devopsdays Stockholm Ignite talk: Aligning DevOps with Enterprise-scale custo...Jon Stevens-Hall
Devopsdays Stockholm Ignite talk.
Summary: As DevOps grows within enterprises, products begin to be assimilated into mainstream user support processes, and DevOps teams find themselves in the traditional 3-tier support team structure.
Problems arise because of fundamental inconsistencies between DevOps philosophy and the 3-tier structure.
This presentation proposes Swarming as a better option, enabling DevOps to align more seamlessly into the enterprise, and ensuring that support issues have a minimal impact on innovation.
A presentation on best practices for cross-organization collaboration in the public sector, delivered by Arun Kumar of Kerika and Joy Paulus of the Washington State Office of the CIO
Kanban vs Scrum: What's the difference, and which should you use?Arun Kumar
Originally presented at the 207 Lean Transformation Conference, this presentation provides a practical introduction to Scrum, particularly for public sector employees, and guides you to deciding whether Kanban or Scrum will work best for your teams and projects.
Kanban in a Can: Capture, Visualize and Optimize your Everyday ProcessesArun Kumar
Kanban in a Can: use online taskboards, like Kerika, to capture, visualize, share and optimize your everyday business processes.
While we can all agree that 3-ring binders really suck as a way of capturing business processes, not many of us have moved past posting PDFs on our Intranets.
But PDFs on Intranet is just "paper on glass": instead of printing and distributing 3-ring binders, you are just moving the printing problem to your users.
Visual process templates is an innovative solution to shortening the PDCA cycle in a dramatic way.
Distributed Lean & Agile Teams in the Public Sector: Lessons LearnedArun Kumar
When Worlds Collide: Distributed Lean and Agile Teams in the Public Sector.
This presentation was given by Arun Kumar, founder & CEO of Kerika, at the Lean Transformation Conference in Tacoma, Washington, on Oct 21-22, 2014.
Over 2,700 attendees attended the conference, primarily from the public sector.
devopsdays Stockholm Ignite talk: Aligning DevOps with Enterprise-scale custo...Jon Stevens-Hall
Devopsdays Stockholm Ignite talk.
Summary: As DevOps grows within enterprises, products begin to be assimilated into mainstream user support processes, and DevOps teams find themselves in the traditional 3-tier support team structure.
Problems arise because of fundamental inconsistencies between DevOps philosophy and the 3-tier structure.
This presentation proposes Swarming as a better option, enabling DevOps to align more seamlessly into the enterprise, and ensuring that support issues have a minimal impact on innovation.
A presentation on best practices for cross-organization collaboration in the public sector, delivered by Arun Kumar of Kerika and Joy Paulus of the Washington State Office of the CIO
Kanban vs Scrum: What's the difference, and which should you use?Arun Kumar
Originally presented at the 207 Lean Transformation Conference, this presentation provides a practical introduction to Scrum, particularly for public sector employees, and guides you to deciding whether Kanban or Scrum will work best for your teams and projects.
Kanban in a Can: Capture, Visualize and Optimize your Everyday ProcessesArun Kumar
Kanban in a Can: use online taskboards, like Kerika, to capture, visualize, share and optimize your everyday business processes.
While we can all agree that 3-ring binders really suck as a way of capturing business processes, not many of us have moved past posting PDFs on our Intranets.
But PDFs on Intranet is just "paper on glass": instead of printing and distributing 3-ring binders, you are just moving the printing problem to your users.
Visual process templates is an innovative solution to shortening the PDCA cycle in a dramatic way.
Distributed Lean & Agile Teams in the Public Sector: Lessons LearnedArun Kumar
When Worlds Collide: Distributed Lean and Agile Teams in the Public Sector.
This presentation was given by Arun Kumar, founder & CEO of Kerika, at the Lean Transformation Conference in Tacoma, Washington, on Oct 21-22, 2014.
Over 2,700 attendees attended the conference, primarily from the public sector.
Using Kerika for Washington State government workArun Kumar
Quick guidelines for anyone working in a Washington State government agency who is planning on using Kerika: what you can use Kerika for, what sort of data you can store in Kerika, and how you can get help!
How a state agency became Lean, thanks to KerikaArun Kumar
A presentation from the Washington State Auditor's Office, describing how the agency, working as a distributed team of auditors spread out across the state, adopted Lean principles and organized their work with Kanban boards, using Kerika
Kerika: A Case Study of a Project Management Office at Treinen AssociatesArun Kumar
Will Treinen of Treinen Associates presents a short-case study of how he used Kerika to build a more effective Project Management Office (PMO), enabling him to manage the extraordinary growth of his business. (600% last year!)
Traditional Scrum approaches won't help you if you have to deal with distributed agile teams.
Arun Kumar, founder and CEO of Kerika, presents three generic strategies for handling distributed agile teams and discusses the relative merits of these. (Spoiler alert: Arun's frustrations with traditional methods and tools led him to design and build Kerika, the only task board that's designed specially for distributed agile teams :-)
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Modern Database Management 12th Global Edition by Hoffer solution manual.docxssuserf63bd7
https://qidiantiku.com/solution-manual-for-modern-database-management-12th-global-edition-by-hoffer.shtml
name:Solution manual for Modern Database Management 12th Global Edition by Hoffer
Edition:12th Global Edition
author:by Hoffer
ISBN:ISBN 10: 0133544613 / ISBN 13: 9780133544619
type:solution manual
format:word/zip
All chapter include
Focusing on what leading database practitioners say are the most important aspects to database development, Modern Database Management presents sound pedagogy, and topics that are critical for the practical success of database professionals. The 12th Edition further facilitates learning with illustrations that clarify important concepts and new media resources that make some of the more challenging material more engaging. Also included are general updates and expanded material in the areas undergoing rapid change due to improved managerial practices, database design tools and methodologies, and database technology.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Using Kerika for Washington State government workArun Kumar
Quick guidelines for anyone working in a Washington State government agency who is planning on using Kerika: what you can use Kerika for, what sort of data you can store in Kerika, and how you can get help!
How a state agency became Lean, thanks to KerikaArun Kumar
A presentation from the Washington State Auditor's Office, describing how the agency, working as a distributed team of auditors spread out across the state, adopted Lean principles and organized their work with Kanban boards, using Kerika
Kerika: A Case Study of a Project Management Office at Treinen AssociatesArun Kumar
Will Treinen of Treinen Associates presents a short-case study of how he used Kerika to build a more effective Project Management Office (PMO), enabling him to manage the extraordinary growth of his business. (600% last year!)
Traditional Scrum approaches won't help you if you have to deal with distributed agile teams.
Arun Kumar, founder and CEO of Kerika, presents three generic strategies for handling distributed agile teams and discusses the relative merits of these. (Spoiler alert: Arun's frustrations with traditional methods and tools led him to design and build Kerika, the only task board that's designed specially for distributed agile teams :-)
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Modern Database Management 12th Global Edition by Hoffer solution manual.docxssuserf63bd7
https://qidiantiku.com/solution-manual-for-modern-database-management-12th-global-edition-by-hoffer.shtml
name:Solution manual for Modern Database Management 12th Global Edition by Hoffer
Edition:12th Global Edition
author:by Hoffer
ISBN:ISBN 10: 0133544613 / ISBN 13: 9780133544619
type:solution manual
format:word/zip
All chapter include
Focusing on what leading database practitioners say are the most important aspects to database development, Modern Database Management presents sound pedagogy, and topics that are critical for the practical success of database professionals. The 12th Edition further facilitates learning with illustrations that clarify important concepts and new media resources that make some of the more challenging material more engaging. Also included are general updates and expanded material in the areas undergoing rapid change due to improved managerial practices, database design tools and methodologies, and database technology.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Hi folks,
My name is Arun Kumar
I am the founder and CEO of Kerika, a software company that is very focused on the work management needs of distributed, Lean and Agile teams.
This particular session is about the concept of Visual Workflows.
I would like to introduce you to the idea of Visual Workflows, which some of you may be unfamiliar with, and show you some practical examples of this concept so today’s talk includes a short demo as well where we will look at some real-life examples of Visual Workflows, in the private sector, the public sector and the nonprofit sector.
To provide some background to the idea of Visual Workflows, let me just spend a few minutes summarizing the basic concepts behind Lean, and I do this realizing that some of you folks may already be very expert in the history of Lean so please bear with me!
If we look back at manufacturing theory in the decades leading up to the 1930s, early ideas of quality were based largely upon the concept that after you had designed and built something, you would inspect it for flaws.
Most classically, we saw this in Detroit where all of the auto makers would examine their cards for defects only after they had rolled off the assembly line.
Cars that were considered good enough to sell were driven off to the dealers; cars that were defective but salvageable were repaired.
In 1939, Walter Shewhart was one of the first theorists to propose the idea of a cycle: instead of considering the manufacturing process as a purely linear one, he suggested that the different phases of specification, production and inspection should actually form a virtuous cycle which could lead to improvements.
Edward Deming further built upon Shewhart’s idea of a virtual cycle for improving quality by emphasizing the notion of redesign as key to keeping the wheel turning on a continuous basis.
Instead of thinking of design as something that happened only once, at the beginning of a product’s lifecycle, now the wheel started to emphasize the idea that you could, and should, consider continuously redesigning your product based upon consumer feedback, as a way of continuously improving your product.
Now, I am calling this the Deming Wheel only because Deming is dead and so isn’t in a position to contradict me, but Deming himself always insisted on crediting Shewhart for these ideas, and he would have labeled this slide as the Shewhart Cycle rather than the Deming Wheel.
In 1951, the Japan Union of Scientists and Engineers organized an 8-day seminar to which Deming was invited to present his ideas on management and statistical process control.
At that time, Japanese manufacturers were dealing with a critical dilemma as they sought to rebuild the country after the war: the phrase “Made in Japan” was derogatory for most people, particularly in the vital export markets like the United States, where Japanese manufacturing was synonymous with crappy quality.
The Japanese scientists and engineers took to heart the ideas behind what I call the Deming Wheel, and they came up with something that translated into English as the PDCA Cycle: Plan, Do, Check, Act.
The emphasis was always on the idea of continuous improvement, or Kaizen as it is called in Japanese, which means that the PDCA Cycle or the Deming Wheel or the Shewhart Cycle – whatever you chose to call it – needs to turn in order for it to work.
If you think that your processes are fine for all time, that they don’t need revisiting and they don’t need continuous improvement, then your wheel isn’t turning any more; your cycle isn’t cycling.
Whatever you have instead is going to atrophy.
Fast forward a few decades to the 1980s, and Dr. Deming is still going strong, and in his new book on Quality he tries to get people to use the phrase PDSA, rather than PDCA, because he felt that the Check in Japanese was getting misinterpreted in the English translation: the word Check was being interpreted as “Inspect” or “Hold Back”, rather than as “Examine” or “Study”.
So, that’s how the wheel was invented.
Now, let’s consider the use of dead trees in process improvement: what we have traditionally done, and just how well that’s worked.
We have, of course, the good old three-ring binder.
The graveyard of hope.
The popularization of Intranets and the Web in general provided only a superficial advantage over the three-ring binder.
Putting your Word files and PDFs on the Web doesn’t fundamentally change the way you capture, refine and popularize your best practices.
All it does is put “paper on glass”.
What used to be your printing problem is now every user’s printing problem.
With all due respect to everyone who has contributed to their agency’s website or Intranet, let me just point out that what used to be your printing problem is now every user’s printing problem.
More recently, we have seen the use of Post-Its rise in popularity, simply because they offer a more visually appealing way to present your ideas, by treating your entire wall as a kind of canvas on which you can organize your ideas without having to worry about the structure and rigidity of traditional documents.
And these kinds of walls are great for brainstorming, but they have several shortcomings:
If you are not in the same office as the stickies, you are out of the loop.
Stickies don’t lend themselves to complex ideas or details of any kind.
Stickies can’t be modified, only replaced.
Stickies eventually dry up and fall off…
Whether it is paper in a 3-ring binder, paper on glass or paper on walls, you always risk a disconnect between what is being described as the process, and what is actually being happened.
This guy, for example, is clearly riding a bicycle, by any written definition of a bicycle.
And, yet, something seems a little off.
(I can’t quite put my finger on it...)
Instead, we need to consider a more online solution, something like this…