SEO Analytics is complicated. In this presentation, I talk about
- My experience working on both Analytics and SEO teams
- Challenges, opportunities and SEO Analytics best practices
- How to prepare your Web Analytics tool data for integration with Brightedge Page level reporting
- How to pull different data sources together to correlate and infer keyword performance
- How to leverage data to audit and identify problem areas of your site
- How to combine data sources to understand your SEO program’s business impact
Slide deck from a talk first delivered at SQL Saturday 34 in Waltham, MA. Mike Walsh talks about how you can tune your own SQL Server code. Walk through indexes, Query Plans, IO Statistics and Profiler. The goal was to show developers how painless it is to gauge performance and make changes as a result.
Updated to v1.5 as presented in Charlotte to SQLSat33
Our article talks about the symptoms of disengagement and the toll this takes on the communication between team members, or between managers and employees.
SEO Analytics is complicated. In this presentation, I talk about
- My experience working on both Analytics and SEO teams
- Challenges, opportunities and SEO Analytics best practices
- How to prepare your Web Analytics tool data for integration with Brightedge Page level reporting
- How to pull different data sources together to correlate and infer keyword performance
- How to leverage data to audit and identify problem areas of your site
- How to combine data sources to understand your SEO program’s business impact
Slide deck from a talk first delivered at SQL Saturday 34 in Waltham, MA. Mike Walsh talks about how you can tune your own SQL Server code. Walk through indexes, Query Plans, IO Statistics and Profiler. The goal was to show developers how painless it is to gauge performance and make changes as a result.
Updated to v1.5 as presented in Charlotte to SQLSat33
Our article talks about the symptoms of disengagement and the toll this takes on the communication between team members, or between managers and employees.
Many individuals want to move forward with the adoption of agile practices at their company but are either meeting resistance from others within their organization or they are unsure of how to sell the benefits of agility to their constituents and stakeholders.
In this presentation we will discuss how to “sell” agile and address some of the common misconceptions that both your management and customers may have when trying to transition to agile.
These common misconceptions and concerns are:
Agile teams don’t do long-range planning or estimating
Agile doesn’t work for matrixed teams or organizations
Agile doesn’t work for non co-located teams
Agile expects too much involvement from the customer
Agile works on a time and materials (T&M) basis
Attend this presentation and begin or revive your road to agile adoption.
Length: 60 Minutes
Attendees: VPs, Directors, Managers, Customers and Development Team
IT projects are failing at a rate of 25%, and 45% of our projects are challenged for being late, over-budget, or providing less than required features and functions. Unfortunately this has been a habitual problem for IT and more importantly it has been a source of conflict and contention between IT and the business community we serve. Our business community, more than ever, demands speed and flexibility in taking products to market. As a result, approximately 35% of IT organizations have adopted or are in some form of adoption of agile practices and agile software development.
In this presentation we will discuss the following:
Common Agile Misconceptions
Why Should the CIO or CTO Care About Agile?
What Does the Business Community Need to Know About Agile?
Barriers to Successful Enterprise Agile Adoption
Many individuals want to move forward with the adoption of agile practices at their company but are either meeting resistance from others within their organization or they are unsure of how to sell the benefits of agility to their constituents and stakeholders.
In this presentation we will discuss how to “sell” agile and address some of the common misconceptions that both your management and customers may have when trying to transition to agile.
These common misconceptions and concerns are:
Agile teams don’t do long-range planning or estimating
Agile doesn’t work for matrixed teams or organizations
Agile doesn’t work for non co-located teams
Agile expects too much involvement from the customer
Agile works on a time and materials (T&M) basis
Attend this presentation and begin or revive your road to agile adoption.
Length: 60 Minutes
Attendees: VPs, Directors, Managers, Customers and Development Team
IT projects are failing at a rate of 25%, and 45% of our projects are challenged for being late, over-budget, or providing less than required features and functions. Unfortunately this has been a habitual problem for IT and more importantly it has been a source of conflict and contention between IT and the business community we serve. Our business community, more than ever, demands speed and flexibility in taking products to market. As a result, approximately 35% of IT organizations have adopted or are in some form of adoption of agile practices and agile software development.
In this presentation we will discuss the following:
Common Agile Misconceptions
Why Should the CIO or CTO Care About Agile?
What Does the Business Community Need to Know About Agile?
Barriers to Successful Enterprise Agile Adoption
3. Peamised eesmärgid Eesmärgiks on lõpetada gümaasium parimate tulemustega ning saada eksamitel piisavalt punkte järgmiste etappide saavutamiseks Gümnaasiumi lõpetamine 06.2010 23.01.2010
4. Peamised eesmärgid Peale gümnaasiumi lõppu on plaanis minna välismaale õppima. Hollandisse Fonty Venlo ülikoolilinnakusse. Eesmärk on omandada turunduse bakalauruse kraad. 09.2010 06.2010 Sisseastumine Venlo Ülikooli 23.01.2010
5. Peamised eesmärgid 4 aastat hiljem on saavutatud algne eesmärk ning kutsub ajateenistus. Venlo ülikooli lõpp sõjaväkke minek 09.2014 09.2010 Nende 4 aasta jooksul on ka plaanis leida töö Hollandis 06.2010 23.01.2010
6. Peamised eesmärgid 06.2015 9 kuud hiljem on ajateenistus edukaltläbitud. 09.2014 Sõjaväest vabanemine 09.2010 06.2010 23.01.2010
7. Peamised eesmärgid Astumine Magistri õppesse Pärast 3kuud puhkust kodumaal on plaanis minna õppuima turundust magistriõppesse. Ülikool kuhu seda tegema siirdun ei ole otsustatud. 06.2015 09.2015 09.2014 09.2010 06.2010 23.01.2010
8. Peamised eesmärgid 08.2018 magistriõppe lõpplõpp 3 aastat hiljem on saavutatud ka algselt seatud eesmärk lõpetada turundus magistrikraadiga. 06.2015 09.2015 09.2014 09.2010 06.2010 23.01.2010
9. Peamiste eesmärkide hinnang Eesmärgid on reaalsed ning piisavalt ambitsioonikad, et pakuvad piisavalt võimalusi enesearenguks. Ajaliselt võib planeeritu muutuda kuid mitte üle paari aasta.
14. Tagavaraplaani Hinnang Tagavaraplaanil on hetkel ainult 1 sihtmärk. Kuid isegi selle saavutades ei ole midagi väha hullusti. Jäädes Eestisse tekib palju uusi teisi võimalusi ning jäävad väiksemaks kulud
