The document discusses application portfolio management (APM) at the Manitoba government. It provides definitions and objectives of APM, including analyzing applications based on cost, value, quality and lifespan. It summarizes the APM work completed so far, including developing an inventory of 550 applications and analyzing trends in the portfolio. Analysis shows most applications are over 11 years old and the top 15 applications consume 50% of support resources. The overall aim is to optimize the application portfolio and guide investment decisions.
This document provides an overview of a presentation titled "The ROR Trilogy Part I: A New Dev Hope" given by Amir Barylko. The presentation introduces Ruby and Ruby on Rails (ROR), covering topics such as dynamic languages, Ruby features, classes and objects, mixins, ROR conventions like MVC and scaffolding. It also lists resources for learning Ruby and ROR and concludes with a demo of a movie library application.
The document outlines an agenda for a session on monadic design patterns for the web. It discusses what to expect from the session, including fun, simplicity, engagement, and some challenge. It also discusses who the audience is and why monads are useful. The session will cover the monadic toolbox and provide simple and more complex examples of monadic patterns. It will discuss how monads can help manage complexity and provide abstraction.
Sean and Mike will present on the history and lessons learned from developing the SDEC Mobile Conference application for Blackberry, Android, and Windows Phone 7. They will discuss developing for each platform and integrating the mobile apps with WCF services. Sean and Mike will demonstrate the Windows Phone 7 app and discuss what worked well, what they would change, and what they would not do again when developing for WP7.
The document summarizes key points from a book about improving the customer experience. It discusses how companies can better understand customer needs by asking customers questions, observing how they use products, and listening to their feedback. The document also provides a case study of how a company called Skinit used these techniques like iterative design reviews to improve their product and significantly increase conversion rates. It emphasizes the importance of involving customers early in the design process and being willing to change designs based on what customers say, not just assumptions or guesses by the company.
The document discusses how cloud service providers (CSPs) can help software developers by hosting their applications and services. It recommends partnering with a CSP to gain access to infrastructure, platforms, and services without having to build and maintain them. Developers should choose a CSP based on their technical capabilities, geographic coverage, security, scalability, and customer service/support. The case study profiles a payroll company that chose RackForce as their CSP due to its Canadian data centers, strong service level agreements, ease of use and support, security, and ability to scale on demand.
Migrating an ASP.NET MVC application called Nerd Dinner to Windows Azure involves converting it to a web role, preparing the SQL database for SQL Azure, and configuring authentication. The presentation covers converting the project to a web role, deploying the SQL database to SQL Azure, and options for authentication including SQL Membership, Windows Azure Storage, and Claims-Based Authentication using Access Control Service.
The document summarizes how the PSCAD Development Group transitioned to becoming an agile team. They identified problems with their previous approach and made changes such as improving communication within the rebuilt team, adopting iterative development cycles, introducing planning poker and automated testing, deploying software iteratively, and using paired programming and Kanban boards. The key steps taken included opening up to change, prioritizing adaptability, increasing collaboration, and continually experimenting with new agile methodologies.
This document discusses integrating user experience (UX) design into agile development processes. It describes common UX activities like user research, prototyping, and testing. It then provides examples of how companies have structured UX work within sprints, including frontloading UX work, biweekly design reviews, and participatory sketching sessions. The goal is to embed UX designers in teams to inform decisions early while still allowing flexibility.
This document provides an overview of a presentation titled "The ROR Trilogy Part I: A New Dev Hope" given by Amir Barylko. The presentation introduces Ruby and Ruby on Rails (ROR), covering topics such as dynamic languages, Ruby features, classes and objects, mixins, ROR conventions like MVC and scaffolding. It also lists resources for learning Ruby and ROR and concludes with a demo of a movie library application.
The document outlines an agenda for a session on monadic design patterns for the web. It discusses what to expect from the session, including fun, simplicity, engagement, and some challenge. It also discusses who the audience is and why monads are useful. The session will cover the monadic toolbox and provide simple and more complex examples of monadic patterns. It will discuss how monads can help manage complexity and provide abstraction.
Sean and Mike will present on the history and lessons learned from developing the SDEC Mobile Conference application for Blackberry, Android, and Windows Phone 7. They will discuss developing for each platform and integrating the mobile apps with WCF services. Sean and Mike will demonstrate the Windows Phone 7 app and discuss what worked well, what they would change, and what they would not do again when developing for WP7.
The document summarizes key points from a book about improving the customer experience. It discusses how companies can better understand customer needs by asking customers questions, observing how they use products, and listening to their feedback. The document also provides a case study of how a company called Skinit used these techniques like iterative design reviews to improve their product and significantly increase conversion rates. It emphasizes the importance of involving customers early in the design process and being willing to change designs based on what customers say, not just assumptions or guesses by the company.
The document discusses how cloud service providers (CSPs) can help software developers by hosting their applications and services. It recommends partnering with a CSP to gain access to infrastructure, platforms, and services without having to build and maintain them. Developers should choose a CSP based on their technical capabilities, geographic coverage, security, scalability, and customer service/support. The case study profiles a payroll company that chose RackForce as their CSP due to its Canadian data centers, strong service level agreements, ease of use and support, security, and ability to scale on demand.
Migrating an ASP.NET MVC application called Nerd Dinner to Windows Azure involves converting it to a web role, preparing the SQL database for SQL Azure, and configuring authentication. The presentation covers converting the project to a web role, deploying the SQL database to SQL Azure, and options for authentication including SQL Membership, Windows Azure Storage, and Claims-Based Authentication using Access Control Service.
The document summarizes how the PSCAD Development Group transitioned to becoming an agile team. They identified problems with their previous approach and made changes such as improving communication within the rebuilt team, adopting iterative development cycles, introducing planning poker and automated testing, deploying software iteratively, and using paired programming and Kanban boards. The key steps taken included opening up to change, prioritizing adaptability, increasing collaboration, and continually experimenting with new agile methodologies.
This document discusses integrating user experience (UX) design into agile development processes. It describes common UX activities like user research, prototyping, and testing. It then provides examples of how companies have structured UX work within sprints, including frontloading UX work, biweekly design reviews, and participatory sketching sessions. The goal is to embed UX designers in teams to inform decisions early while still allowing flexibility.
CA World 2010 - customer success develop an ITIL-centric service focus to bet...David Messineo
The document discusses how an energy company implemented ITIL processes to better align IT with business needs. It describes how the company used CA products like CA IT Asset Manager, CA Service Desk Manager, and CA Service Catalog to create integrated solutions for asset management, service requests, and other processes. This helped transform the IT organization to focus more on delivering services and optimizing service delivery for the business.
C-Net Infotech is an IT services company that has been operating since 1998. It has over 19 years of experience delivering over 125 e-government projects to over 55,000 trained officials across India. It has a team of over 300 professionals and certifications in quality management. The document provides an overview of C-Net's services such as digital transformation, consulting, application services, infrastructure services, business process outsourcing, and professional services. It also lists the company's product portfolio, government clients, awards, and similar project experience in areas like education systems and procurement management systems.
2011 summit office of the cio presentation galitGalit Fein
The document discusses trends in IT and the role of the Office of the CIO (OTC). It notes that disruptive technologies are leading some analysts to predict significant IT reductions, but argues that increased technology usage will drive IT growth. Key points discussed include:
- OTC focusing more on business strategy, innovation and transformation rather than just project management.
- Emerging trends like cloud computing, mobile, social media and their impact on IT maturity models.
- Transitioning from project portfolio management to service portfolio management.
- OTC becoming more embedded in business units and focusing on areas like requirements management, demand management, and service catalogs.
- Improving areas like software estimation, infrastructure project
Interview with Banca Intesa: Unbiased Metrics For Objective Portfolio Rationa...CAST
Banca Caboto is a financial company focused on capital markets. A merger with Banca Intesa necessitated an objective review of the health and structure of existing applications and systems, including those managed by outsourcers. CAST empowered this critical assessment and is now used for regular reviews to measure and control application quality.
State of application performance management in the Indian BFSI sector ValueNotes
Almost every participant in the BFSI sector identifies application
uptime as a critical metric of application performance and recognises
the need for those applications to function optimally i.e. increase
productivity while reducing costs. But this study showed that
organisations did not have defined standards of measurement and
did not consider industry benchmarks as relevant indicators.
Application Portfolio Management, the Basics - How much Software do I haveFrank Vogelezang
After two external benchmarks, the Software Application Support division decided that the only way to quantitatively manage application support was by establishing a sufficient estimate of the size of the application portfolio. Based on criteria from Gartner’s Application Benchmark a selection was made regarding which applications made up the application portfolio. Five different methods were used to size approximately three hundred applications, each with its own precision and cost efficiency: Gartner Fast FPA estimation, Backfiring from LoC for some older PL/1 and Assembler applications, detailed counts with NESMA FPA and COSMIC for newly developed systems and backtracking from budget for less important smaller applications. The size estimations were made by regular support personnel with little training in functional size measurement. A sample selection was reviewed by an experienced consultant, in order to detect possible pitfalls and ambiguities. The results from the review led to a re-evaluation of most of the FPA-estimations, with a higher precision and greater consistency. The results of these size estimates can now be used to compare parts of the portfolio and to quantitatively manage the (support of the) portfolio.
Observability is the most important capability needed to manage the development, deployment, and operation of modern systems.
These slides—based on the webinar with EMA Research and LightStep--explore the importance of observability and how to address this capability for complex systems.
The Mahatma Phule Backward Class Development Corporation facilitates loans and subsidies to underserved communities in Maharashtra through a new online system. The system aims to more efficiently reach beneficiaries, track applications, generate reports, and monitor funds. It allows users at different administrative levels to securely access appropriate data and helps streamline processes like loan management, disbursement, and recovery. The cloud-based system improves transparency, reduces paperwork, and helps implement new government schemes, benefits both administration officials and loan recipients.
Strategic Information Management; A Prerequisite to Information GovernanceSIMC Coaching
The document provides background on SIMC Utilities and discusses developing a strategic information management plan. It outlines current status, including that the RIM function was recently moved to IT, an information governance function was created but not much has been accomplished. There are issues around lack of cooperation between divisions, no formal disposition process, and only partial implementation of an ECM system with user adoption problems. Key areas to address in developing an effective IM program are identified.
This document discusses the key aspects of managing information and communication technology (ICT) in the public sector. It outlines the objectives of ICT management, the roles and tasks involved, common issues and challenges faced, and emphasizes that managing ICT requires a holistic approach across people, processes, technology, and organizational structure. Some key tasks of ICT management discussed are strategic planning, project management, managing systems development and knowledge, as well as organizational change management. Common challenges include integration of systems, infrastructure limitations, skills gaps, and readiness for change. The conclusion emphasizes ICT management spans beyond technical boundaries.
Offshore Insights Research & Solutions Private Limited plans to conduct several syndicated research surveys in 2012 to gather information from IT and business decision makers. The surveys will include large phone surveys of 300-350 respondents across North America and Europe, as well as 200-250 product leaders across various industries. The surveys will cover topics like budgets, spending trends, offshoring plans, and adoption rates of emerging technologies. Additional smaller surveys will focus on specific themes throughout the year, such as mobility, social media, intellectual property, and analytics. All surveys will use a methodology combining phone interviews and follow-up qualitative interviews to obtain a representative sample across industries and geographies.
Digital Transformation e-book: Taking the 20X20n approach to accelerating Dig...CAST
More information on Digital Transformation here: https://www.castsoftware.com/use-cases/accelerate-it-modernization
The digital transformation wave is hitting its peak. An IDC
study found that global enterprise spending related to digital
experiences is set to reach $1.7 trillion in 2019.
The problem is that companies are spending heavily on
digital transformation, but not getting results: Approximately
59 percent of those polled in the IDC study identified as
companies at a digital impasse—stuck in an early stage of
maturation and struggling to move forward.
Digital transformation frameworks—formalized strategies that
define priorities and create clear technology roadmaps —are
essential to becoming a digitally mature organization. The
20x20n approach gives organizations an iterative, cohesive
base to build their efforts around. It isn’t just a high-level
philosophy, it’s a pragmatic, analytics-driven framework.
More information on Digital Transformation here: https://www.castsoftware.com/use-cases/accelerate-it-modernization
The document summarizes a presentation given by Jim Spohrer from IBM on smart service systems and cognitive assistants. Some key points:
- A service science perspective considers how service systems, value co-creation, and capabilities evolve through interactions between entities that have different capabilities, constraints, rights, and responsibilities.
- Cognitive systems and cognitive assistants can help augment and scale human expertise.
- IBM is working on developing cognitive assistants that can help with different occupations by assisting with various tasks.
- The vision is for cognitive technologies and assistants to augment and scale human expertise across many domains.
Visure Solutions is a privately held company founded in 2007 that focuses on delivering innovative requirements solutions. It has over 180 staff focused on requirements products and solutions. Visure has a presence in 25 countries in Europe and the US. It sees key market needs as the growing complexity of software/products, missing connections between requirements and business/market needs, and the importance of requirements quality for software product quality. Visure's approach focuses on process, collaboration, and quality to help organizations better define needs, reduce costs/risk, and meet regulatory requirements.
Developing bipv opportunities in toronto v3 apr-12rmcmona
The document discusses opportunities for developing a building integrated photovoltaics (BIPV) industry in Toronto. It notes that Toronto has significant new construction, with BIPV costing similarly to conventional cladding. All PV technologies can be used for BIPV. Leading countries deploying BIPV are highlighted. Developing customized BIPV products, beyond simple modules, is seen as critical for a sustainable market. BIPV is also proposed as a way to meet public art requirements for new buildings. Key elements of a BIPV industry strategy include education, standards, demonstrations, policy support, and industry collaboration. However, Ontario's feed-in tariff program may not be the best fit for supporting BIPV due to its unique attributes and
Research report sample - Strategy formulation exerciseAditya Dashora
An example of market research report - This report is a work of fiction and provides an example of strategy formation exercise through market research, industry analysis and competitive positioning.
TEM in 2015: Tools, Trends, and Opportunities Valicom
Telecom expense management in 2015. Stay up to date so you can remain agile in the coming year. How will your telecom and wireless environment be affected? Changes in the industry will affect your day to day. Find out!
This document summarizes presentations from an independent review of telecom APIs. It includes:
1) Discussions of why telcos need APIs to remain relevant, examples of internal and partner API successes, and the importance of building API-enabled businesses rather than just publishing APIs.
2) Case studies of health and banking organizations using telecom APIs.
3) Overviews of various telecom API companies and their products.
4) Analysis of the telecom API landscape and a framework for mapping telcos' API implementation strategies.
This document provides an overview of service portfolio management processes at Sandia National Laboratories:
- It describes the service portfolio management approach, including maintaining a centralized repository of all services and associated proposals. Key processes include service definition, portfolio planning and review committees.
- Performance is monitored through management assurance reviews, which evaluate metrics like incident rates and SLAs. The reviews also assess program risks, budgets and project status.
- Maintaining a complete service portfolio helps optimize investments, ensure benefits are realized, and allows the organization to effectively manage changes to IT services based on business needs.
Future of IIoT Predictive Maintenance StudyPresenso
What is the future of IIoT Predictive Maintenance? Emory University and Presenso partner for this study of Operations and Maintenance professionals to get their perspective on this new solution.
This document discusses user story mapping. It begins by explaining what user stories are not, such as tasks, big stories, use cases, and documents. It then explains what user stories are, focusing on them being independent, negotiable, valuable, estimable, small, and testable pieces of functionality described using a Who/What/Why format. The document demonstrates how to slice user stories by things like screen, button, field, workflow step, acceptance criteria, role, and value. It notes some tips for slicing stories, like keeping them as stories and slicing more when estimating. Finally, it provides an overview of how to create a user story map by gathering user tasks, grouping them into activities, adding more detailed stories,
The document discusses security considerations for web applications that use Oracle products. It covers topics like using virtual private databases and Oracle Label Security to restrict user access to different parts of application and database data based on their roles. The document also explains how these Oracle security features can be implemented to allow different users like teenagers, parents, and administrators to only see data that they are authorized to access.
CA World 2010 - customer success develop an ITIL-centric service focus to bet...David Messineo
The document discusses how an energy company implemented ITIL processes to better align IT with business needs. It describes how the company used CA products like CA IT Asset Manager, CA Service Desk Manager, and CA Service Catalog to create integrated solutions for asset management, service requests, and other processes. This helped transform the IT organization to focus more on delivering services and optimizing service delivery for the business.
C-Net Infotech is an IT services company that has been operating since 1998. It has over 19 years of experience delivering over 125 e-government projects to over 55,000 trained officials across India. It has a team of over 300 professionals and certifications in quality management. The document provides an overview of C-Net's services such as digital transformation, consulting, application services, infrastructure services, business process outsourcing, and professional services. It also lists the company's product portfolio, government clients, awards, and similar project experience in areas like education systems and procurement management systems.
2011 summit office of the cio presentation galitGalit Fein
The document discusses trends in IT and the role of the Office of the CIO (OTC). It notes that disruptive technologies are leading some analysts to predict significant IT reductions, but argues that increased technology usage will drive IT growth. Key points discussed include:
- OTC focusing more on business strategy, innovation and transformation rather than just project management.
- Emerging trends like cloud computing, mobile, social media and their impact on IT maturity models.
- Transitioning from project portfolio management to service portfolio management.
- OTC becoming more embedded in business units and focusing on areas like requirements management, demand management, and service catalogs.
- Improving areas like software estimation, infrastructure project
Interview with Banca Intesa: Unbiased Metrics For Objective Portfolio Rationa...CAST
Banca Caboto is a financial company focused on capital markets. A merger with Banca Intesa necessitated an objective review of the health and structure of existing applications and systems, including those managed by outsourcers. CAST empowered this critical assessment and is now used for regular reviews to measure and control application quality.
State of application performance management in the Indian BFSI sector ValueNotes
Almost every participant in the BFSI sector identifies application
uptime as a critical metric of application performance and recognises
the need for those applications to function optimally i.e. increase
productivity while reducing costs. But this study showed that
organisations did not have defined standards of measurement and
did not consider industry benchmarks as relevant indicators.
Application Portfolio Management, the Basics - How much Software do I haveFrank Vogelezang
After two external benchmarks, the Software Application Support division decided that the only way to quantitatively manage application support was by establishing a sufficient estimate of the size of the application portfolio. Based on criteria from Gartner’s Application Benchmark a selection was made regarding which applications made up the application portfolio. Five different methods were used to size approximately three hundred applications, each with its own precision and cost efficiency: Gartner Fast FPA estimation, Backfiring from LoC for some older PL/1 and Assembler applications, detailed counts with NESMA FPA and COSMIC for newly developed systems and backtracking from budget for less important smaller applications. The size estimations were made by regular support personnel with little training in functional size measurement. A sample selection was reviewed by an experienced consultant, in order to detect possible pitfalls and ambiguities. The results from the review led to a re-evaluation of most of the FPA-estimations, with a higher precision and greater consistency. The results of these size estimates can now be used to compare parts of the portfolio and to quantitatively manage the (support of the) portfolio.
Observability is the most important capability needed to manage the development, deployment, and operation of modern systems.
These slides—based on the webinar with EMA Research and LightStep--explore the importance of observability and how to address this capability for complex systems.
The Mahatma Phule Backward Class Development Corporation facilitates loans and subsidies to underserved communities in Maharashtra through a new online system. The system aims to more efficiently reach beneficiaries, track applications, generate reports, and monitor funds. It allows users at different administrative levels to securely access appropriate data and helps streamline processes like loan management, disbursement, and recovery. The cloud-based system improves transparency, reduces paperwork, and helps implement new government schemes, benefits both administration officials and loan recipients.
Strategic Information Management; A Prerequisite to Information GovernanceSIMC Coaching
The document provides background on SIMC Utilities and discusses developing a strategic information management plan. It outlines current status, including that the RIM function was recently moved to IT, an information governance function was created but not much has been accomplished. There are issues around lack of cooperation between divisions, no formal disposition process, and only partial implementation of an ECM system with user adoption problems. Key areas to address in developing an effective IM program are identified.
This document discusses the key aspects of managing information and communication technology (ICT) in the public sector. It outlines the objectives of ICT management, the roles and tasks involved, common issues and challenges faced, and emphasizes that managing ICT requires a holistic approach across people, processes, technology, and organizational structure. Some key tasks of ICT management discussed are strategic planning, project management, managing systems development and knowledge, as well as organizational change management. Common challenges include integration of systems, infrastructure limitations, skills gaps, and readiness for change. The conclusion emphasizes ICT management spans beyond technical boundaries.
Offshore Insights Research & Solutions Private Limited plans to conduct several syndicated research surveys in 2012 to gather information from IT and business decision makers. The surveys will include large phone surveys of 300-350 respondents across North America and Europe, as well as 200-250 product leaders across various industries. The surveys will cover topics like budgets, spending trends, offshoring plans, and adoption rates of emerging technologies. Additional smaller surveys will focus on specific themes throughout the year, such as mobility, social media, intellectual property, and analytics. All surveys will use a methodology combining phone interviews and follow-up qualitative interviews to obtain a representative sample across industries and geographies.
Digital Transformation e-book: Taking the 20X20n approach to accelerating Dig...CAST
More information on Digital Transformation here: https://www.castsoftware.com/use-cases/accelerate-it-modernization
The digital transformation wave is hitting its peak. An IDC
study found that global enterprise spending related to digital
experiences is set to reach $1.7 trillion in 2019.
The problem is that companies are spending heavily on
digital transformation, but not getting results: Approximately
59 percent of those polled in the IDC study identified as
companies at a digital impasse—stuck in an early stage of
maturation and struggling to move forward.
Digital transformation frameworks—formalized strategies that
define priorities and create clear technology roadmaps —are
essential to becoming a digitally mature organization. The
20x20n approach gives organizations an iterative, cohesive
base to build their efforts around. It isn’t just a high-level
philosophy, it’s a pragmatic, analytics-driven framework.
More information on Digital Transformation here: https://www.castsoftware.com/use-cases/accelerate-it-modernization
The document summarizes a presentation given by Jim Spohrer from IBM on smart service systems and cognitive assistants. Some key points:
- A service science perspective considers how service systems, value co-creation, and capabilities evolve through interactions between entities that have different capabilities, constraints, rights, and responsibilities.
- Cognitive systems and cognitive assistants can help augment and scale human expertise.
- IBM is working on developing cognitive assistants that can help with different occupations by assisting with various tasks.
- The vision is for cognitive technologies and assistants to augment and scale human expertise across many domains.
Visure Solutions is a privately held company founded in 2007 that focuses on delivering innovative requirements solutions. It has over 180 staff focused on requirements products and solutions. Visure has a presence in 25 countries in Europe and the US. It sees key market needs as the growing complexity of software/products, missing connections between requirements and business/market needs, and the importance of requirements quality for software product quality. Visure's approach focuses on process, collaboration, and quality to help organizations better define needs, reduce costs/risk, and meet regulatory requirements.
Developing bipv opportunities in toronto v3 apr-12rmcmona
The document discusses opportunities for developing a building integrated photovoltaics (BIPV) industry in Toronto. It notes that Toronto has significant new construction, with BIPV costing similarly to conventional cladding. All PV technologies can be used for BIPV. Leading countries deploying BIPV are highlighted. Developing customized BIPV products, beyond simple modules, is seen as critical for a sustainable market. BIPV is also proposed as a way to meet public art requirements for new buildings. Key elements of a BIPV industry strategy include education, standards, demonstrations, policy support, and industry collaboration. However, Ontario's feed-in tariff program may not be the best fit for supporting BIPV due to its unique attributes and
Research report sample - Strategy formulation exerciseAditya Dashora
An example of market research report - This report is a work of fiction and provides an example of strategy formation exercise through market research, industry analysis and competitive positioning.
TEM in 2015: Tools, Trends, and Opportunities Valicom
Telecom expense management in 2015. Stay up to date so you can remain agile in the coming year. How will your telecom and wireless environment be affected? Changes in the industry will affect your day to day. Find out!
This document summarizes presentations from an independent review of telecom APIs. It includes:
1) Discussions of why telcos need APIs to remain relevant, examples of internal and partner API successes, and the importance of building API-enabled businesses rather than just publishing APIs.
2) Case studies of health and banking organizations using telecom APIs.
3) Overviews of various telecom API companies and their products.
4) Analysis of the telecom API landscape and a framework for mapping telcos' API implementation strategies.
This document provides an overview of service portfolio management processes at Sandia National Laboratories:
- It describes the service portfolio management approach, including maintaining a centralized repository of all services and associated proposals. Key processes include service definition, portfolio planning and review committees.
- Performance is monitored through management assurance reviews, which evaluate metrics like incident rates and SLAs. The reviews also assess program risks, budgets and project status.
- Maintaining a complete service portfolio helps optimize investments, ensure benefits are realized, and allows the organization to effectively manage changes to IT services based on business needs.
Future of IIoT Predictive Maintenance StudyPresenso
What is the future of IIoT Predictive Maintenance? Emory University and Presenso partner for this study of Operations and Maintenance professionals to get their perspective on this new solution.
This document discusses user story mapping. It begins by explaining what user stories are not, such as tasks, big stories, use cases, and documents. It then explains what user stories are, focusing on them being independent, negotiable, valuable, estimable, small, and testable pieces of functionality described using a Who/What/Why format. The document demonstrates how to slice user stories by things like screen, button, field, workflow step, acceptance criteria, role, and value. It notes some tips for slicing stories, like keeping them as stories and slicing more when estimating. Finally, it provides an overview of how to create a user story map by gathering user tasks, grouping them into activities, adding more detailed stories,
The document discusses security considerations for web applications that use Oracle products. It covers topics like using virtual private databases and Oracle Label Security to restrict user access to different parts of application and database data based on their roles. The document also explains how these Oracle security features can be implemented to allow different users like teenagers, parents, and administrators to only see data that they are authorized to access.
This document discusses the path of Trish Rempel and Brent Hamm's team at Friesens Corporation towards adopting agile practices. It outlines their current strengths and issues, as well as barriers to adopting agile. Their first steps included establishing improvement goals and training. The document contrasts traditional "waterfall" approaches like delivering late and solo work with agile practices like iterative delivery, examples-based specifications, team development, and limiting work-in-progress. It advises that agile is more about attitudes than processes and emphasizes improvement, learning, collaboration and having someone keep agile momentum.
This document provides an overview of applying Lean principles to transform services organizations. It discusses how Lean was applied to improve processes at Manitoba Immigration, focusing on registration, assessment, and employment solutions. The key aspects covered include reviewing Lean principles from both a production and customer viewpoint, taking a people-focused approach, and using tools like value stream mapping to eliminate waste and improve flow. Successful transformation requires executive commitment, employee engagement, and rigorous execution.
The document discusses 7 ways to make an app learnable, usable, and enjoyable for users. It covers topics like integrating business goals, customer goals, prioritizing goals, recognizing good user experience, and adopting a customer-centric UX philosophy. The presentation aims to provide strategies for designing successful apps.
The document provides instructions for an Agile in a Day workshop. Participants are instructed to sit with others who have different levels of Agile experience. They then initial questions they want to learn and discuss challenges to adopting Agile. The workshop covers Agile concepts through activities like visioning, user stories, mapping stories and estimating. Participants work through an iteration, including planning, a standup and retrospective. They conclude by reviewing what they learned.
The document summarizes a presentation titled "Why User Experience matters for your App" given by David Alpert at a conference on October 17, 2011. The presentation discusses how customer expectations of software and digital experiences are rising due to influences from various parts of their lives and social media. It emphasizes that users are whole people, not just users, and stresses the importance of designing software with the user experience as the central focus from the outset.
The document introduces the Android operating system. It was created by Google and the Open Handset Alliance to provide an open-source alternative to Apple's iOS and compete in the growing smartphone market. Android uses the Linux kernel and a customized virtual machine called Dalvik to deliver the benefits of Java programming on mobile devices without the performance disadvantages of traditional Java VMs. The architecture is based around activities representing screens, views for building user interfaces, and intents for messaging and navigation between components.
1. The document provides an overview of Windows Azure offerings including Compute, Storage, SQL Azure, Virtual Network, AppFabric, and Marketplace.
2. It discusses the "7 Deadly Sins of Cloud Development" including under utilization of cloud resources, platform monogamy, poorly defined release cadence, always connected assumptions, synchronous application design, lack of load/failover testing, and lack of cloud reading.
3. The document includes demos of various Windows Azure features to illustrate how to avoid the sins.
This document discusses a software company's journey to adopting test-driven development (TDD) practices. It describes how the company initially launched its online scheduling system without TDD, which led to problems. A phone call made the company realize it needed to change its development approach to focus on quality. The company then transitioned to using TDD and other quality practices like continuous integration, code reviews, and acceptance testing. The document argues that TDD is not about the tests themselves but about quality, and lists benefits like growing the company and enjoying careers. It encourages readers to educate themselves on TDD, appoint a champion, and support their teams in getting started with these practices.
This document provides an overview of a presentation on advanced design patterns by Amir Barylko. It introduces Amir and lists his contact information and resources. It then outlines the topics that will be covered, including definitions of patterns and anti-patterns, examples of commonly used patterns like Chain of Responsibility and Proxy, and a discussion of which patterns the audience uses.
The document discusses the potential shortcomings of relying solely on user stories in agile development. It introduces the concept of "active architecture" as a way to address these shortcomings by minimizing rework, ensuring consistency across iterations, and identifying potential gaps in the design. The document suggests active architecture can help complement user stories and planning poker sessions.
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1. Application Portfolio Management
at the Manitoba Government
Larry Phillips
Director Applications Management Services
Business Transformation and Technology
Government of Manitoba
October 17, 2011
2. Agenda
• Background
• Work completed
• Analysis of Manitoba’s application inventory
• Manitoba’s APM model
• Pilot results
• Top 50 applications analysis
• Lesson learned & next steps
• Questions
APM at the Manitoba Government – 2011 SDEC 2
3. APM: A Definition
• Using concepts from investment portfolio
management gather and analyze:
– the cost to build and maintain the application,
– the business value produced
– the technical quality of the application
– and the expected lifespan
APM at the Manitoba Government – 2011 SDEC 3
4. APM Objectives
• Identify and eliminate partially and wholly redundant
applications
• Quantify the condition of applications in terms of stability,
quality, and maintainability
• Quantify the business value / impact of applications and
the relative importance of each application to the
business
• Allocate resources according to the applications'
condition and importance in the context of business
priorities
APM at the Manitoba Government – 2011 SDEC 4
5. APM Principles
• Treat applications as assets
• Manage assets as a portfolio
• Perform ongoing health assessments of
applications
• Use the information to strategically
determine future application investment
decisions
“Gartner research has shown that, on average, the cost to go live is
only 8% of the 15-year TCO of an application”
APM at the Manitoba Government – 2011 SDEC 5
6. IT Investment Lifecycle
I. Strategic Planning,
III. Operation, Investment Selection, and
Maintenance, and Planning – IPM
Determine which assets to acquire.
Renewal/Retirement/
Replacement – APM
Maintain and operate assets in the right
ways and renew, retire, or replace them at
the right times.
II. Project Implementation – PPM
Buy, build and implement assets in the right manner.
Source: State Government of North Carolina
APM at the Manitoba Government – 2011 SDEC 6
7. How Did We get Here?
• Right technology then but wrong technology
today
• Too many technologies
• Total life cycle costs not considered
• Applications stretched beyond original intent
• Growing backlog of application vitality needs
• Expired warranties and support agreements
• Inability to run on modern infrastructure
APM at the Manitoba Government – 2011 SDEC 7
8. What Are The Impacts?
• Impedes new service delivery models
• Inability to meet regulatory requirements
• Cannot handle increased usage or data volumes
• Inefficient ICT resource utilization
• Unable to meet security, privacy, confidentiality
requirements
• Overlapping and duplicate application functionality
• Makes disaster recovery and business continuity efforts
difficult and expensive
• Leads to data quality issues
• Dependency on individuals, ―heroic‖ support efforts
APM at the Manitoba Government – 2011 SDEC 8
9. APMI Work Completed To Date
• Scope is all applications that BTT is directly responsible for
supporting
• Developed inventory of 550 Manitoba applications including
information on:
– Deployment date
– Business owner
– Primary, secondary and database technologies
– Line of business category
– Application support costs
• Completed high level analysis of portfolio inventory data
• Developed Manitoba tool kit to capture APM data
• Worked with departments on APM pilot of six applications
• Completed APM assessment and analysis of top 50 applications
APM at the Manitoba Government – 2011 SDEC 9
10. Application Inventory Analysis
I. General statistical
A. What apps consume our time?
B. How many apps do we have by Technology?
C. How many apps do we have by Technology Type?
D. How many apps do we have by Department?
II. Age based
E. Most apps deployed since 1999.
F. Most time spent on apps <= 11 years old.
G. What is the average age of apps?
H. When did departments deploy apps?
III. Cost based
I. Where do we invest?
J. How much time is spent on old technologies?
IV. Risk based
K. What services have most technical risk?
APM at the Manitoba Government – 2011 SDEC 10
11. General Statistical
A - Current Situation
• 550 applications in portfolio
– Applications defined as those requiring a server to
operate
– Does not include desktop/minor COTS applications
• Some key findings...
– Top 15 (3%) consume 50% of support resources
– Top 45 (8%) consume 75% of support resources
– Top 90 (16%) consume 90% of support resources
– Only 20 (4%) applications consume more than 1 FTE
– 239 (43%) either required or received no AMS
support in period from April 1 to December 31, 2010.
APM at the Manitoba Government – 2011 SDEC 11
12. General Statistical
B – How Many Apps By Technology?
60
Number of Applications
50
40
30
20
10
0
APM at the Manitoba Government – 2011 SDEC 12
13. General Statistical
C – How Many Apps By Tech Type?
140
Number of Applications
120
100
80
60
40
20
0
Technology Type
APM at the Manitoba Government – 2011 SDEC 13
14. General Statistical
D – How Many Apps By Department?
50
45
Number of Applications
40
35
30
25
20
15
10
5
0
APM at the Manitoba Government – 2011 SDEC 14
15. Apps Deployed Per Year
10
20
30
40
50
60
70
80
0
1985
1987
1989
1990
1991
1992
1993
1994
1995
1996
APM at the Manitoba Government – 2011 SDEC
1997
1998
1999
2000
2001
Age Based
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
0
100
200
300
500
400
600
15
Cumulative Number of Apps
Deployed
E - Most Apps Have Been Deployed Since 1999
16. Age Based
F - Most Time Spent on Apps <= 11 Years Old
AMS Hours : April – December 2010
30%
82% of time spent on
apps deployed since 1999
25%
Percent of Time
20%
15%
10%
5%
0%
1985
1987
1989
1990
1991
1992
1993
1994
1995
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
Year Application Was Deployed
APM at the Manitoba Government – 2011 SDEC 16
17. Age Based
G – What Is Average Age of Apps?
16
14
12
10
Years
8
6
4
2
-
APM at the Manitoba Government – 2011 SDEC 17
18. Age Based
H – When Did Departments Deploy Apps?
60
Less Than 5 Years
50
Number of Applications
5 - 10 Years
10 - 15 Years
40
15 - 20 years
30 More than 20 years
20
10
0
FIN
AEL
CHT
FSCA
HCD
SAP
JUS
MAFRI
MH
CON
COR
LIM
MIT
WSD
BTT
CSC
EDU
ETT
IEM
MLG
ANA
HLYS
APM at the Manitoba Government – 2011 SDEC 18
19. Cost Based
I – Where Do we Invest?
AMS Hours : April – December 2010
25%
51% in preferred technologies
20%
15%
10%
5%
0%
APM at the Manitoba Government – 2011 SDEC 19
20. Cost Based
J - Half of Time Spent in Old Technologies
AMS Hours : April – December 2010
40%
51% in Standard Technologies
30%
20%
10%
0%
APM at the Manitoba Government – 2011 SDEC 20
21. Risk Based
K - What Services Have Most Technical Risk?
AMS Hours : April – December 2010
25%
Current Standard
20%
Containment
Retire
15%
Percent of Time
Unclassified
10%
5%
0%
APM at the Manitoba Government – 2011 SDEC 21
22. From Inventory to Portfolio Management
• Assess applications using balanced scorecard
approach:
– Business Value
– Risk (Technical Integrity)
– Cost (AMS support hours today, holistic application
TCO in future)
• Application Scorecard
– Complete in collaboration with departments
– Measures value of application—not value of program
area
APM at the Manitoba Government – 2011 SDEC 22
23. APM Model
Performance
Indicators
Aspect
Business Business Process Support
Business Value
Data and Information Quality/Timeliness
Business Robustness
Life Cycle Position
Operational Complexity
Reliance on Subject Matter Experts
Maintenance Factors
Supportability
Availability and Cost of Support Skills
Technical Architectural Alignment
Foundational Technology Quality
Extensibility
Technical Performance
Vendor Capability
APM at the Manitoba Government – 2011 SDEC 23
24. APM Analysis Framework (TIME)
High
Tolerate Innovate/Invest
(Re-evaluate/ (Maintain/
Reposition Asset) Evolve Asset)
?
Technical
Integrity
Eliminate Migrate
(Retire/Replace) (Re-engineer/
Modernize Asset)
Low
Low High
Business Value
APM at the Manitoba Government – 2011 SDEC 24
25. Pilot Methodology
• Indicators rated zero to two for each app:
2 – Fully meets requirement
1 – Mostly meets requirement
0 – Fails to meet requirement
• Business Indicators scored jointly with
business area responsible
• Operational and Technical indicators
scored by BTT staff
APM at the Manitoba Government – 2011 SDEC 25
26. Pilot Ratings
• Scorecard utilizes comprehensive, objective
framework for each criteria to aid in quality and
consistency of application ratings
3.3 Extensibility The design, construction, integration and implementation of • 2 (Good) — The application
the application ease changes. Indicators include: is adaptive in all aspects of
• Addition of business functionality. extensibility and scalability.
• Growth in number of users or volume of data.
• Addition, deletion or modification of interfaces and • 1 (Fair) — The application
integration to/from other applications. is adaptive in the most-
• Adaptation to infrastructure changes.
frequent changes (add
• Collaborative interaction with external applications business function, growth,
or services. interfaces and integration).
• Evolution to new development languages and
methods. • 0 (Poor) — The application
• Gather data through discussions with key experts is generally difficult to extend
in each area (design, construction, integration and or scale.
implementation) for each bulleted item.
APM at the Manitoba Government – 2011 SDEC 26
27. Pilot Ratings
Performance Indicators
App 1
App 2
App 3
App 4
App 5
App 6
Aspect
Business Business Process Support 0 0 0 0 0 1
Business Importance 2 2 2 1 2 2
Data and Information Quality/Timeliness 0 1 0 0 2 0
Business Robustness 0 2 0 0 2 0
Life Cycle Position 0 1 1 0 0 2
BUSINESS VALUE 2 6 3 1 6 5
Operational Complexity 1 2 1 0 1 1
Reliance on Subject Matter Experts 1 1 1 0 0 0
Maintenance Factors 2 1 2 2 1 1
Supportability 0 2 2 0 2 2
Availability and Cost of Support Skills 0 2 2 0 0 0
Technical Architectural Alignment 0 1 1 0 0 0
Foundational Technology Quality 0 2 1 0 0 1
Extensibility 0 2 1 0 1 1
Technical Performance 1 2 1 1 2 1
Vendor Capability 0 0 0 0 0 0
TECHNICAL INTEGRITY 5 15 12 3 7 7
APM at the Manitoba Government – 2011 SDEC 27
28. Application Heat Map
Note: Object size
represents operational
cost
APM at the Manitoba Government – 2011 SDEC 28
29. APM Phase 1
• Assess top 50 applications.
– Business Value
– Technical Integrity
• Completed September 2011
APM at the Manitoba Government – 2011 SDEC 29
30. How Many Top 50 Apps in Each Quadrant?
Migrate, 2 Tolerate, 4
Eliminate, 8
Invest, 36
Number of Top 50 Applications By Quadrant
APM at the Manitoba Government – 2011 SDEC 30
31. How do Costs Compare Across Quadrants?
$250,000 40
35
$200,000
30
$150,000 25
20
$100,000 15
10
$50,000
5
$0 0
Eliminate Invest Migrate Tolerate
Average Annual Cost per Application Number of Applications
APM at the Manitoba Government – 2011 SDEC 31
32. Observations
• Positive feedback from participants on APM to address
concerns about application viability, risk and escalating
costs
• Most support investment devoted to apps deployed in
last 10 years, not older legacy apps, but..
• Often at expense of vitality of overall portfolio
• Acceptable number in standard technologies, but...
• Lots of disparate, boutique technologies and a high
number in containment technologies
• Most applications are maintainable—today—but vitality
deficit is increasing, vitality debt growing
APM at the Manitoba Government – 2011 SDEC 32
33. Lessons Learned
• Business area involvement is essential but
engagement was challenging
• Significant effort required (2 to 4 hours per
application)
• Application inventory information is
valuable and must be maintained
• Program must be ongoing to be effective;
change is constant
APM at the Manitoba Government – 2011 SDEC 33
34. Next Steps
• Proposed next steps
– Operationalize APM as an ongoing BTT
program
– APM analysis as input to capital planning
– Continue to work though application inventory
to completion
• Complete Top 100 by end of 2011
• Complete all apps by end of 2012
– Expand to include all costs (e.g. hardware,
system software, services, etc.)
APM at the Manitoba Government – 2011 SDEC 34