Peer review is a process where someone other than the author examines a work product for defects and opportunities for improvement. There are several distinct peer review approaches ranging from formal inspections to informal desk checks. The different approaches vary in cost, formality, when they should be used, and the roles involved. Metrics are important for process maturity and defining service level agreements.
The document discusses the skills and characteristics needed to be a good project manager. It presents two views - the traditional view focuses on personal characteristics while the new view emphasizes skills to address problems. The research identified the top three problems as insufficient definition of policies, unclear project goals, and inadequate budgeting/resourcing. It also found that the most important skills for above-average project managers are communication, organizational, and leadership skills. The conclusion is that to be an effective project manager requires both personal skills and the ability to address common problems that arise.
Fostering self-direction in participatory process designAlexander Nolte
In this paper, we describe an approach in integrating means of self-direction into workshop-centered methods of PD. The approach aims at diminishing idle times of participants, improving their motivation to contribute and thus at improving the quality of outcomes. Although the work presented here is ongoing research, preliminary results show its benefit and potential contribution to PD.
The fourth lesson of the course on Planning and Managing Software projects (http://emanueledellavalle.org/Teaching/PMSP-2011-12.html) that I give at Politecnico di Milano.
This document discusses crisis management solutions for project management. It begins with definitions of crisis management and conflict resolution, noting that the latter involves finding root causes of gaps that create conflicts. Common root causes are flaws in planning, priorities, resource management, financial control, emphasis on technical over management aspects, personalities, cultures, communication and understanding of management systems. Solutions proposed include improving planning, defining priorities, comprehensive resource scheduling, financial training, management training, workshops to facilitate relationships, and communication planning. Mitigating measures include understanding personalities, encouraging open communication, preparing for cultural differences, and culture awareness training.
The document discusses critique as a way to provide structured feedback on designs. It defines critique as feedback focused on what works and doesn't work in a design and why, from the perspective of users and goals. Critique is valuable for designers as it helps them examine designs objectively and get new ideas. When incorporated into the design process, critique allows for collaboration and helps establish frameworks for discussion. The document provides tips for planning and running effective critique sessions, such as setting clear goals and time limits. It also discusses incorporating critique into both traditional and agile project lifecycles.
This document provides an overview of Agile project management methods. It defines Agile as emphasizing small, collaborative teams delivering frequent, incremental releases prioritized for customer need. Key aspects of Agile include iterative development, evolving requirements, and short release cycles. The document contrasts Agile with traditional plan-driven methods and notes Agile is best for uncertain, dynamic requirements while plan-driven is better for safety-critical projects. It describes common Agile methodologies and the core Agile project lifecycle of emergent, iterative processes delivering value in regular increments.
This document discusses the skills needed for project managers. It outlines both personal skills like having a positive attitude and managing by example, as well as technical skills and management skills. It also discusses coping skills for dealing with uncertainty and stress. Effective project managers develop their skills over time through experience managing different projects, and organizations can help by implementing skills management processes to identify skills gaps and provide training.
Peer review is a process where someone other than the author examines a work product for defects and opportunities for improvement. There are several distinct peer review approaches ranging from formal inspections to informal desk checks. The different approaches vary in cost, formality, when they should be used, and the roles involved. Metrics are important for process maturity and defining service level agreements.
The document discusses the skills and characteristics needed to be a good project manager. It presents two views - the traditional view focuses on personal characteristics while the new view emphasizes skills to address problems. The research identified the top three problems as insufficient definition of policies, unclear project goals, and inadequate budgeting/resourcing. It also found that the most important skills for above-average project managers are communication, organizational, and leadership skills. The conclusion is that to be an effective project manager requires both personal skills and the ability to address common problems that arise.
Fostering self-direction in participatory process designAlexander Nolte
In this paper, we describe an approach in integrating means of self-direction into workshop-centered methods of PD. The approach aims at diminishing idle times of participants, improving their motivation to contribute and thus at improving the quality of outcomes. Although the work presented here is ongoing research, preliminary results show its benefit and potential contribution to PD.
The fourth lesson of the course on Planning and Managing Software projects (http://emanueledellavalle.org/Teaching/PMSP-2011-12.html) that I give at Politecnico di Milano.
This document discusses crisis management solutions for project management. It begins with definitions of crisis management and conflict resolution, noting that the latter involves finding root causes of gaps that create conflicts. Common root causes are flaws in planning, priorities, resource management, financial control, emphasis on technical over management aspects, personalities, cultures, communication and understanding of management systems. Solutions proposed include improving planning, defining priorities, comprehensive resource scheduling, financial training, management training, workshops to facilitate relationships, and communication planning. Mitigating measures include understanding personalities, encouraging open communication, preparing for cultural differences, and culture awareness training.
The document discusses critique as a way to provide structured feedback on designs. It defines critique as feedback focused on what works and doesn't work in a design and why, from the perspective of users and goals. Critique is valuable for designers as it helps them examine designs objectively and get new ideas. When incorporated into the design process, critique allows for collaboration and helps establish frameworks for discussion. The document provides tips for planning and running effective critique sessions, such as setting clear goals and time limits. It also discusses incorporating critique into both traditional and agile project lifecycles.
This document provides an overview of Agile project management methods. It defines Agile as emphasizing small, collaborative teams delivering frequent, incremental releases prioritized for customer need. Key aspects of Agile include iterative development, evolving requirements, and short release cycles. The document contrasts Agile with traditional plan-driven methods and notes Agile is best for uncertain, dynamic requirements while plan-driven is better for safety-critical projects. It describes common Agile methodologies and the core Agile project lifecycle of emergent, iterative processes delivering value in regular increments.
This document discusses the skills needed for project managers. It outlines both personal skills like having a positive attitude and managing by example, as well as technical skills and management skills. It also discusses coping skills for dealing with uncertainty and stress. Effective project managers develop their skills over time through experience managing different projects, and organizations can help by implementing skills management processes to identify skills gaps and provide training.
Agile developers create their own identity by Ajay DanaitXebia IT Architects
This document discusses Ajay Danait's focus on building organizational culture around agility rather than just following Agile practices. It describes his work in strategic agile solutions, software delivery through craftsmanship and maintenance, and helping organizations transform through agility assessments and team coaching. The document also addresses topics like overcoming geographical and psychological distance in distributed teams, patterns in team members, and developing from a novice developer to a software craftsman through continuous learning and apprenticeship.
SketchFlow allows users to quickly prototype and iterate on user interface designs without extensive time or resource investments. It provides an informal way to explore ideas and evolve rough concepts into living prototypes. This rapid and cost-effective approach focuses on being creative and building the best solution.
Effective prototyping with SketchFlow allows experimenting with application flow, screen layouts, and state transitions. The interactive player engages clients by displaying working prototypes and collecting feedback directly in Expression Blend.
Agile practices like iterative development and user-centered design help teams collaborate effectively and respond quickly to change.
Shapiro Solo Sheet 2009 09 21 Linked InShapiroCara
Cara Shapiro is a product design engineer and project manager with experience managing projects and teams across international boundaries. She has a background in mechanical engineering and an MBA. She excels at bringing customer needs into product development and clearly communicating complex concepts. Shapiro seeks positions where she can take on engineering challenges and leadership roles to drive innovation through practical applications of emerging technologies.
This document discusses theories of leadership and how a project manager's leadership style may impact project success depending on the type of project. It outlines early hypotheses that a PM's competence, including leadership style, is a success factor on projects. It presents a research model linking PM leadership competencies to project success, moderated by factors like project type. Initial interviews found that leadership style is more important on complex projects, and different competencies are needed depending on if a project is technical or involves change. Certain competencies like communication skills and cultural sensitivity were seen as important for different project types and contexts.
This document provides information about a two-day training event on project leadership skills. The training will take place from March 15-16, 2010 in Arlington, VA and offers up to 14 PDUs. Attendees will learn skills such as effective team building, communication, decision making, change management, motivation, and conflict resolution. The agenda outlines the daily schedule and topics to be covered. Logistical details on venue, hotel accommodations, pricing and registration are also provided.
Synerjix Core Team Consulting - tailor made for a Challenging EconomyBenaud Jacob
A challenging economy demands reduced costs and better results. This is all the more apparent with the Small and Medium sized businesses (SMB). Synerjix "Core Teams" is a proven consulting methodology that was derived in the late nineties, utilized by a few fortune 500 firms in the U.S.
Synerjix' 2013 strategy is to co-locate with businesses across the U.S by having partnerships and representations around major U.S business hubs. A consulting methodology that benefited leading U.S corporations is being made available to the SMB with the same levels of attention and care.
Please contact sales@Synerjix.com or visit www.Synerjix.com for more details
SCL Aug Sep 2010 Software Development How Agile Are Yoususanatkinson
'Software Development - How Agile are You?' - Article featuring in the August/September 2010 edition of the magazine for the Society for Computers & Law (SCL)
The document discusses organization and team structures for software development organizations. It explains the differences between functional and project formats. The functional format divides teams by development phase (e.g. requirements, design), while the project format assigns teams to a single project. The document notes advantages of the functional format include specialization, documentation, and handling staff turnover. However, it is not suitable for small organizations with few projects. The document also describes common team structures like chief programmer, democratic, and mixed control models.
This two-day training seminar titled "Project Leadership" will be held from March 15-16, 2010 in Arlington, VA. The seminar will teach skills needed for project success, including becoming a high-performing team member, improving leadership and communication, and managing project change. Attendees can earn up to 14 PDUs. The training will take place at the Performance Institute and include continental breakfasts and refreshments. A block of rooms has been reserved at a nearby hotel.
The document discusses concepts in software project management including people, problems, and processes. Regarding people, it emphasizes that teams must be organized effectively and have good communication. For problems, requirements must be clearly communicated and decomposed. Regarding processes, an appropriate model must be selected and adapted to the people and problem. The document also discusses challenges like thin domain knowledge, fluctuating requirements, and communication breakdowns that project managers may face.
The document discusses Nearshore Distributed Agile Teams provided by Velocity Partners. It outlines an agenda to discuss customer needs, the Velocity solution, and next steps. Key points include that Velocity has development centers in South America, offers superior agile processes and quality management, and can help teams overcome barriers to delivering quality software through a nearshore model with higher productivity compared to offshore or farshore models.
This document summarizes case studies of three companies - Screwfix, Fitch Ratings, and Hotels.com - that used distributed agile development with EPAM. It discusses the challenges they faced, how EPAM helped implement agile processes across locations, and the tools and techniques used to facilitate collaboration. Key factors for success included building trust, frequent travel between teams, and giving all locations equal voice.
This two-day training titled "Project Leadership" will take place from March 15-16, 2010 in Arlington, VA. Attendees will learn leadership skills to increase project success, including effective team building, decision making, communication, and managing change. Specific topics include strategic team building, challenges of virtual teams, motivating project teams, and conflict management strategies. The training will provide up to 14 PDUs and is hosted by The Performance Institute.
Making the case for design management services on complex hospitality design projects, and an overview of design management services provided by HARRIS Architecture + Design Management.
Expectations from IT Team
Project Methodology - Why it is as important as the Technology for your Product
Gaps in Recent Graduates
How to bridge these gaps?
The document discusses best practices for structuring agile software development teams using Scrum. It recommends keeping teams small, with no more than two pizzas worth of people, as smaller teams are more productive, collaborative, and satisfying. Feature teams that focus on delivering whole features or capabilities are preferable to component teams. Guidelines are provided for assembling self-organizing teams, such as including all needed disciplines, balancing skills and experience, and seeking diversity. Once assembled, teams should focus their efforts on a single project rather than multitasking across projects.
The document discusses achieving success through the review process. It has two main aims: to provide an understanding of the review process and to introduce the SMART approach to objective setting. The review process benefits both individuals and the university by clarifying expectations, improving communication, and celebrating successes. It also discusses different levels of objectives, the annual review cycle, roles and responsibilities, examples of SMART objectives, receiving feedback, and types of development.
FDD is an agile methodology that focuses on developing small, customer-valued features rapidly. It involves 5 key steps: 1) Developing an overall model of the system and business activities, 2) Building a features list, 3) Planning development by feature, 4) Designing each feature, and 5) Building each feature. Key practices include domain modeling, feature-based development teams, and class ownership. While not imposing rigid timeboxes, FDD aims to deliver features frequently to provide early value. Documentation is valued to support scalability.
The document discusses different approaches to organizing software development teams. It describes democratic teams where all members share responsibility for the code. It also describes classical chief programmer teams with specialized roles like a chief programmer, backup programmer, and programming secretary. It notes challenges with scaling these approaches and proposes alternatives like using elements of both models and splitting the chief programmer role between management and technical leadership.
Nailing It Down: Detailed Design to Preserve the UX Visionjsokohl
Here are the key details for this page:
- Header displays reservation details like dates, room type, number of guests
- Breakdown of nightly rate, taxes, and total amount due per night
- Total for entire stay displayed prominently
- Links to terms, cancel policy displayed
- Large "Confirm Reservation" CTA button
- Footer with site links
Developer: Please implement the following:
- Pull reservation details like dates, room type, guests from booking API
- Calculate nightly rates, taxes, totals programmatically
- Display totals for full stay by multiplying nightly totals
- "Confirm Reservation" button triggers confirmation workflow
- Ensure all styling/layout matches existing
The document contains job descriptions for two roles: a Senior Member of Technical Staff, Java Software Developer and a Senior User Interface Engineer. The Java Developer role involves owning the design, implementation, and testing of core components, working with stakeholders on requirements, and ensuring code quality. The UI Engineer role focuses on UI design, implementation, testing, and working with designers on user experience. Both roles require 10+ years of relevant experience, proficiency in technologies like Java and JavaScript, and strong communication and collaboration skills.
Agile developers create their own identity by Ajay DanaitXebia IT Architects
This document discusses Ajay Danait's focus on building organizational culture around agility rather than just following Agile practices. It describes his work in strategic agile solutions, software delivery through craftsmanship and maintenance, and helping organizations transform through agility assessments and team coaching. The document also addresses topics like overcoming geographical and psychological distance in distributed teams, patterns in team members, and developing from a novice developer to a software craftsman through continuous learning and apprenticeship.
SketchFlow allows users to quickly prototype and iterate on user interface designs without extensive time or resource investments. It provides an informal way to explore ideas and evolve rough concepts into living prototypes. This rapid and cost-effective approach focuses on being creative and building the best solution.
Effective prototyping with SketchFlow allows experimenting with application flow, screen layouts, and state transitions. The interactive player engages clients by displaying working prototypes and collecting feedback directly in Expression Blend.
Agile practices like iterative development and user-centered design help teams collaborate effectively and respond quickly to change.
Shapiro Solo Sheet 2009 09 21 Linked InShapiroCara
Cara Shapiro is a product design engineer and project manager with experience managing projects and teams across international boundaries. She has a background in mechanical engineering and an MBA. She excels at bringing customer needs into product development and clearly communicating complex concepts. Shapiro seeks positions where she can take on engineering challenges and leadership roles to drive innovation through practical applications of emerging technologies.
This document discusses theories of leadership and how a project manager's leadership style may impact project success depending on the type of project. It outlines early hypotheses that a PM's competence, including leadership style, is a success factor on projects. It presents a research model linking PM leadership competencies to project success, moderated by factors like project type. Initial interviews found that leadership style is more important on complex projects, and different competencies are needed depending on if a project is technical or involves change. Certain competencies like communication skills and cultural sensitivity were seen as important for different project types and contexts.
This document provides information about a two-day training event on project leadership skills. The training will take place from March 15-16, 2010 in Arlington, VA and offers up to 14 PDUs. Attendees will learn skills such as effective team building, communication, decision making, change management, motivation, and conflict resolution. The agenda outlines the daily schedule and topics to be covered. Logistical details on venue, hotel accommodations, pricing and registration are also provided.
Synerjix Core Team Consulting - tailor made for a Challenging EconomyBenaud Jacob
A challenging economy demands reduced costs and better results. This is all the more apparent with the Small and Medium sized businesses (SMB). Synerjix "Core Teams" is a proven consulting methodology that was derived in the late nineties, utilized by a few fortune 500 firms in the U.S.
Synerjix' 2013 strategy is to co-locate with businesses across the U.S by having partnerships and representations around major U.S business hubs. A consulting methodology that benefited leading U.S corporations is being made available to the SMB with the same levels of attention and care.
Please contact sales@Synerjix.com or visit www.Synerjix.com for more details
SCL Aug Sep 2010 Software Development How Agile Are Yoususanatkinson
'Software Development - How Agile are You?' - Article featuring in the August/September 2010 edition of the magazine for the Society for Computers & Law (SCL)
The document discusses organization and team structures for software development organizations. It explains the differences between functional and project formats. The functional format divides teams by development phase (e.g. requirements, design), while the project format assigns teams to a single project. The document notes advantages of the functional format include specialization, documentation, and handling staff turnover. However, it is not suitable for small organizations with few projects. The document also describes common team structures like chief programmer, democratic, and mixed control models.
This two-day training seminar titled "Project Leadership" will be held from March 15-16, 2010 in Arlington, VA. The seminar will teach skills needed for project success, including becoming a high-performing team member, improving leadership and communication, and managing project change. Attendees can earn up to 14 PDUs. The training will take place at the Performance Institute and include continental breakfasts and refreshments. A block of rooms has been reserved at a nearby hotel.
The document discusses concepts in software project management including people, problems, and processes. Regarding people, it emphasizes that teams must be organized effectively and have good communication. For problems, requirements must be clearly communicated and decomposed. Regarding processes, an appropriate model must be selected and adapted to the people and problem. The document also discusses challenges like thin domain knowledge, fluctuating requirements, and communication breakdowns that project managers may face.
The document discusses Nearshore Distributed Agile Teams provided by Velocity Partners. It outlines an agenda to discuss customer needs, the Velocity solution, and next steps. Key points include that Velocity has development centers in South America, offers superior agile processes and quality management, and can help teams overcome barriers to delivering quality software through a nearshore model with higher productivity compared to offshore or farshore models.
This document summarizes case studies of three companies - Screwfix, Fitch Ratings, and Hotels.com - that used distributed agile development with EPAM. It discusses the challenges they faced, how EPAM helped implement agile processes across locations, and the tools and techniques used to facilitate collaboration. Key factors for success included building trust, frequent travel between teams, and giving all locations equal voice.
This two-day training titled "Project Leadership" will take place from March 15-16, 2010 in Arlington, VA. Attendees will learn leadership skills to increase project success, including effective team building, decision making, communication, and managing change. Specific topics include strategic team building, challenges of virtual teams, motivating project teams, and conflict management strategies. The training will provide up to 14 PDUs and is hosted by The Performance Institute.
Making the case for design management services on complex hospitality design projects, and an overview of design management services provided by HARRIS Architecture + Design Management.
Expectations from IT Team
Project Methodology - Why it is as important as the Technology for your Product
Gaps in Recent Graduates
How to bridge these gaps?
The document discusses best practices for structuring agile software development teams using Scrum. It recommends keeping teams small, with no more than two pizzas worth of people, as smaller teams are more productive, collaborative, and satisfying. Feature teams that focus on delivering whole features or capabilities are preferable to component teams. Guidelines are provided for assembling self-organizing teams, such as including all needed disciplines, balancing skills and experience, and seeking diversity. Once assembled, teams should focus their efforts on a single project rather than multitasking across projects.
The document discusses achieving success through the review process. It has two main aims: to provide an understanding of the review process and to introduce the SMART approach to objective setting. The review process benefits both individuals and the university by clarifying expectations, improving communication, and celebrating successes. It also discusses different levels of objectives, the annual review cycle, roles and responsibilities, examples of SMART objectives, receiving feedback, and types of development.
FDD is an agile methodology that focuses on developing small, customer-valued features rapidly. It involves 5 key steps: 1) Developing an overall model of the system and business activities, 2) Building a features list, 3) Planning development by feature, 4) Designing each feature, and 5) Building each feature. Key practices include domain modeling, feature-based development teams, and class ownership. While not imposing rigid timeboxes, FDD aims to deliver features frequently to provide early value. Documentation is valued to support scalability.
The document discusses different approaches to organizing software development teams. It describes democratic teams where all members share responsibility for the code. It also describes classical chief programmer teams with specialized roles like a chief programmer, backup programmer, and programming secretary. It notes challenges with scaling these approaches and proposes alternatives like using elements of both models and splitting the chief programmer role between management and technical leadership.
Nailing It Down: Detailed Design to Preserve the UX Visionjsokohl
Here are the key details for this page:
- Header displays reservation details like dates, room type, number of guests
- Breakdown of nightly rate, taxes, and total amount due per night
- Total for entire stay displayed prominently
- Links to terms, cancel policy displayed
- Large "Confirm Reservation" CTA button
- Footer with site links
Developer: Please implement the following:
- Pull reservation details like dates, room type, guests from booking API
- Calculate nightly rates, taxes, totals programmatically
- Display totals for full stay by multiplying nightly totals
- "Confirm Reservation" button triggers confirmation workflow
- Ensure all styling/layout matches existing
The document contains job descriptions for two roles: a Senior Member of Technical Staff, Java Software Developer and a Senior User Interface Engineer. The Java Developer role involves owning the design, implementation, and testing of core components, working with stakeholders on requirements, and ensuring code quality. The UI Engineer role focuses on UI design, implementation, testing, and working with designers on user experience. Both roles require 10+ years of relevant experience, proficiency in technologies like Java and JavaScript, and strong communication and collaboration skills.
Finn Digital Agency is seeking motivated interns for part-time digital designer, web developer, and project manager positions. Interns will gain hands-on experience working on projects in these fields while learning valuable skills. Duties include designing media, programming, and managing projects. Qualifications include skills in areas like Adobe Creative Suite, HTML, CSS, and project management software. Interns will benefit from real-world experience, adding work to their portfolio, and potential recommendation letters.
Rebecca Overcash is a communicator and organizer who enjoys bringing together creative people and ideas. She has over 20 years of experience in program and project management, having worked at major companies like Bank of America, Eli Lilly, and Deloitte. She is skilled at requirements management, building solid foundations through program management, and facilitating cooperation through people-oriented project management.
JAD sessions bring together customers and developers to quickly agree on project scope, objectives, and specifications. They are structured workshops facilitated by a trained moderator. Key roles include a facilitator to plan the session and ensure deliverables are produced, decision-makers from the customer who can resolve issues and make commitments, application customers who understand business processes, developer listeners who provide technical input, and a scribe to accurately document the session outcomes. When done effectively, JAD sessions can simplify communication, identify issues, clarify requirements, and gain customer commitment to help ensure the delivered system meets their needs.
Trevor J. Wright has over 20 years of experience in design and construction, focusing on retail environments for the last nine years, creating both tenant improvements and ground-up projects. He provides successful leadership through all phases of development, with proven "on time" and "on budget" performance. His strengths include managing multiple projects simultaneously through schedules, budgets, and to successful completion while communicating effectively with various audiences.
This document outlines various roles in software development teams. It describes the project manager role as responsible for planning, organizing, and directing projects to ensure they are completed on time, on budget, and within scope. It also describes the project life cycle phases of initiating, planning, executing, monitoring and controlling, and closing. Other roles discussed include functional/business analyst, lead developer, and solution architect. For each role, the document outlines key responsibilities and skills. It provides examples of documents used in the roles like requirements specifications, functional specification documents, software architecture documents, and entity relationship diagrams.
Practicing What We Preach: designing usage centered deliverablesAviva Rosenstein
Slides and worksheets from a workshop presented at the IA Summit, 2011
During any product development process, interaction designers and researchers must communicate with internal and external team members and decision makers. All too often we talk the UX talk but we forget to walk the UX walk: we send out deliverables without thinking about our needs, the needs of the recipients and what we want to achieve.
Creating design deliverables that address the needs, goals and constraints of those team members will enhance your credibility as a design expert while improving the overall effectiveness of your organization.
This presentation includes a lean framework for understanding users' needs and goals that can help you design the right deliverable (or interface) at the right time for any working environment.
Research Ready to Build: Compelling Artefacts that Speak Your Agile Team's La...Joshua Ledwell
This document summarizes two case studies of ensuring user research findings and early design guidance stay relevant for agile teams over time. Case study 1 involved creating a long-term customer data experience strategy to guide four agile teams. Case study 2 aimed to improve a complex software feature with dependencies on other parts. Key lessons included creating artifacts in the team's language, showing how design builds on research, hijacking agile ceremonies, sustaining buy-in from stakeholders, and committing to sustainability over burnout. The document concludes by discussing making artifacts easy to maintain and evolve the practice across projects.
Introduction to Project Management CourseRubenBalilo
Project management involves applying knowledge, skills, and methodologies to achieve specific project goals and successfully complete projects. A project is a temporary sequence of tasks aimed at delivering a tangible outcome within a set timeframe, often involving multiple individuals across different expertise areas. Project managers are responsible for overseeing all phases of a project lifecycle from start to finish, directing team efforts, implementing strategies, and ensuring successful completion and delivery of outcomes. Common project management methodologies include Agile, Waterfall, Scrum, Kanban, Critical Path Method, and PRINCE2, each suited to different project needs.
The Jacob Burns Film Center (JBFC) outlined an initiative to build an online virtual learning and teaching platform. The objectives are to expand their impact by delivering curricula to more students, teach skills like storytelling and collaboration, and create an online community. Funny Garbage recommends taking a thorough, collaborative approach to planning and designing the platform. Their proposal involves discovery and planning, definition and design, development, and deployment phases to translate JBFC's vision and curriculum into an effective online platform.
A Comprehensive Guide Hiring Full-Stack Developers for Your Business.pdfDevstree Canada
Unlock Your Company's Potential with Devstree Canada's Expert Full Stack Developers!
Are you searching for top-tier talent to elevate your digital presence and drive your business forward? Look no further! At Devstree Canada, we specialize in connecting businesses with highly skilled and experienced full stack developers who can bring your vision to life.
The document discusses the 5W1H (six questions) framework for project management: what, why, who, when, where, and how.
It defines what as applying knowledge, skills, tools and techniques to meet project requirements through initiation, planning, execution, monitoring and control, and closing. It discusses why as realizing ideas and driving improvement. It lists top technology certifications and their salaries as an example for who and when questions. It discusses where as being applicable anywhere. It outlines both formal and informal methods for how, noting communication challenges.
This document discusses key aspects of project management for software projects. It covers that project management involves planning, monitoring, and controlling people, processes, and events throughout the software development lifecycle. Project management focuses on the four Ps - People, Product, Process, and Project. Effective project management requires considering these factors and organizing the project team appropriately to achieve success.
The document discusses the idea of a "360° developer" and the speaker's journey to becoming a well-rounded developer. Some key points:
- The speaker struggled when changing jobs from C# to Ruby, lacking context for agile practices and dealing with personality conflicts.
- They realized they needed to develop knowledge, personal, and functional skills to effectively solve business problems. This led to the idea of a "360° developer" with a diverse set of skills.
- The talk outlines developing skills in SOLID principles, design patterns, conflict resolution, mentoring, and cross-domain problem solving to become a well-rounded developer.
I recently attended the Interaction Design training at Cooper (http://www.cooper.com/#training:interaction_design).
This presentation is a brief overview of the training and Cooper process from the perspective of a software developer.
This document discusses using a behaviourally anchored rating scale to measure competencies. It defines competency as including knowledge, skills, attitudes, motivation and traits. It outlines prominent types of core competencies such as functional, behavioural, threshold and differentiating competencies. It then provides an example of mapping core competencies for software developers on a team, identifying their functional and behavioural competencies. It explains that competency mapping can help identify strengths, weaknesses and training needs by rating individuals on competency indicators using a Likert scale. The document outlines steps for competency mapping, including defining roles, analyzing functions and behaviours, adding indicators and creating rating scales to assess individuals' competency levels.
Joel Constantino has over 5 years of experience in marketing and advertising design. He has worked as a senior interactive designer and art director for companies like Deadline Advertising and Stauffer New Media Development. Some of his major clients include Walt Disney Pictures, Microsoft, and Electronic Arts. He leads teams to create effective design solutions and proposals. Constantino is skilled in design, communication, creative concept development, and using software like Flash, AfterEffects, HTML and CSS. He received a bachelor's degree in advertising from The Art Institute of California.
PMP Project management simple to complex | Rahul SinghRahul Singh
Project management involves applying skills and techniques to meet project requirements. Key skills for project managers include communication, flexibility, planning, and team building. Project management areas include scope, quality, risk, procurement, schedule, cost, integration, and communication. Projects are profiled and assigned to managers based on their type and complexity. Project phases include initiation, planning, execution, and closeout. Managing client expectations, values, and effective communication are important for success.
Crafted Design is a hands-on course to help experienced developers learn to:
– design well crafted solutions
- produce software that is responsive to changing requirements and new functionality
– avoid the pitfalls that lead to legacy code
Find out more by visiting www.codurance.com
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
“After being the most listed dog breed in the United States for 31
years in a row, the Labrador Retriever has dropped to second place
in the American Kennel Club's annual survey of the country's most
popular canines. The French Bulldog is the new top dog in the
United States as of 2022. The stylish puppy has ascended the
rankings in rapid time despite having health concerns and limited
color choices.”
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
3 Simple Steps To Buy Verified Payoneer Account In 2024SEOSMMEARTH
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Introduction
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[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
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Creative Teams Title Structure
1. CREATIVE TEAM TITLES AND RESPONSIBILITIES
This document is an overview of the titles and responsibilities
of the members of IIR’s creative teams. It was created as a joint
effort between the Human Resources and management teams.
3. GENERAL Designing for the Conference Industry:
The broad field known as “design” is transforming rapidly. The conference industry, like almost any other
SKILLS is ever-changing in its approach to create, maintain and present better designs to its consumers. Being a
designer at IIR demands a constant knowledge of what is happening in the field of design and how it
pertains to the conference industry.
Task Execution:
In order to execute tasks as a member of one of IIR’s design teams, designers are required and/or trained
to execute any of the projects that present themselves in the department’s project pricing list. This in-
cludes a full spectrum of design capability from basic content editing to the creation of advanced designs
over extended periods of time. Designers are also expected to “perform up” which means to demonstrate
some of the qualities of the title tier immediately above their own.
Talent:
All designers are expected to bring a level of skill to their position that is unique in that it requires an
interpretation of what a client asks into some form of visual communication. Therefore the success of a
designer at IIR is at least partially determined by the feedback from their clients.While clients may judge
the “raw talent” of any member of the design team there is a list of general skills that enable the deisgner
to perform on IIR’s staff in the first place which clients are almost totally unfamiliar with. The skillsets are
listed below:
WEB DESIGN TEAM PRINT DESIGN TEAM
Technical Sklllset: Technical Sklllset:
Web desingers are required to have at the very least a Print desingers are required to have at the very least a
broad understanding of the following: broad understanding of the following:
• Adobe Creative Suite application package
• Adobe Creative Suite application package
• IIR’s custom-made Content Management System
• Branding and logo design
(Rainforest) • Production and prepress
• Relevant coding approaches (CSS, Javascript,
HTML, etc.)
4. EXPERTISE | Depth and breadth of skills/experience required to perform the role
• 0-2 yrs. experience
• general understanding of how the department contributes to the success of
each division
• portfolio should show examples of creative talent as well as the ability to use
the appropriate software applications
BREADTH OF RESPONSIBILITY | Degree of responsibility for impacting other roles
• proficiency in appropriate design software applications
• executes all basic design assignments
NATURE OF WORK
• ability to demonstrate basic design skills on a professional level
• ability to complete design assignments from start to finish
JUNIOR
COGNTITVE THINKING
DESIGNER • basic understanding of work requirements
• executes tasks
COMMUNICATION | Type of communication and to whom the role communicates on
a regular basis
• strong visual communication skills required
• appropriate communication skills for a professional environment
SCOPE OF IMPACT | How responsible the role is for the successful performance of
other roles, the department, division and/or company
• impacts team’s results regarding deadlines and quality
LATITUDE FOR DECISION MAKING
• managerial control
• executes basic tasks for self
5. EXPERTISE | Depth and breadth of skills/experience required to perform the role
• 3-5 yrs. Experience
• general understanding of how the department contributes to the success of
each division
• knowledge of the divisional structures and how creative acts as a service team as
well as a partnering team
BREADTH OF RESPONSIBILITY | Degree of responsibility for impacting other roles
• ability to demonstrate a mastery of the relevant software applications to ensure
client satisfaction
NATURE OF WORK
• creates and manages their own designs autonomously
• execute advanced design projects from start to finish
COGNTITVE THINKING
DESIGNER
• understands well-defined goals and sets priorities to reach goals
• ability to quickly learn, adapt and contribute to projects effectively
COMMUNICATION | Type of communication and to whom the role communicates on
a regular basis
• strong visual and verbal communication skills required
SCOPE OF IMPACT | How responsible the role is for the successful performance of
other roles, the department, division and/or company
• impacts results regarding deadlines and quality
• handles advanced design projects from start to finish autonomously
LATITUDE FOR DECISION MAKING
• managerial control
• executes advanced tasks for self
6. EXPERTISE | Depth and breadth of skills/experience required to perform the role
• 5+ yrs. design experience
• detailed understanding of how creative contributes to the success of the company
BREADTH OF RESPONSIBILITY | Degree of responsibility for impacting other roles
• Provides leadership to less senior designers and to clients
• Aids in overall departmental efficiency by multi-tasking through others
NATURE OF WORK
• creates and manages their own designs autonomously
• execute advanced design projects from start to finish
• should be able to execute multiple advanced design projects from start to finish in a
proficient manner
• can manage others who are assigned more basic tasks
COGNTITVE THINKING
• understand group’s direction to set and align personal goals
SENIOR • ability to aid in the lead of multiple projects
DESIGNER • ability to understand basic strategic thinking
COMMUNICATION | Type of communication and to whom the role communicates on
a regular basis
• Strong verbal communication skills and written skills required
• Should be able to contribute to the improvement of the overall process of the group
at some level
SCOPE OF IMPACT | How responsible the role is for the successful performance of
other roles, the department, division and/or company
• Impacts team and company results regarding quality and overall efficiency
• Should be able to understand basic business goals behind the execution of
design tasks
LATITUDE FOR DECISION MAKING
• Basic managerial direction
• Makes process decisions independently
7. EXPERTISE | Depth and breadth of skills/experience required to perform the role
• 5-10 yrs. client facing design experience preferably within the conference industry
• detailed understanding of how team functions on a project management level and how
this contributes to the success of each division
• ability to resolve client facing project management challenges
BREADTH OF RESPONSIBILITY | Degree of responsibility for impacting other roles
• provides leadership to creative team
• develops and facilitates workflow solutions
• plays a central role in design projects
NATURE OF WORK
• provides leadership to creative and divisional teams regarding workflow
• creates successful and exciting designs
COGNTITVE THINKING
• understands both team and divisional direction, sets and aligns personal and team goals.
CREATIVE • strategic creative thinker
SERVICES • understands role of creative as it aligns with the overall business vision
MANAGER COMMUNICATION | Type of communication and to whom the role communicates on a
regular basis
• strong verbal and written communication skills required
• communicates with designers and divisions regarding project management
• must be able to validate communication with “numbers” (reports, budget, feedback, etc)
SCOPE OF IMPACT | How responsible the role is for the successful performance of other
roles, the department, division and/or company
• impacts team and company results regarding quality and overall efficiency
• ability to communicate to upper management in “dashboard” fashion to report on overall
condition and activity of the creative teams
LATITUDE FOR DECISION MAKING
• managerial direction and review
• predominantly self-managing with strategic input from upper management
• executes plans for self team
• informs strategy on needed process/policy adjustments
8. EXPERTISE | Depth and breadth of skills/experience required to perform the role
• 10+ yrs. Experience in the field of design
• understanding of the conference Industry
• ability to manage form development on a strategic level
• strong negotiating relationship building skills
• strong team management skills
• stratregic creative thinker
BREADTH OF RESPONSIBILITY | Degree of responsibility for impacting other roles
• leadership responsibility for one or more department (s)
• supervises creative teams
• skills are to be consistently applied on a strategic business level such as working on design language
over multiple product categories
• the design work often spans over multiple products that also show how consistent brand language was
successfully applied throughout
NATURE OF WORK
• provides vision, leadership and innovation to design and divisional teams
• ability to use external influences like branding or business goals and turn them into relevant design
proposals that drive concept design
CREATIVE
COGNTITVE THINKING
DIRECTOR
• understands the creative teams’ goals to develop, evaluate modify goals to meet its objectives
strategic needs
• inderstands how brand creates value
COMMUNICATION | Type of communication and to whom the role communicates on a regular basis
• sophisticated communication skills required to inform and influence internally and externally within
the company, as well as dealing with partners
• responsible for providing the ‘right form for the product’ – for IIR this means content, layout, function
and language suggestions
• has good methodologies on how design language initiatives are derived from strategic business
requirements
SCOPE OF IMPACT | How responsible the role is for the successful performance of other roles, the
department, division and/or company
• responsible for all fundamental creative and design across teams and divisions
LATITUDE FOR DECISION MAKING
• broad managerial guidance
• self-managing
• establishes policies and goals for teams and divisions based on company’s goals and direction.