Hans-Henrik Olesen - What to Automate and What not to AutomateTEST Huddle
EuroSTAR Software Testing Conference 2009 presentation on What to Automate and What not to Automate by Hans-Henrik Olesen. See more at conferences.eurostarsoftwaretesting.com/past-presentations/
This document outlines a 5-step process for performing a root cause analysis: 1) Define the problem by describing symptoms and what is observed. 2) Collect data on how long the problem has existed, its impact, and different perspectives using a CATWOE analysis. 3) Identify possible causal factors using tools like appreciation, 5 whys, drill down, and cause-and-effect diagrams. 4) Identify the root cause of why the causal factor exists. 5) Recommend and implement solutions to prevent future occurrences, assign responsibilities, and manage risks, using continuous improvement strategies like kaizen. It provides an example task to diagnose a network printing problem at CycleWorld using this root cause analysis model.
The document provides an overview of a hypothetical case study demonstrating how Six Sigma tools can help resolve customer quoting issues at a company. An employee is tasked with fixing long quoting lead times that are angering customers. Initial data analysis shows average lead times are within policy but variations are high. Six Sigma tools like capability studies, ANOVA, and design of experiments help uncover issues and potential solutions like variability between work stations.
'Team Work Within The Test Team - (E2)Q + p + P = TW' by Malini MohankumarTEST Huddle
Team success depends on balancing autonomy with responsiveness to external factors, rather than solely on hiring stars. Effective teams clearly define goals and roles, communicate well, and foster collaboration, trust and accountability among diverse members. Lack of these traits can lead to quality issues, as seen in the example of tester "Joe" working in isolation without support. Building high-performing teams requires ongoing focus on processes, relationships and adapting to change through lessons learned.
This document discusses test-driven development (TDD) and introduces a new testing library called Proof. It argues that TDD is often misunderstood and practiced incorrectly by just going through the motions without improving design. True mastery of TDD requires subtlety and experience gaining improvements through successive refinements. The document cautions that tests can violate good design principles by overly coupling code. It promotes an iterative, incremental approach to design and introduces Proof as a simple, primitive testing library that encourages encapsulation and an elaborative style of working quickly on ideas before firming up structure.
Rikard Edgren - Testing is an Island - A Software Testing DystopiaTEST Huddle
This document summarizes trends in software testing that could diminish its effectiveness and enjoyment. It notes an increasing focus on verification over validation, precise measurement over subjective judgement, and short-term metrics over long-term quality. This narrowing scope risks making testers isolated and limiting their creativity, motivation and ability to consider the full context of a project. The document advocates a holistic and subjective approach that considers people and intangible factors, not just short-term quantifiable results. Subjectivity and considering the whole system, not just parts, are presented as useful for testing.
Hans-Henrik Olesen - What to Automate and What not to AutomateTEST Huddle
EuroSTAR Software Testing Conference 2009 presentation on What to Automate and What not to Automate by Hans-Henrik Olesen. See more at conferences.eurostarsoftwaretesting.com/past-presentations/
This document outlines a 5-step process for performing a root cause analysis: 1) Define the problem by describing symptoms and what is observed. 2) Collect data on how long the problem has existed, its impact, and different perspectives using a CATWOE analysis. 3) Identify possible causal factors using tools like appreciation, 5 whys, drill down, and cause-and-effect diagrams. 4) Identify the root cause of why the causal factor exists. 5) Recommend and implement solutions to prevent future occurrences, assign responsibilities, and manage risks, using continuous improvement strategies like kaizen. It provides an example task to diagnose a network printing problem at CycleWorld using this root cause analysis model.
The document provides an overview of a hypothetical case study demonstrating how Six Sigma tools can help resolve customer quoting issues at a company. An employee is tasked with fixing long quoting lead times that are angering customers. Initial data analysis shows average lead times are within policy but variations are high. Six Sigma tools like capability studies, ANOVA, and design of experiments help uncover issues and potential solutions like variability between work stations.
'Team Work Within The Test Team - (E2)Q + p + P = TW' by Malini MohankumarTEST Huddle
Team success depends on balancing autonomy with responsiveness to external factors, rather than solely on hiring stars. Effective teams clearly define goals and roles, communicate well, and foster collaboration, trust and accountability among diverse members. Lack of these traits can lead to quality issues, as seen in the example of tester "Joe" working in isolation without support. Building high-performing teams requires ongoing focus on processes, relationships and adapting to change through lessons learned.
This document discusses test-driven development (TDD) and introduces a new testing library called Proof. It argues that TDD is often misunderstood and practiced incorrectly by just going through the motions without improving design. True mastery of TDD requires subtlety and experience gaining improvements through successive refinements. The document cautions that tests can violate good design principles by overly coupling code. It promotes an iterative, incremental approach to design and introduces Proof as a simple, primitive testing library that encourages encapsulation and an elaborative style of working quickly on ideas before firming up structure.
Rikard Edgren - Testing is an Island - A Software Testing DystopiaTEST Huddle
This document summarizes trends in software testing that could diminish its effectiveness and enjoyment. It notes an increasing focus on verification over validation, precise measurement over subjective judgement, and short-term metrics over long-term quality. This narrowing scope risks making testers isolated and limiting their creativity, motivation and ability to consider the full context of a project. The document advocates a holistic and subjective approach that considers people and intangible factors, not just short-term quantifiable results. Subjectivity and considering the whole system, not just parts, are presented as useful for testing.
This document provides an overview of Root Cause Analysis (RCA) training. RCA is an objective methodology used to determine the underlying causes of problems within an organization. The goals of RCA are to analyze problems to identify what happened, how it happened, and why it happened, in order to develop actions to prevent reoccurrence. RCA training teaches techniques to identify causes of problems, solve issues, and prevent future issues, saving organizations time, money, and resources. RCA is applied to analyze a variety of events like accidents, errors, and failures to develop preventative actions.
This document presents an overview of the seven basic quality tools introduced by Kaoru Ishikawa: flow chart, Pareto diagram, check sheet, control chart, histogram, scatter plot, and cause-and-effect diagram. Each tool is defined and an example is provided of how it can be used. The tools are designed to help average people analyze and interpret data to solve problems and improve processes.
Software product engineering in start-upsEriks Klotins
The document discusses software product engineering practices in startups. It notes that inadequate software engineering can account for 1% of startup failures, amounting to $4.3 billion wasted in 2015. It then outlines key aspects of product engineering like understanding requirements, planning development, implementing features, and establishing processes. The document advocates collecting experiences from different startups to determine good practices and create a "Startup Context Map" repository. It calls readers to assess their own practices and share experiences to improve engineering in startups.
Maybe I'm being pedantic, but if you don't understand the difference between a process output and an outcome, how can you manage and continuously improve performance?
Towards Improving Software Intensive Product Engineering in Start-ipsEriks Klotins
Start-ups could save $4.3 billion a year by improving software engineering practices and reducing the failure rate by just 1%. The document discusses understanding the engineering context of start-ups, identifying good practices and relevant context, and creating a roadmap for start-ups to implement practices like market-driven requirements engineering, technical debt management, and lean/agile practices to improve in areas that could reduce failure rates.
The document discusses moving from a defect reporting approach in software testing to a defect prevention approach using lean principles. It notes that preventing defects from the beginning is far more effective than finding faults later. It asks questions about the current state of testing and defect handling to determine opportunities to focus more on prevention activities like exploratory testing earlier and removing the root causes of defects.
The document introduces The Start-up Context Map, a taxonomy created to categorize the engineering practices, goals, and environmental factors of start-ups. It aims to address gaps in understanding challenges start-ups face and practices they need by providing a fine-grained breakdown of start-up engineering contexts. The map serves as a repository for systematizing knowledge from research and experience reports in order to support product engineering in start-ups and facilitate the transfer of research results. Contributions to the map are encouraged to expand and refine it.
Herman- Pieter Nijhof - Where Do Old Testers Go?TEST Huddle
EuroSTAR Software Testing Conference 2008 presentation on Where Do Old Testers Go? by Herman- Pieter Nijhof. See more at conferences.eurostarsoftwaretesting.com/past-presentations/
This document discusses the Critical Chain Project Management (CCPM) concept, which was introduced by Dr. Eliyahu Goldratt in 1997 to help projects be completed on time and on budget. It summarizes the five steps of CCPM: 1) identify the system's constraints, 2) exploit the constraints, 3) subordinate everything else to the constraints, 4) elevate the constraints, and 5) don't allow inertia to become a new constraint. The document also discusses how CCPM addresses reasons for missed commitments like lack of safety buffers, the student syndrome effect, Parkinson's Law, and multitasking.
The document describes a standardized method for using micro tasks on a tablet to efficiently and objectively benchmark innovative control room displays against conventional interfaces. Operators complete time-sensitive questions linked to simulator scenarios under different display conditions to generate quantitative performance data. A 2015 study found innovative displays led to faster response times and slightly better accuracy than conventional displays. The method provides a highly customizable, precise way to generate data needed for human reliability assessments and can be used for training, evaluation, and benchmarking across organizations.
CAPA, Root Cause Analysis and Risk ManagementJoseph Tarsio
This document discusses various quality management tools used for corrective and preventative action (CAPA), including root cause analysis. It describes CAPA and its regulatory requirements. Various tools for root cause analysis are explained, including the five whys technique, fishbone diagrams, Pareto charts, fault tree analysis, and failure mode and effects analysis. FMEA involves calculating a risk priority number to identify high-risk failures for corrective action. The document emphasizes the importance of identifying root causes of problems in order to implement effective preventative actions and reduce risks.
Stefaan Lukermans & Dominic Maes - Testers And Garbage Men - EuroSTAR 2011TEST Huddle
EuroSTAR Software Testing Conference 2013 presentation on Testers And Garbage Men by Stefaan Lukermans & Dominic Maes. See more at: http://conference.eurostarsoftwaretesting.com/past-presentations/
'Test Data Management and Project Quality Go Hand In Hand' by Kristian Fische...TEST Huddle
Traditionally, the testing community has perceived test data the same way most organisations perceive test. Boring, time consuming and none value-adding. But new winds are blowing. Initiated by the complex project and test environments of today, testing departments are now taking the first small steps to recognise the importance of a focused test data management function. Maybe the testing community will too? Realising that we have long passed the good old days where a mainframe test data copy would do the trick, challenges in implementing a TDM function in today’s complex set-ups are many and insidious. And it needs a well executed plan.
This presentation takes outset in experiences and hardships gained from a TDM optimising project and provide a live demo, inspiration and guidelines in moving forward with implementing and optimising a TDM function. The project was run alongside a big-scale on-going SOA programme at a major Danish pension fund. The project focused on three areas: Technical, Process, and People & Communication.
In the Technical area, the project developed a TDM Dashboard. As a main management component, the
Dashboard provides a test data copy function from Production to Test and between test environments. Besides, it offers an overview of the test data in the different applications and environments.
The Process area developed a TDM strategy and optimised the test data processes in order to deliver valid, transversal test data quicker. It focused on a wide range of areas such as production copying, data generation, handling of requirements, data cleaning, profile usage, data pools and data re-use.
The People & Communication area focused on including stakeholders proactive in the test data process and communicating roles and responsibilities as well as new functions and processes.
Not only has the project delivered measurable and visible results, number of defects in Production has been reduced; hereby stressing that a well implemented TDM function with continuous focus on optimising TDM is added value and worth the effort.
Pareto analysis is a technique used to identify the most important causes of problems that need to be addressed. It is based on the Pareto principle (also known as the 80/20 rule), which states that roughly 80% of the effects come from 20% of the causes. Pareto analysis involves identifying problems, determining their root causes, scoring them based on frequency or impact, grouping the causes, and summing the scores to identify the vital few causes that should be prioritized to resolve the majority of problems. An example is provided of a service center manager who used Pareto analysis to identify that lack of training and too few staff were the primary root causes of customer complaints.
In many cases, we choose solutions to problems without sufficient analysis of the underlying causes. This results in implementing a cover-up of the symptoms rather than a solution to the real underlying problem. When we do this, the problem is likely to resurface in one disguise or another, and we may mishandle it again—just as we did initially. Getting to the root of the problem is the better way to solve the current problem, and save time and money in the future. Alon Linetzki identifies and explains a number of root cause analysis techniques widely used in the industry, gives examples of how to apply them in software testing, demonstrates how to implement them, and discusses how to connect them to our day-to-day testing context. Alon shares how root cause analysis can be an effective tool in defect prevention.
Cause And Effect Analysis For Quality Management Powerpoint Presentation SlidesSlideTeam
Get this visually appealing Cause And Effect Analysis For Quality Management PowerPoint Presentation Slides and demonstrate the relationship between effects and categories of cause. Identify potential causes of the problem and their effect on business by employing this readily available problem-solving techniques PPT slideshow. Showcase the process flow of cause and effect analysis with the help of the PowerPoint themes. This presentation helps to give a brief description of the current business situation to participants and ensures that everyone clearly understands what is being analyzed. It allows you to identify major categories of the problem by creating a fishbone diagram. Showcase how the fishbone diagram helps to identify and solve major categories of the problems. Highlight the techniques that help to scrutinize the root causes of the problem with this visually appealing cause and effect in TQM PPT templates. It also describes the sources of variation such as people, method, machine, material, environment, and measurement system. https://bit.ly/3r356fv
Adopting an electronic health record (EHR) system in your practice can be daunting. But with strategic staff training, you can avoid the pitfalls many medical practices encounter.
ADS provides five training tips to get your practice up to speed on a new EHR effectively.
This document provides an overview of the Kepner-Tregoe problem solving method, which involves defining the problem, describing it in terms of what is and is not occurring, establishing possible causes, testing the most probable cause, and verifying the true cause. It includes examples of problems that were initially unsolvable but were resolved by properly applying the Kepner-Tregoe method, such as defining the problem statement more precisely, gathering all relevant resources, finding patterns in timing data, and thinking beyond the immediate fix. The key lessons are to follow the problem solving process, let it guide the investigation, and consider non-obvious factors or causes.
Root Cause Analysis is a process to determine the underlying cause of problems. It involves defining the problem, collecting data, analyzing the data to identify causal factors, and developing corrective actions. The key steps are problem detection, root cause determination, and developing solutions. Root cause analysis should be performed for significant issues like outages, nonconformances, or chronic problems. It involves asking "why" repeatedly until reaching the deepest underlying cause. Root cause analysis is important for improving processes and preventing future issues.
Flow culture is a new way to organize work that focuses on continuous delivery, adaptability and evolving capabilities. It describes 10 principles for implementing a flow culture, including decisions being made based on events not schedules, reducing batch sizes, limiting work in progress and balancing capacity and uncertainty. The document provides examples of how these principles can be put into practice through techniques like using granular work units and emphasizing system thinking, feedback loops and habits.
Information System (IS) is a collection of components that work together to provide information to help in the operations and management of an organization.
This document provides an overview of Root Cause Analysis (RCA) training. RCA is an objective methodology used to determine the underlying causes of problems within an organization. The goals of RCA are to analyze problems to identify what happened, how it happened, and why it happened, in order to develop actions to prevent reoccurrence. RCA training teaches techniques to identify causes of problems, solve issues, and prevent future issues, saving organizations time, money, and resources. RCA is applied to analyze a variety of events like accidents, errors, and failures to develop preventative actions.
This document presents an overview of the seven basic quality tools introduced by Kaoru Ishikawa: flow chart, Pareto diagram, check sheet, control chart, histogram, scatter plot, and cause-and-effect diagram. Each tool is defined and an example is provided of how it can be used. The tools are designed to help average people analyze and interpret data to solve problems and improve processes.
Software product engineering in start-upsEriks Klotins
The document discusses software product engineering practices in startups. It notes that inadequate software engineering can account for 1% of startup failures, amounting to $4.3 billion wasted in 2015. It then outlines key aspects of product engineering like understanding requirements, planning development, implementing features, and establishing processes. The document advocates collecting experiences from different startups to determine good practices and create a "Startup Context Map" repository. It calls readers to assess their own practices and share experiences to improve engineering in startups.
Maybe I'm being pedantic, but if you don't understand the difference between a process output and an outcome, how can you manage and continuously improve performance?
Towards Improving Software Intensive Product Engineering in Start-ipsEriks Klotins
Start-ups could save $4.3 billion a year by improving software engineering practices and reducing the failure rate by just 1%. The document discusses understanding the engineering context of start-ups, identifying good practices and relevant context, and creating a roadmap for start-ups to implement practices like market-driven requirements engineering, technical debt management, and lean/agile practices to improve in areas that could reduce failure rates.
The document discusses moving from a defect reporting approach in software testing to a defect prevention approach using lean principles. It notes that preventing defects from the beginning is far more effective than finding faults later. It asks questions about the current state of testing and defect handling to determine opportunities to focus more on prevention activities like exploratory testing earlier and removing the root causes of defects.
The document introduces The Start-up Context Map, a taxonomy created to categorize the engineering practices, goals, and environmental factors of start-ups. It aims to address gaps in understanding challenges start-ups face and practices they need by providing a fine-grained breakdown of start-up engineering contexts. The map serves as a repository for systematizing knowledge from research and experience reports in order to support product engineering in start-ups and facilitate the transfer of research results. Contributions to the map are encouraged to expand and refine it.
Herman- Pieter Nijhof - Where Do Old Testers Go?TEST Huddle
EuroSTAR Software Testing Conference 2008 presentation on Where Do Old Testers Go? by Herman- Pieter Nijhof. See more at conferences.eurostarsoftwaretesting.com/past-presentations/
This document discusses the Critical Chain Project Management (CCPM) concept, which was introduced by Dr. Eliyahu Goldratt in 1997 to help projects be completed on time and on budget. It summarizes the five steps of CCPM: 1) identify the system's constraints, 2) exploit the constraints, 3) subordinate everything else to the constraints, 4) elevate the constraints, and 5) don't allow inertia to become a new constraint. The document also discusses how CCPM addresses reasons for missed commitments like lack of safety buffers, the student syndrome effect, Parkinson's Law, and multitasking.
The document describes a standardized method for using micro tasks on a tablet to efficiently and objectively benchmark innovative control room displays against conventional interfaces. Operators complete time-sensitive questions linked to simulator scenarios under different display conditions to generate quantitative performance data. A 2015 study found innovative displays led to faster response times and slightly better accuracy than conventional displays. The method provides a highly customizable, precise way to generate data needed for human reliability assessments and can be used for training, evaluation, and benchmarking across organizations.
CAPA, Root Cause Analysis and Risk ManagementJoseph Tarsio
This document discusses various quality management tools used for corrective and preventative action (CAPA), including root cause analysis. It describes CAPA and its regulatory requirements. Various tools for root cause analysis are explained, including the five whys technique, fishbone diagrams, Pareto charts, fault tree analysis, and failure mode and effects analysis. FMEA involves calculating a risk priority number to identify high-risk failures for corrective action. The document emphasizes the importance of identifying root causes of problems in order to implement effective preventative actions and reduce risks.
Stefaan Lukermans & Dominic Maes - Testers And Garbage Men - EuroSTAR 2011TEST Huddle
EuroSTAR Software Testing Conference 2013 presentation on Testers And Garbage Men by Stefaan Lukermans & Dominic Maes. See more at: http://conference.eurostarsoftwaretesting.com/past-presentations/
'Test Data Management and Project Quality Go Hand In Hand' by Kristian Fische...TEST Huddle
Traditionally, the testing community has perceived test data the same way most organisations perceive test. Boring, time consuming and none value-adding. But new winds are blowing. Initiated by the complex project and test environments of today, testing departments are now taking the first small steps to recognise the importance of a focused test data management function. Maybe the testing community will too? Realising that we have long passed the good old days where a mainframe test data copy would do the trick, challenges in implementing a TDM function in today’s complex set-ups are many and insidious. And it needs a well executed plan.
This presentation takes outset in experiences and hardships gained from a TDM optimising project and provide a live demo, inspiration and guidelines in moving forward with implementing and optimising a TDM function. The project was run alongside a big-scale on-going SOA programme at a major Danish pension fund. The project focused on three areas: Technical, Process, and People & Communication.
In the Technical area, the project developed a TDM Dashboard. As a main management component, the
Dashboard provides a test data copy function from Production to Test and between test environments. Besides, it offers an overview of the test data in the different applications and environments.
The Process area developed a TDM strategy and optimised the test data processes in order to deliver valid, transversal test data quicker. It focused on a wide range of areas such as production copying, data generation, handling of requirements, data cleaning, profile usage, data pools and data re-use.
The People & Communication area focused on including stakeholders proactive in the test data process and communicating roles and responsibilities as well as new functions and processes.
Not only has the project delivered measurable and visible results, number of defects in Production has been reduced; hereby stressing that a well implemented TDM function with continuous focus on optimising TDM is added value and worth the effort.
Pareto analysis is a technique used to identify the most important causes of problems that need to be addressed. It is based on the Pareto principle (also known as the 80/20 rule), which states that roughly 80% of the effects come from 20% of the causes. Pareto analysis involves identifying problems, determining their root causes, scoring them based on frequency or impact, grouping the causes, and summing the scores to identify the vital few causes that should be prioritized to resolve the majority of problems. An example is provided of a service center manager who used Pareto analysis to identify that lack of training and too few staff were the primary root causes of customer complaints.
In many cases, we choose solutions to problems without sufficient analysis of the underlying causes. This results in implementing a cover-up of the symptoms rather than a solution to the real underlying problem. When we do this, the problem is likely to resurface in one disguise or another, and we may mishandle it again—just as we did initially. Getting to the root of the problem is the better way to solve the current problem, and save time and money in the future. Alon Linetzki identifies and explains a number of root cause analysis techniques widely used in the industry, gives examples of how to apply them in software testing, demonstrates how to implement them, and discusses how to connect them to our day-to-day testing context. Alon shares how root cause analysis can be an effective tool in defect prevention.
Cause And Effect Analysis For Quality Management Powerpoint Presentation SlidesSlideTeam
Get this visually appealing Cause And Effect Analysis For Quality Management PowerPoint Presentation Slides and demonstrate the relationship between effects and categories of cause. Identify potential causes of the problem and their effect on business by employing this readily available problem-solving techniques PPT slideshow. Showcase the process flow of cause and effect analysis with the help of the PowerPoint themes. This presentation helps to give a brief description of the current business situation to participants and ensures that everyone clearly understands what is being analyzed. It allows you to identify major categories of the problem by creating a fishbone diagram. Showcase how the fishbone diagram helps to identify and solve major categories of the problems. Highlight the techniques that help to scrutinize the root causes of the problem with this visually appealing cause and effect in TQM PPT templates. It also describes the sources of variation such as people, method, machine, material, environment, and measurement system. https://bit.ly/3r356fv
Adopting an electronic health record (EHR) system in your practice can be daunting. But with strategic staff training, you can avoid the pitfalls many medical practices encounter.
ADS provides five training tips to get your practice up to speed on a new EHR effectively.
This document provides an overview of the Kepner-Tregoe problem solving method, which involves defining the problem, describing it in terms of what is and is not occurring, establishing possible causes, testing the most probable cause, and verifying the true cause. It includes examples of problems that were initially unsolvable but were resolved by properly applying the Kepner-Tregoe method, such as defining the problem statement more precisely, gathering all relevant resources, finding patterns in timing data, and thinking beyond the immediate fix. The key lessons are to follow the problem solving process, let it guide the investigation, and consider non-obvious factors or causes.
Root Cause Analysis is a process to determine the underlying cause of problems. It involves defining the problem, collecting data, analyzing the data to identify causal factors, and developing corrective actions. The key steps are problem detection, root cause determination, and developing solutions. Root cause analysis should be performed for significant issues like outages, nonconformances, or chronic problems. It involves asking "why" repeatedly until reaching the deepest underlying cause. Root cause analysis is important for improving processes and preventing future issues.
Flow culture is a new way to organize work that focuses on continuous delivery, adaptability and evolving capabilities. It describes 10 principles for implementing a flow culture, including decisions being made based on events not schedules, reducing batch sizes, limiting work in progress and balancing capacity and uncertainty. The document provides examples of how these principles can be put into practice through techniques like using granular work units and emphasizing system thinking, feedback loops and habits.
Information System (IS) is a collection of components that work together to provide information to help in the operations and management of an organization.
Metrics in usability testing and user experiencesHim Chitchat
The document discusses various metrics for measuring usability (UT) and user experience (UX). It presents 11 questionnaires that measure factors like task load, usability, user experience, trust in automated systems, and consumer emotion. The questionnaires assess metrics such as task success rates, error rates, satisfaction levels, system usability, and perceptions of usefulness and ease of use. Administering the validated questionnaires can provide insights into how to improve user performance and experience when interacting with systems and technologies.
ALM 101: An introduction to application lifecycle managementnonlinear creations
This document provides an introduction to continuous ALM improvement. It defines ALM as application lifecycle management, which includes the processes for bringing software from idea to reality, as well as the tools that support these processes. It discusses achieving continuous improvement by identifying small changes that can be made iteratively to processes and tools. This includes improving existing tools, introducing new tools, removing unnecessary "taxes" on teams, and ensuring tools meet reporting needs. The goal is to efficiently deliver software while introducing minimum impact on the development team.
Cause and Effect Analysis is a technique for identifying all the possible causes (inputs) associated with a particular problem / effect (output) before narrowing down to the small number of main, root causes which need to be addressed.
The document discusses the stages of the system development life cycle (SDLC), including feasibility studies, system analysis, systems design, development, implementation, and maintenance. It provides details on the objectives and processes involved in each stage, such as defining requirements, designing system components, acquiring or developing software, testing the system, training users, and periodically evaluating systems once implemented.
Theory of Constraints (TOC) is a management philosophy developed by Eliyahu Goldratt to optimize system performance. It involves identifying the system's constraint, exploiting it to maximize throughput without adding resources, then subordinating all other processes to support the constraint. The final step is elevating the constraint by finding ways to increase its capacity, then repeating the process to find the new constraint. The document provides an example of applying TOC's five focusing steps to implement CMMI maturity within 14 months by first identifying and exploiting a tool capability constraint.
The document discusses the use of procurement analytics. It begins by explaining what procurement analytics is and why organizations should use it. Analytics can increase demand forecasting accuracy and contract negotiation power. The document then discusses how analytics can be applied in areas like vendor evaluation, spend analysis, and demand forecasting. It also outlines challenges to implementation and provides recommendations for next steps like gaining leadership support, collaborating cross-functionally, developing skills, and integrating systems.
The document discusses the use of procurement analytics. It begins by explaining what procurement analytics is and its applications in areas like vendor evaluation, spend analytics, demand forecasting, and contract management. It then discusses why analytics is important for procurement given the large amount of data being generated. The document also summarizes a study that showed analytical tools can improve forecasting accuracy and decision making over intuitive methods. It concludes by providing recommendations for how organizations can implement procurement analytics by addressing challenges related to skills, processes, systems, data, and culture.
Advanced Lean Training Manual Toolkit.pptThinL389917
The document discusses the concept of standardization and its importance in lean processes. It makes three key points:
1) Standardization prevents waste from occurring, exposes existing waste to identify areas for improvement, and increases flexibility.
2) There are two levels of standardization - standard activities and standard connections between activities. Standardizing connections is especially important for reducing waste in office environments.
3) Standardization forms the basis for other lean tools like visual management, mistake proofing, and continuous improvement through kaizen events by establishing a normal process and making abnormalities visible.
This document provides an overview of constraint management, a system-level management philosophy developed by Dr. Eliyahu Goldratt. It discusses key concepts like identifying the system's constraints, exploiting constraints without additional investment, and subordinating all non-constraints to support the constraint. It also examines how to evaluate decisions using measures like throughput, investment, and operating expenses. Several scenarios are presented analyzing proposals that could impact production time and throughput. The document demonstrates how to use constraint management principles to determine the global financial impact of local operating decisions.
Theory of constraints(toc) & its application in a manufacturing firmSarang Deshmukh
This seminar presentation provides an overview of the Theory of Constraints (TOC). It discusses how TOC was developed by Eliyahu Goldratt in the 1980s and explains the key aspects of TOC, including: identifying the constraint that limits a system from achieving its goal, exploiting the constraint, subordinating all other processes to the constraint, elevating the constraint, and then repeating the process for the new constraint. It also summarizes a case study where TOC was applied to an electromechanic factory facing capacity constraints and helped increase productivity. The presentation covers TOC tools like the five focusing steps, drum-buffer-rope scheduling, and thinking processes to help identify and remove constraints.
Kanban is an approach for optimizing workflow that uses visual cues and limits on work-in-progress to facilitate continuous improvement. It focuses on measuring and improving the flow of work rather than following a prescriptive process. Kanban is well-suited for teams focused on delivering services in response to requests. It aims to spark collaboration, identify and remove impediments, and stop partially completed work from piling up. Metrics like cycle time, throughput, and work item age help teams track progress and quality of their services over time.
David Lowe introduces Kanban, a lean method for knowledge work. Kanban focuses on evolutionary, not revolutionary change by starting with the current process and respecting existing roles. The core Kanban principles include visualizing workflow, limiting work-in-progress, managing flow, making policies explicit, using feedback loops, and making continuous improvements. Kanban aims to optimize flow and identify bottlenecks through measuring and limiting work-in-progress.
1603960041059_20 Six Sigma Good Tools.pptxMimmaafrin1
The document provides an overview of various Six Sigma tools and methodologies including:
1) Voice of the Customer (VOC) which captures customer requirements and feedback through historical data analysis and direct customer interaction.
2) Critical to Quality (CTQ) which identifies specific measurable characteristics that fulfill customer requirements.
3) Cause and effect diagrams, 5 whys, process mapping and other tools for analyzing processes and identifying sources of variation.
4) Continuous improvement methodologies like Kaizen, PDCA cycles, and standard operating procedures.
5) Total Productive Maintenance (TPM) which aims to eliminate equipment breakdowns through proactive maintenance.
6) Other tools for improving processes like single
The document discusses the stages of a system development cycle which includes understanding the problem, making decisions, designing solutions, implementing, testing, and maintaining the system. It provides details on each stage, such as collecting and analyzing data to understand the problem, conducting a feasibility study and selecting a solution for the making decisions stage. The stages are presented as an iterative process where the results of one stage help inform subsequent stages.
Everything we do is part of something bigger. A step inside a process that is inside another process.
The flow management of these processes is important to:
- Understand how the work flows
- See how healthy the process is
- Find the bottlenecks
- Have predictability
- Promote continuous improvement
Besides, a company can understand efficiency in two different ways:
- Flow Efficiency
- Resource efficiency
This choice can drive the entire management strategy of organizations.
Are you curious about it? Please see the presentation and feel free to contact me for more details.
The document discusses the 8D problem solving approach, which is an eight step method used to resolve chronic and recurring problems. It begins by explaining the 8D method and its benefits. It then describes each of the 8 steps in the method: 1) Team Formation, 2) Problem Description, 3) Implementing Interim Containment Actions, 4) Defining Problem Root Causes, 5) Developing Permanent Corrective Actions, 6) Implementing Permanent Corrective Actions, 7) Preventing Reoccurrences, and 8) Recognizing and Congratulating the Team. For each step, it provides details on the objectives, tools that can be used, and important checkpoints. The document emphasizes that the 8
This presentation by Professor Alex Robson, Deputy Chair of Australia’s Productivity Commission, was made during the discussion “Competition and Regulation in Professions and Occupations” held at the 77th meeting of the OECD Working Party No. 2 on Competition and Regulation on 10 June 2024. More papers and presentations on the topic can be found at oe.cd/crps.
This presentation was uploaded with the author’s consent.
This presentation by Nathaniel Lane, Associate Professor in Economics at Oxford University, was made during the discussion “Pro-competitive Industrial Policy” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/pcip.
This presentation was uploaded with the author’s consent.
This presentation by Professor Giuseppe Colangelo, Jean Monnet Professor of European Innovation Policy, was made during the discussion “The Intersection between Competition and Data Privacy” held at the 143rd meeting of the OECD Competition Committee on 13 June 2024. More papers and presentations on the topic can be found at oe.cd/ibcdp.
This presentation was uploaded with the author’s consent.
XP 2024 presentation: A New Look to Leadershipsamililja
Presentation slides from XP2024 conference, Bolzano IT. The slides describe a new view to leadership and combines it with anthro-complexity (aka cynefin).
This presentation by Katharine Kemp, Associate Professor at the Faculty of Law & Justice at UNSW Sydney, was made during the discussion “The Intersection between Competition and Data Privacy” held at the 143rd meeting of the OECD Competition Committee on 13 June 2024. More papers and presentations on the topic can be found at oe.cd/ibcdp.
This presentation was uploaded with the author’s consent.
This presentation by Tim Capel, Director of the UK Information Commissioner’s Office Legal Service, was made during the discussion “The Intersection between Competition and Data Privacy” held at the 143rd meeting of the OECD Competition Committee on 13 June 2024. More papers and presentations on the topic can be found at oe.cd/ibcdp.
This presentation was uploaded with the author’s consent.
Carrer goals.pptx and their importance in real lifeartemacademy2
Career goals serve as a roadmap for individuals, guiding them toward achieving long-term professional aspirations and personal fulfillment. Establishing clear career goals enables professionals to focus their efforts on developing specific skills, gaining relevant experience, and making strategic decisions that align with their desired career trajectory. By setting both short-term and long-term objectives, individuals can systematically track their progress, make necessary adjustments, and stay motivated. Short-term goals often include acquiring new qualifications, mastering particular competencies, or securing a specific role, while long-term goals might encompass reaching executive positions, becoming industry experts, or launching entrepreneurial ventures.
Moreover, having well-defined career goals fosters a sense of purpose and direction, enhancing job satisfaction and overall productivity. It encourages continuous learning and adaptation, as professionals remain attuned to industry trends and evolving job market demands. Career goals also facilitate better time management and resource allocation, as individuals prioritize tasks and opportunities that advance their professional growth. In addition, articulating career goals can aid in networking and mentorship, as it allows individuals to communicate their aspirations clearly to potential mentors, colleagues, and employers, thereby opening doors to valuable guidance and support. Ultimately, career goals are integral to personal and professional development, driving individuals toward sustained success and fulfillment in their chosen fields.
The importance of sustainable and efficient computational practices in artificial intelligence (AI) and deep learning has become increasingly critical. This webinar focuses on the intersection of sustainability and AI, highlighting the significance of energy-efficient deep learning, innovative randomization techniques in neural networks, the potential of reservoir computing, and the cutting-edge realm of neuromorphic computing. This webinar aims to connect theoretical knowledge with practical applications and provide insights into how these innovative approaches can lead to more robust, efficient, and environmentally conscious AI systems.
Webinar Speaker: Prof. Claudio Gallicchio, Assistant Professor, University of Pisa
Claudio Gallicchio is an Assistant Professor at the Department of Computer Science of the University of Pisa, Italy. His research involves merging concepts from Deep Learning, Dynamical Systems, and Randomized Neural Systems, and he has co-authored over 100 scientific publications on the subject. He is the founder of the IEEE CIS Task Force on Reservoir Computing, and the co-founder and chair of the IEEE Task Force on Randomization-based Neural Networks and Learning Systems. He is an associate editor of IEEE Transactions on Neural Networks and Learning Systems (TNNLS).
Suzanne Lagerweij - Influence Without Power - Why Empathy is Your Best Friend...Suzanne Lagerweij
This is a workshop about communication and collaboration. We will experience how we can analyze the reasons for resistance to change (exercise 1) and practice how to improve our conversation style and be more in control and effective in the way we communicate (exercise 2).
This session will use Dave Gray’s Empathy Mapping, Argyris’ Ladder of Inference and The Four Rs from Agile Conversations (Squirrel and Fredrick).
Abstract:
Let’s talk about powerful conversations! We all know how to lead a constructive conversation, right? Then why is it so difficult to have those conversations with people at work, especially those in powerful positions that show resistance to change?
Learning to control and direct conversations takes understanding and practice.
We can combine our innate empathy with our analytical skills to gain a deeper understanding of complex situations at work. Join this session to learn how to prepare for difficult conversations and how to improve our agile conversations in order to be more influential without power. We will use Dave Gray’s Empathy Mapping, Argyris’ Ladder of Inference and The Four Rs from Agile Conversations (Squirrel and Fredrick).
In the session you will experience how preparing and reflecting on your conversation can help you be more influential at work. You will learn how to communicate more effectively with the people needed to achieve positive change. You will leave with a self-revised version of a difficult conversation and a practical model to use when you get back to work.
Come learn more on how to become a real influencer!
This presentation by OECD, OECD Secretariat, was made during the discussion “Competition and Regulation in Professions and Occupations” held at the 77th meeting of the OECD Working Party No. 2 on Competition and Regulation on 10 June 2024. More papers and presentations on the topic can be found at oe.cd/crps.
This presentation was uploaded with the author’s consent.
This presentation by OECD, OECD Secretariat, was made during the discussion “Artificial Intelligence, Data and Competition” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/aicomp.
This presentation was uploaded with the author’s consent.
This presentation by OECD, OECD Secretariat, was made during the discussion “Pro-competitive Industrial Policy” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/pcip.
This presentation was uploaded with the author’s consent.
This presentation by Thibault Schrepel, Associate Professor of Law at Vrije Universiteit Amsterdam University, was made during the discussion “Artificial Intelligence, Data and Competition” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/aicomp.
This presentation was uploaded with the author’s consent.
This presentation by OECD, OECD Secretariat, was made during the discussion “The Intersection between Competition and Data Privacy” held at the 143rd meeting of the OECD Competition Committee on 13 June 2024. More papers and presentations on the topic can be found at oe.cd/ibcdp.
This presentation was uploaded with the author’s consent.