Building credible cost and schedule estimates requires discipline, skill, and experience. All 3 can be acquired over time. The starting point is understanding what processes make up the discipline of estimating
Progress is measured by the completion of Significant Accomplishments, with the evidence of this completion assessed by their Accomplishment Criteria
Task completion is 0% or 100% no partial credit – either you did it or you didn’t
The “architecture” of the project is described in the arrangement of the Significant Accomplishments to assure increasing value and increasing maturity is made explicitly visible in the plan
Define what “done” looks like and schedule backwards from there – then decide when you should have started the project
The Basis of Estimate is the starting point for Closed Loop Control project management.
How much will it cost? When will we be done? What is going to be delivered for that cost and time?
These are random numbers "estimated" by a variety of means.
But the BOEs are the "steering targets" for the closed loop ocntrol system
Managing in the Presence of UncertantyGlen Alleman
Managing in the Presence of Uncertainty requires making decision with Models of that Uncertainty
Monte Carlo Simulation and some related approaches can be the basis of making informed decisions in the presence of Uncertainty
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.
Monte Carlo Simulation for Agile DevelopmentGlen Alleman
Managing in the presence of uncertainty requires making decisions with models of that uncertainty. Monte Carlo Simulation and related approaches are the basis of making informed decisions in the presence of uncertainty
Progress is measured by the completion of Significant Accomplishments, with the evidence of this completion assessed by their Accomplishment Criteria
Task completion is 0% or 100% no partial credit – either you did it or you didn’t
The “architecture” of the project is described in the arrangement of the Significant Accomplishments to assure increasing value and increasing maturity is made explicitly visible in the plan
Define what “done” looks like and schedule backwards from there – then decide when you should have started the project
The Basis of Estimate is the starting point for Closed Loop Control project management.
How much will it cost? When will we be done? What is going to be delivered for that cost and time?
These are random numbers "estimated" by a variety of means.
But the BOEs are the "steering targets" for the closed loop ocntrol system
Managing in the Presence of UncertantyGlen Alleman
Managing in the Presence of Uncertainty requires making decision with Models of that Uncertainty
Monte Carlo Simulation and some related approaches can be the basis of making informed decisions in the presence of Uncertainty
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.
Monte Carlo Simulation for Agile DevelopmentGlen Alleman
Managing in the presence of uncertainty requires making decisions with models of that uncertainty. Monte Carlo Simulation and related approaches are the basis of making informed decisions in the presence of uncertainty
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
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 notion of integrating cost, schedule, technical performance, and risk is possible in theory. In practice care is needed to assure credible information is provided to the Program Manager.
Estimating for projects and programmes is a core project management competence. Estimating uncertainty is generally the largest single risk to project delivery. Here, estimating best practice is described along with a few hints and tips.
Increasing the probability of program successGlen Alleman
Program Success starts and end with Process. Along the way, people and tools are needed, but process is the foundation of program success. These processes start with the Concept of Operations, describing what Capabilities are needed by the stakeholder to accomplish the mission of the program. Assessment of progress to plan must be made in units of measure meaningful to the decision makers. Measures of Effectiveness are defined by the Government. Measures of Performance and Technical Performance Measures are defined by Industry.
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.
Establishing schedule margin using monte carlo simulation Glen Alleman
The first order goal is to develop a resource loaded, risk tolerant, Integrated Master Schedule, derived from the Integrated Master Plan that clearly shows the increasing maturity of the program's deliverables, through vertical and horizontal traceability to the program's requirements.
For the project management from available different estimation methods which one you should select and why. This will help you compare estimation methods like exerpt judgement, one point estimation, three point estimation, cocomo, top down estimation, bottom up estimation, etc. to identify time, efforts and cost with examples.
The 5 Immutable principles of project managementGlen Alleman
Software development methods are sometimes confused with Project Management principles. There are 5 irreducible principles used to manage projects, no matter the domain or context. We need to assure our development work is guided by these 5 Project Management principles.
Developing Standards for Enterprise Schedule QualityAcumen
This white papers addresses the need to implement a standard for schedule quality and explains how ensuring quality in the IMS (Integrated Master Schedule) can be achieved through a three-step process.
Making decision in the presence of uncertainty requires estimating the impact of the outcome of those decisions. Here;s a collection of resources can can be used to guide that process
DCMA has enlisted 14-points to assess the project schedule quality. The article explains each of the 14-points in detail and in simple language. Knowledge of these points shall help you to prepare a better and efficient schedule that can be prepared, managed and executed.
There are many lists describing the reasons for project failure. That’s easy to do.
Assuring the success of an IT project is much harder. This success starts with assessing the capabilities of the project delivery process and participants
From WBS to Integrated Master ScheduleGlen Alleman
A step by step guide to increasing the Probability of Program success starting with the WBS, developing the Integrated Master Plan and Integrated Master Schedule, risk adjusting the IMS, and measuring progress to plan in units of measure meaningful to the decision makers.
significance_of_test_estimating_in_the_software_development.pptxsarah david
Accurate estimations helps project managers to maintain a well-organized project timeline. By having a clear understanding of the time required for testing activities, realistic schedules can be developed, ensuring effective coordination with development and other project tasks.
significance_of_test_estimating_in_the_software_development.pptxsarah david
Accurate estimations helps project managers to maintain a well-organized project timeline. By having a clear understanding of the time required for testing activities, realistic schedules can be developed, ensuring effective coordination with development and other project tasks.
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
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 notion of integrating cost, schedule, technical performance, and risk is possible in theory. In practice care is needed to assure credible information is provided to the Program Manager.
Estimating for projects and programmes is a core project management competence. Estimating uncertainty is generally the largest single risk to project delivery. Here, estimating best practice is described along with a few hints and tips.
Increasing the probability of program successGlen Alleman
Program Success starts and end with Process. Along the way, people and tools are needed, but process is the foundation of program success. These processes start with the Concept of Operations, describing what Capabilities are needed by the stakeholder to accomplish the mission of the program. Assessment of progress to plan must be made in units of measure meaningful to the decision makers. Measures of Effectiveness are defined by the Government. Measures of Performance and Technical Performance Measures are defined by Industry.
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.
Establishing schedule margin using monte carlo simulation Glen Alleman
The first order goal is to develop a resource loaded, risk tolerant, Integrated Master Schedule, derived from the Integrated Master Plan that clearly shows the increasing maturity of the program's deliverables, through vertical and horizontal traceability to the program's requirements.
For the project management from available different estimation methods which one you should select and why. This will help you compare estimation methods like exerpt judgement, one point estimation, three point estimation, cocomo, top down estimation, bottom up estimation, etc. to identify time, efforts and cost with examples.
The 5 Immutable principles of project managementGlen Alleman
Software development methods are sometimes confused with Project Management principles. There are 5 irreducible principles used to manage projects, no matter the domain or context. We need to assure our development work is guided by these 5 Project Management principles.
Developing Standards for Enterprise Schedule QualityAcumen
This white papers addresses the need to implement a standard for schedule quality and explains how ensuring quality in the IMS (Integrated Master Schedule) can be achieved through a three-step process.
Making decision in the presence of uncertainty requires estimating the impact of the outcome of those decisions. Here;s a collection of resources can can be used to guide that process
DCMA has enlisted 14-points to assess the project schedule quality. The article explains each of the 14-points in detail and in simple language. Knowledge of these points shall help you to prepare a better and efficient schedule that can be prepared, managed and executed.
There are many lists describing the reasons for project failure. That’s easy to do.
Assuring the success of an IT project is much harder. This success starts with assessing the capabilities of the project delivery process and participants
From WBS to Integrated Master ScheduleGlen Alleman
A step by step guide to increasing the Probability of Program success starting with the WBS, developing the Integrated Master Plan and Integrated Master Schedule, risk adjusting the IMS, and measuring progress to plan in units of measure meaningful to the decision makers.
significance_of_test_estimating_in_the_software_development.pptxsarah david
Accurate estimations helps project managers to maintain a well-organized project timeline. By having a clear understanding of the time required for testing activities, realistic schedules can be developed, ensuring effective coordination with development and other project tasks.
significance_of_test_estimating_in_the_software_development.pptxsarah david
Accurate estimations helps project managers to maintain a well-organized project timeline. By having a clear understanding of the time required for testing activities, realistic schedules can be developed, ensuring effective coordination with development and other project tasks.
significance_of_test_estimating_in_the_software_development.pdfsarah david
Accurate estimations helps project managers to maintain a well-organized project timeline. By having a clear understanding of the time required for testing activities, realistic schedules can be developed, ensuring effective coordination with development and other project tasks.
significance_of_test_estimating_in_the_software_development.pdfsarah david
Accurate estimations helps project managers to maintain a well-organized project timeline. By having a clear understanding of the time required for testing activities, realistic schedules can be developed, ensuring effective coordination with development and other project tasks.
Risk Management is essential for the success of any significant project. Information about key project cost, performance, and schedule attributes is often unknown until the project is underway.
Project Time Estimation 6 Powerful Tips & TricksSHAZEBALIKHAN1
Check out the 6-time estimation methods for project & activity duration. The approaches are used worldwide and are proven to be effective and powerful.
PJM6000
Project Management Practices
Week 5
Deb Cote, MS, Professor Al Grusby, MBA, PMP®
1
Review Last Week
➢ Stakeholder identification and analysis
➢ Stakeholder register
➢ Communications planning
➢ Communications channels
➢ Communications tips – challenges, model, audience
analysis, bad news, clarity, brevity, listening
➢ Communication management plan
➢ Role of PM and project team in stakeholder and
communications planning and management
2
Lecture Overview
❑ Project execution
❑ Project monitoring and controlling
❑ Baselines
❑ Earned Value Management
❑ What is change?
❑ Change management
❑ Change control
❑ Change requests
❑ Team development
❑ Issues management
❑ Ethics
3
4
Project Management Processes
Initiating Planning Executing Monitoring and Controlling Closing
Develop Project Charter Develop Project Management Plan Direct and Manage Project Work
Manage Project Knowledge
Monitor and Control Project Work
Perform Integrated Change Control
Close Project or Phase
Plan Scope Management
Collect Requirements
Define Scope
Create WBS
Validate Scope
Control Scope
Plan Schedule Mgmt.
Define Activities
Sequence Activities
Estimate Activity Resources
Estimate Activity Durations
Develop Schedule
Control Schedule
Plan Cost Mgmt.
Estimate Costs
Determine Budget
Control Costs
Plan Quality Management Manage Quality Control Quality
Plan Resource Management
Estimate Activity Resources
Acquire Resources
Develop Project Team
Manage Project Team
Control Resources
Plan Communications Manage Communications Monitor Communications
Plan Risk Management Implement Risk Responses Control Risks
ID Stakeholders Plan Procurement Conduct Procurements Control Procurements
Plan Stakeholder Mgmt. Manage Stakeholder Engagement Control Stakeholder Engagement
5
Project Management Processes
Initiating Planning Executing Monitoring and Controlling Closing
Develop Project Charter Develop Project Management Plan Direct and Manage Project Work
Manage Project Knowledge
Monitor and Control Project Work
Perform Integrated Change Control
Close Project or Phase
Plan Scope Management
Collect Requirements
Define Scope
Create WBS
Validate Scope
Control Scope
Plan Schedule Mgmt.
Define Activities
Sequence Activities
Estimate Activity Resources
Estimate Activity Durations
Develop Schedule
Control Schedule
Plan Cost Mgmt.
Estimate Costs
Determine Budget
Control Costs
Plan Quality Management Manage Quality Control Quality
Plan Resource Management
Estimate Activity Resources
Acquire Resources
Develop Project Team
Manage Project Team
Control Resources
Plan Communications Manage Communications Monitor Communications
Plan Risk Management Implement Risk Responses Control Risks
ID Stakeholders Plan Procurement Conduct Procurements Control Procurements
Plan Stakeholder Mgmt. Manage Stakeholder Engagement Control Stakeholder Engagement
Project Execution
PMI Initiation Planning Execution, Monitoring, & Controlling C.
PJM6000
Project Management Practices
Week 5
Deb Cote, MS, Professor Al Grusby, MBA, PMP®
1
Review Last Week
➢ Stakeholder identification and analysis
➢ Stakeholder register
➢ Communications planning
➢ Communications channels
➢ Communications tips – challenges, model, audience
analysis, bad news, clarity, brevity, listening
➢ Communication management plan
➢ Role of PM and project team in stakeholder and
communications planning and management
2
Lecture Overview
❑ Project execution
❑ Project monitoring and controlling
❑ Baselines
❑ Earned Value Management
❑ What is change?
❑ Change management
❑ Change control
❑ Change requests
❑ Team development
❑ Issues management
❑ Ethics
3
4
Project Management Processes
Initiating Planning Executing Monitoring and Controlling Closing
Develop Project Charter Develop Project Management Plan Direct and Manage Project Work
Manage Project Knowledge
Monitor and Control Project Work
Perform Integrated Change Control
Close Project or Phase
Plan Scope Management
Collect Requirements
Define Scope
Create WBS
Validate Scope
Control Scope
Plan Schedule Mgmt.
Define Activities
Sequence Activities
Estimate Activity Resources
Estimate Activity Durations
Develop Schedule
Control Schedule
Plan Cost Mgmt.
Estimate Costs
Determine Budget
Control Costs
Plan Quality Management Manage Quality Control Quality
Plan Resource Management
Estimate Activity Resources
Acquire Resources
Develop Project Team
Manage Project Team
Control Resources
Plan Communications Manage Communications Monitor Communications
Plan Risk Management Implement Risk Responses Control Risks
ID Stakeholders Plan Procurement Conduct Procurements Control Procurements
Plan Stakeholder Mgmt. Manage Stakeholder Engagement Control Stakeholder Engagement
5
Project Management Processes
Initiating Planning Executing Monitoring and Controlling Closing
Develop Project Charter Develop Project Management Plan Direct and Manage Project Work
Manage Project Knowledge
Monitor and Control Project Work
Perform Integrated Change Control
Close Project or Phase
Plan Scope Management
Collect Requirements
Define Scope
Create WBS
Validate Scope
Control Scope
Plan Schedule Mgmt.
Define Activities
Sequence Activities
Estimate Activity Resources
Estimate Activity Durations
Develop Schedule
Control Schedule
Plan Cost Mgmt.
Estimate Costs
Determine Budget
Control Costs
Plan Quality Management Manage Quality Control Quality
Plan Resource Management
Estimate Activity Resources
Acquire Resources
Develop Project Team
Manage Project Team
Control Resources
Plan Communications Manage Communications Monitor Communications
Plan Risk Management Implement Risk Responses Control Risks
ID Stakeholders Plan Procurement Conduct Procurements Control Procurements
Plan Stakeholder Mgmt. Manage Stakeholder Engagement Control Stakeholder Engagement
Project Execution
PMI Initiation Planning Execution, Monitoring, & Controlling C ...
Dear students get fully solved SMU MBA Fall 2014 assignments
Send your semester & Specialization name to our mail id :
“ help.mbaassignments@gmail.com ”
or
Call us at : 08263069601
Dear students get fully solved SMU MBA assignments
Send your semester & Specialization name to our mail id :
“ help.mbaassignments@gmail.com ”
or
Call us at : 08263069601
Planning projects usually starts with tasks and milestones. The planner gathers this information from the participants – customers, engineers, subject matter experts. This information is usually arranged in the form of activities and milestones. PMBOK defines “project time management” in this manner. The activities are then sequenced according to the projects needs and mandatory dependencies.
Increasing the Probability of Project SuccessGlen Alleman
Risk Management is essential for development and production programs. Information about key cost, performance and schedule attributes are often uncertain or unknown until late in the program.
Risk issues that can be identified early in the program, which may potentially impact the program, termed Known Unknowns, can be alleviated with good risk management. -- Effective Risk Management 2nd Edition, Page 1, Edmund Conrow, American Institute of Aeronautics and Astronautics, 2003
Cost and schedule growth for complex projects is created when unrealistic technical performance expectations, unrealistic cost and schedule estimates, inadequate risk assessments, unanticipated technical issues, and poorly performed and ineffective risk management, contribute to project technical and programmatic shortfalls
From Principles to Strategies for Systems EngineeringGlen Alleman
From Principles to Strategies How to apply Principles, Practices, and Processes of Systems Engineering to solve complex technical, operational,
and organizational problems
Building a Credible Performance Measurement BaselineGlen Alleman
Establishing a credible Performance Measurement Baseline, with a risk adjusted Integrated Master Plan and Integrated Master Schedule, starts with the WBS and connects Technical Measures of progress to Earned Value
Capabilities‒Based Planning the capabilities needed to accomplish a mission or fulfill a business strategy
Only when capabilities are defined can we start with requirements elicitation
Starting with the development of a Rough Order of Magnitude (ROM) estimate of work and duration, creating the Product Roadmap and Release Plan, the Product and Sprint Backlogs, executing and statusing the Sprint, and informing the Earned Value Management Systems, using Physical Percent Complete of progress to plan.
Program Management Office Lean Software Development and Six SigmaGlen Alleman
Successfully combining a PMO, Agile, and Lean / 6 starts with understanding what benefit each paradigm brings to the table. Architecting a solution for the enterprise requires assembling a “Systems” with processes, people, and principles – all sharing the goal of business improvement.
This resource document describes the Program Governance Road map for product development, deployment, and sustainment of products and services in compliance with CMS guidance, ITIL IT management, CMMI best practices, and other guidance to assure high quality software is deployed for sustained operational success in mission critical domains.
Essentials of Automations: Optimizing FME Workflows with ParametersSafe Software
Are you looking to streamline your workflows and boost your projects’ efficiency? Do you find yourself searching for ways to add flexibility and control over your FME workflows? If so, you’re in the right place.
Join us for an insightful dive into the world of FME parameters, a critical element in optimizing workflow efficiency. This webinar marks the beginning of our three-part “Essentials of Automation” series. This first webinar is designed to equip you with the knowledge and skills to utilize parameters effectively: enhancing the flexibility, maintainability, and user control of your FME projects.
Here’s what you’ll gain:
- Essentials of FME Parameters: Understand the pivotal role of parameters, including Reader/Writer, Transformer, User, and FME Flow categories. Discover how they are the key to unlocking automation and optimization within your workflows.
- Practical Applications in FME Form: Delve into key user parameter types including choice, connections, and file URLs. Allow users to control how a workflow runs, making your workflows more reusable. Learn to import values and deliver the best user experience for your workflows while enhancing accuracy.
- Optimization Strategies in FME Flow: Explore the creation and strategic deployment of parameters in FME Flow, including the use of deployment and geometry parameters, to maximize workflow efficiency.
- Pro Tips for Success: Gain insights on parameterizing connections and leveraging new features like Conditional Visibility for clarity and simplicity.
We’ll wrap up with a glimpse into future webinars, followed by a Q&A session to address your specific questions surrounding this topic.
Don’t miss this opportunity to elevate your FME expertise and drive your projects to new heights of efficiency.
Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
JMeter webinar - integration with InfluxDB and GrafanaRTTS
Watch this recorded webinar about real-time monitoring of application performance. See how to integrate Apache JMeter, the open-source leader in performance testing, with InfluxDB, the open-source time-series database, and Grafana, the open-source analytics and visualization application.
In this webinar, we will review the benefits of leveraging InfluxDB and Grafana when executing load tests and demonstrate how these tools are used to visualize performance metrics.
Length: 30 minutes
Session Overview
-------------------------------------------
During this webinar, we will cover the following topics while demonstrating the integrations of JMeter, InfluxDB and Grafana:
- What out-of-the-box solutions are available for real-time monitoring JMeter tests?
- What are the benefits of integrating InfluxDB and Grafana into the load testing stack?
- Which features are provided by Grafana?
- Demonstration of InfluxDB and Grafana using a practice web application
To view the webinar recording, go to:
https://www.rttsweb.com/jmeter-integration-webinar
Securing your Kubernetes cluster_ a step-by-step guide to success !KatiaHIMEUR1
Today, after several years of existence, an extremely active community and an ultra-dynamic ecosystem, Kubernetes has established itself as the de facto standard in container orchestration. Thanks to a wide range of managed services, it has never been so easy to set up a ready-to-use Kubernetes cluster.
However, this ease of use means that the subject of security in Kubernetes is often left for later, or even neglected. This exposes companies to significant risks.
In this talk, I'll show you step-by-step how to secure your Kubernetes cluster for greater peace of mind and reliability.
Slack (or Teams) Automation for Bonterra Impact Management (fka Social Soluti...Jeffrey Haguewood
Sidekick Solutions uses Bonterra Impact Management (fka Social Solutions Apricot) and automation solutions to integrate data for business workflows.
We believe integration and automation are essential to user experience and the promise of efficient work through technology. Automation is the critical ingredient to realizing that full vision. We develop integration products and services for Bonterra Case Management software to support the deployment of automations for a variety of use cases.
This video focuses on the notifications, alerts, and approval requests using Slack for Bonterra Impact Management. The solutions covered in this webinar can also be deployed for Microsoft Teams.
Interested in deploying notification automations for Bonterra Impact Management? Contact us at sales@sidekicksolutionsllc.com to discuss next steps.
Connector Corner: Automate dynamic content and events by pushing a buttonDianaGray10
Here is something new! In our next Connector Corner webinar, we will demonstrate how you can use a single workflow to:
Create a campaign using Mailchimp with merge tags/fields
Send an interactive Slack channel message (using buttons)
Have the message received by managers and peers along with a test email for review
But there’s more:
In a second workflow supporting the same use case, you’ll see:
Your campaign sent to target colleagues for approval
If the “Approve” button is clicked, a Jira/Zendesk ticket is created for the marketing design team
But—if the “Reject” button is pushed, colleagues will be alerted via Slack message
Join us to learn more about this new, human-in-the-loop capability, brought to you by Integration Service connectors.
And...
Speakers:
Akshay Agnihotri, Product Manager
Charlie Greenberg, Host
GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
DevOps and Testing slides at DASA ConnectKari Kakkonen
My and Rik Marselis slides at 30.5.2024 DASA Connect conference. We discuss about what is testing, then what is agile testing and finally what is Testing in DevOps. Finally we had lovely workshop with the participants trying to find out different ways to think about quality and testing in different parts of the DevOps infinity loop.
UiPath Test Automation using UiPath Test Suite series, part 3DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 3. In this session, we will cover desktop automation along with UI automation.
Topics covered:
UI automation Introduction,
UI automation Sample
Desktop automation flow
Pradeep Chinnala, Senior Consultant Automation Developer @WonderBotz and UiPath MVP
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
GraphRAG is All You need? LLM & Knowledge GraphGuy Korland
Guy Korland, CEO and Co-founder of FalkorDB, will review two articles on the integration of language models with knowledge graphs.
1. Unifying Large Language Models and Knowledge Graphs: A Roadmap.
https://arxiv.org/abs/2306.08302
2. Microsoft Research's GraphRAG paper and a review paper on various uses of knowledge graphs:
https://www.microsoft.com/en-us/research/blog/graphrag-unlocking-llm-discovery-on-narrative-private-data/
1. HOW TO DEVELOP CREDIBLE
COST & SCHEDULE ESTIMATE
Building credible cost and schedule estimates requires discipline, skill, and
experience. All 3 can be acquired over time. The starting point is understanding
what processes make up the discipline of estimating/
2. “…It was also becoming painfully evident that estimating
the cost of technologically state-of-the-art projects was an
inexact science.
The experts, in spite of their mountains of numbers,
seemingly used an approach descended from the
technique widely used to weigh hogs in Texas.
It is alleged that in this process, after catching a hog and
tying it to one end of a teeter–totter arrangement,
everyone searches for a stone which, when placed on the
other end of the apparatus, exactly balances the weight of
the hog.
When such a stone is eventually found, everyone gathers
around and tries to guess the weight of the stone.
Such is the science of cost estimating.”
‒ Augustine’s Laws, Norm Augustine, Retired President,
Lockheed Martin
4. 4
In any science, we can only estimate by
extrapolating from the past.
The Fundamental Theorem
Of
Estimating
This does not mean we just look at the trends. It means we have to extract from
past observations some concepts, some relationships, some guidelines, from
which the future may, within a confidence interval, be predicted.
5. The Real Problem With Estimating
5
“Nobel Prize to Project Management: Getting Risk Right,” Bent Flyvbjerg, Aalborg University, Denmark
Figure 1: Explanatory power of optimism bias and strategic misrepresentation, respectively, in
accounting for forecasting inaccuracy as function of political and organization pleasure.
7. 7
Five Sources of Estimating Failures
1. Our techniques of estimating are poorly developed. They reflect
an unvoiced assumption which is quite untrue – “That all will go
well.”
2. Our estimating techniques confuse effort with progress, hiding
the assumption that men and months are interchangeable.
3. Because we are uncertain of our estimates, software managers
often lack the courteous stubbornness of Antoine's† chef.
4. Schedule progress is poorly monitored. Techniques proven and
routine in other engineering disciplines are considered radical
innovations in software engineering.
5. When schedule slippage is recognized, the natural response is
to add manpower. Like dousing a fire with gasoline, this makes
matters worse. More fire requires more gasoline starting a
regenerative cycle that ends in disaster.
† Antoine's is a New Orleans restaurant whose menu states:
Good cooking takes time. If you are made to wait, it is to serve you
better and to please you.
8. 8
Estimating Cost and Schedule Must be
Treated as Risk Management
Rather than seeking the perfect method for estimating size and
duration, a realistic approach to improving estimates is to reduce the
risks associated with improper sizing, cost, and duration estimates
9. 9
Motivation for Increasing the Maturity of a
Project Based Organization
Hilson, “Benchmarking Orgnisational Project Management Capability”. Proceedings of the Annual Project Management Seminars &
Symposium, Nashville, 2001.
10. 10
It’s tough to make predictions,
especially about the future –Yogi Berra
“Understanding the importance of accurate estimation, and a willingness to put in
the resources ... are vitally important to a company’s success.”
11. 7 Questions to Test Your Willingness
to Depend on Estimates
1. Are the objectives of the estimate clear and correct?
2. Has the task been appropriately sized?
3. Are the estimated cost and schedule consistent with
demonstrated accomplishments on other projects?
4. Have the factors that affect the estimate been identified and
explained?
5. Have steps been taken to ensure the integrity of the
estimating process?
6. Is the organization's historical evidence capable of
supporting a reliable estimate?
7. Has the situation changed since the estimate was
prepared?
11
13. If you don’t know your
capacity for work, you
can’t estimate how long it
will take to finish the job
13
14. How Long Will It Take?
Past performance or a “model” is needed.
This means keeping a history of past performance.
14
15. 15
The Notion That Experts are Better Than
Models Is Not Supported By The Evidence
“A Framework for the Analysis of Software Cost Estimation Accuracy,” Stein Grimstad and Magne
Jørgensen, ISESE'06, September 21–22, 2006, Rio de Janeiro, Brazil
§ Mean estimation error for expert judgment = 18%
§ Mean estimation error for model based = 7%
§ T-test in means p=0.04
18. 18
Two Techniques to Reducing Estimating Risk
1. Identify the areas
of uncertainty
2. Analyze the
estimating
process to
determine where
risk mitigation can
reduce
uncertainty
19. Estimating Is More
Than These Two
Steps of Course
19
§ Identify the software cost
components
§ Develop the costing
relationships
§ Define the software productivity
§ Define the productivity
measures
§ Define the software units of
measure
§ Identify the factors impacting
productivity
§ Assess quality needs
§ Chose the estimation technique
§ Pick a design model
§ Identify the multipliers
20. 20
Quantified Schedule Risk Assessment determines program–level schedule
risk as a function of risk associated with various activities that compose the
program. Probability distributions are developed for each activity duration
with reference to historical data and use interview techniques. The method
uses these distributions in a Monte Carlo simulation of the schedule to derive
a probability distribution of total project completion or other key dates for the
program. It also identifies the activities or paths most likely to delay the
project for targeted risk mitigation. The resulting program level schedule is
then analyzed to determine the actual schedule risk and to identify the
schedule drivers.
With this approach the probability of overrunning a program–schedule can
be estimated by determining how much risk exists and where it is greatest.
This approach enables Program Managers to estimate early in a program
the possibility of a significant probability/likelihood of overrunning the
program schedule by determining how much and where the risk to
successful schedule completion is greatest. This is achieved by identifying
the “highest risk path”; which involves calibrating the risk criticality of
activities.
Quantifying Schedule Risk
22. 22
Ranked Sources of Inaccurate Cost Estimates
Frequent requests for changes by users over looked
Overlooked tasks
Users' lack of understanding of their own requirements
Insufficient user-analyst communication and understanding
Poor or imprecise problem definition
Insufficient analysis when developing estimate
Lack of coordination of systems development, technical services. Operations, data administration,
etc., Functions during development
Lack of an adequate methodology or guidelines for estimating
Changes in department personnel
Lack of historical data regarding past estimates and actuals
Lack of setting and review of standard for use in estimation
Pressures from managers, users, or others to increase or reduce the estimate
Inability to anticipate skills of project team members
Lack of project control comparing estimates and actuals
Inability to tell where past estimates failed
Reduction of project scope or quality to stay within estimate resulting in extra work later
Lack of careful examination of the estimate by management
Lack of participation in estimating by analysts and developers who ultimately develop the system
Performance reviews do not consider whether estimates were met
Removal of padding from the estimate by management
24. And of Course There Is Always
The Problem Of Failing To
Manage The Process
24
25. But We Can’t Be Throwing The Dice
25
We’ve Got To Have Plan
26. Software Cost Estimating
Methods
§ Parametric Estimating
§ Wideband Delphi
§ COCOMO
§ SLIM
§ SEER-SEM Parametric Estimation of Effort, Schedule, Cost, Risk. Minimum
time and staffing concepts based on Brooks's law
§ Function Point Analysis
§ Proxy-based estimating (PROBE) (from the Personal Software Process)
§ The Planning Game (from Extreme Programming)
§ Program Evaluation and Review Technique (PERT)
§ Analysis Effort method
§ TruePlanning Software Model Parametric model that estimates the scope,
cost, effort and schedule for software projects.
§ Evidence-based Scheduling Refinement of typical agile estimating
techniques using minimal measurement and total time accounting.
§ ACEIT
26