estimate software projects:
• Software is hard to measure, because intangible;
• Technical environments change all the time;
• Software companies are not mature enough to measure performance
and store the metrics of completed projects;
• Software companies don’t use data of completed projects in new
estimates;
• The estimate often has to be finalized before the requirements are fully
known;
• It’s hard to estimate whether requirements will change, how much they
will change, to factor this in the estimate and to explain this.
• It’s hard to estimate which technical challenged have to be solved during
the project;
• …
Software estimation is hardSoftware estimation is hard
12. | READY TO CONNECT SOFTWARE METRICS| READY TO CONNECT SOFTWARE METRICS
The effect of underestimationThe effect of underestimation
Non-linear extra costs
-Planning errors
-team enlargement more expensive, not faster
-Extra management attention / overhead
-Stress: More defects, lower maintainability !!
Linear extra costs
Extra hours will be used
13. | READY TO CONNECT SOFTWARE METRICS| READY TO CONNECT SOFTWARE METRICS
Two types of software estimation
• Expert estimate (Bottom-up / WBS)
• Parametric (Top-down / methodical)
Expert Estimate
• Technical specialists
• Bottom-up, effort estimate for activities identified (WBS)
Parametric estimate
• Based on size and historical data
• Use of Parametric models
Two types of project estimationTwo types of project estimation
14. | READY TO CONNECT SOFTWARE METRICS| READY TO CONNECT SOFTWARE METRICS
Bottom-up , assign effort hours to work items, based on knowledge and
experience
Advantages:
• Always possible to do and relatively easy;
• Experts ‘see the bears’.
Disadvantages:
• Forgotten activities (testscript reviews. …);
• No good foundation of the estimate, very subjective;
• The expert is not going to de all the work (who will ?);
• How expert is the expert? (projects are unique);
• Experts don’t take into account duration, team size, etc.;
• Experts don’t assess the reality value, no real use of history.
Expert estimatesExpert estimates
Result: expert estimates are optimistic, on
average 30% underestimation.
15. | READY TO CONNECT SOFTWARE METRICS| READY TO CONNECT SOFTWARE METRICS
The effect of underestimationThe effect of underestimation
ExpertExpert
EstimatesEstimates
16. | READY TO CONNECT SOFTWARE METRICS| READY TO CONNECT SOFTWARE METRICS
Top-down, based on size, historical data and parametric models
Advantages:
• Objective, repeatable, verifiable, risk;
• Scenario analysis: duration, team size, % confidence.
Disadvantages:
• Requires a certain maturity level of an organization;
• Measurement and analysis of completed projects;
• Investment in expertise and tooling;
• Documentation requirements – must be possible to measure;
• Knowledge about estimation parameters is necessary.
Result: realistic estimate, scenario’s, risk profile.
Parametric estimatesParametric estimates
Are these really disadvantages?
17. | READY TO CONNECT SOFTWARE METRICS| READY TO CONNECT SOFTWARE METRICS
Parametric estimatesParametric estimates
ParametricParametric
EstimatesEstimates
18. | READY TO CONNECT SOFTWARE METRICS| READY TO CONNECT SOFTWARE METRICS
Many projects start with optimistic estimates
• Organizations that use only expert estimates;
• Outsourcing: suppliers don’t use parametric estimation;
• Outsourcing: customer selects lowest price;
• Business / Customer: pressure to deliver faster and cheaper;
• Final estimates have to be made based on incomplete requirements;
Software horror stories are a common phenomenon
• But many can be avoided by using parametric estimates
• Or at least perform a reality check of the estimate!!
Estimates in practiceEstimates in practice
20. | READY TO CONNECT SOFTWARE METRICS| READY TO CONNECT SOFTWARE METRICS
Most important input parameter is size.
The two most used size units for software are:
Technical size – slocs
• Has to be guessed / not possible to measure upfront
• More slocs is good / bad? Who needs slocs?
• No standard;
• Slocs cannot really be compared between technical environments.
Functional size – function points
• Can be measured upfront (fairly accurately);
• More function points means more functionality;
• ISO/IEC standard;
• Independent of technical environment.
SizeSize
21. | READY TO CONNECT SOFTWARE METRICS| READY TO CONNECT SOFTWARE METRICS
All effort estimates can be broken down to these components:
• Size (Unit of Measure)
• Productivity (effort hours per UoM)
• Adjustments (informed decisions about the specific project)
When this is done, it becomes possible to perform a reality
check based on historical data.
• Company data
• Industry data
Estimate breakdownEstimate breakdown
22. | READY TO CONNECT SOFTWARE METRICS| READY TO CONNECT SOFTWARE METRICS
International Software Benchmarking Standards Group
• Independent and not-for-profit;
• Full Members are non-profit organizations;
• Grows and exploits two repositories of software data (in .xls):
• New developments and enhancements (> 6000 projects);
• Maintenance and support (> 1200 applications).
Everybody can submit project data
DCQ on the site / on request (.xls)
Anonymous
Free benchmark report in return
ISBSGISBSG
23. | READY TO CONNECT SOFTWARE METRICS| READY TO CONNECT SOFTWARE METRICS
Mission: “To improve the management of IT resources by both business
and government, through the provision and exploitation of public
repositories of software engineering knowledge that are standardized,
verified, recent and representative of current technologies”.
All ISBSG data is
•validated and rated in accordance with its quality guidelines
•current
•representative of the industry
•independent and trusted
•captured from a range of organization sizes and industries
ISBSG industry dataISBSG industry data
24. | READY TO CONNECT SOFTWARE METRICS| READY TO CONNECT SOFTWARE METRICS
Reality check of an estimate
1.Break down the estimate
• Size
• Productivity
• Adjustments
2.Select a relevant peer group in the historical database
3.Analyze the productivity of this peer group
4.Define the ‘reality zone’
5.Assess whether the estimate is in the reality zone
• If yes, the estimate is probably realistic
• If no, the estimators have to explain why
Performing a reality checkPerforming a reality check
25. | READY TO CONNECT SOFTWARE METRICS| READY TO CONNECT SOFTWARE METRICS
Project X
Technical environment: Java
Effort estimate (by team of experts): 2000 hours
No risk adjustments made
Breakdown:
1. Functional size: 411 function points (IFPUG)
2. Productivity: 2000/411 = 4.9 hours/FP
3. Adjustments: 0 hours
ExampleExample
26. | READY TO CONNECT SOFTWARE METRICS| READY TO CONNECT SOFTWARE METRICS
ISBSG ‘New Developments & Enhancements’
Select a relevant ‘peer group’
Data Quality A or B
Count approach: IFPUG 4.x or NESMA
Primary Programming Language = ‘Java’
300 FP < Project Size < 500 FP
Select relevant peer groupSelect relevant peer group
27. | READY TO CONNECT SOFTWARE METRICS| READY TO CONNECT SOFTWARE METRICS
488 projects selected
Productivity Analysis:
Reality zone: Percentile 25 – Percentile 75
Data analysisData analysis
Productivity h/FP
Minimum 0.1
Percentile 10 4.5
Percentile25 6.7
Median 9.8
Percentile 75 15.4
Percentile 90 21.6
Maximum 78.3
Average 14.2
Estimate project X: 4.9 h/FP
Not realistic !!
28. | READY TO CONNECT SOFTWARE METRICS| READY TO CONNECT SOFTWARE METRICS
• Accurate software estimation is hard;
• Optimistic estimates result in failing projects;
• Most organizations only use expert estimates;
• Expert estimates usually result in optimistic estimates;
• Performing reality check using historical data is easy.
Strong recommendation:
Conclusions & recommendationConclusions & recommendation
Always perform a reality check to decrease the risk of
horror stories !!
En dus is dit het beeld dat de nesma vanaf nu zal gaan uitstralen
En dus is dit het beeld dat de nesma vanaf nu zal gaan uitstralen
En dus is dit het beeld dat de nesma vanaf nu zal gaan uitstralen
En dus is dit het beeld dat de nesma vanaf nu zal gaan uitstralen
En dus is dit het beeld dat de nesma vanaf nu zal gaan uitstralen
En dus is dit het beeld dat de nesma vanaf nu zal gaan uitstralen
En dus is dit het beeld dat de nesma vanaf nu zal gaan uitstralen
En dus is dit het beeld dat de nesma vanaf nu zal gaan uitstralen
En dus is dit het beeld dat de nesma vanaf nu zal gaan uitstralen
En dus is dit het beeld dat de nesma vanaf nu zal gaan uitstralen
En dus is dit het beeld dat de nesma vanaf nu zal gaan uitstralen
En dus is dit het beeld dat de nesma vanaf nu zal gaan uitstralen
En dus is dit het beeld dat de nesma vanaf nu zal gaan uitstralen
En dus is dit het beeld dat de nesma vanaf nu zal gaan uitstralen
En dus is dit het beeld dat de nesma vanaf nu zal gaan uitstralen
En dus is dit het beeld dat de nesma vanaf nu zal gaan uitstralen
En dus is dit het beeld dat de nesma vanaf nu zal gaan uitstralen
En dus is dit het beeld dat de nesma vanaf nu zal gaan uitstralen
En dus is dit het beeld dat de nesma vanaf nu zal gaan uitstralen
En dus is dit het beeld dat de nesma vanaf nu zal gaan uitstralen
En dus is dit het beeld dat de nesma vanaf nu zal gaan uitstralen
En dus is dit het beeld dat de nesma vanaf nu zal gaan uitstralen
En dus is dit het beeld dat de nesma vanaf nu zal gaan uitstralen
En dus is dit het beeld dat de nesma vanaf nu zal gaan uitstralen
En dus is dit het beeld dat de nesma vanaf nu zal gaan uitstralen
En dus is dit het beeld dat de nesma vanaf nu zal gaan uitstralen
En dus is dit het beeld dat de nesma vanaf nu zal gaan uitstralen
En dus is dit het beeld dat de nesma vanaf nu zal gaan uitstralen
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