BuildIT is a portfolio management system implemented at JPL to provide visibility and tracking of all IT projects. It has kept projects on track and provided needed visibility into projects for the OCIO. While it is still a work in progress, BuildIT has achieved the main goals of developing a project pipeline, weekly status updates, and metrics tools to monitor projects.
POLARIS is a web-based tool developed by NASA to help project managers access information and requirements related to project management. It provides a searchable database of NASA's project management requirements and templates. Future enhancements may include additional requirements, review content, and linking the tool to NASA's metadata database to integrate more project information. The tool aims to be continually improved based on user feedback to better support NASA's project management community.
The document discusses NASA's plans to replace aging facilities through its Renovation by Replacement (RbR) program. It analyzes two RbR projects: the NASA Ames Sustainability Base and the Langley New Town AOB1 facility. For the NASA Ames project, the key factors for project initiation success were establishing a compelling business case, incorporating NASA technologies, and meeting tight budget and schedule goals of $26 million by July 2009.
The document discusses the development of guidance material to help NASA implement its software engineering requirements and best practices. It describes:
1) The creation of an electronic handbook on the NASA Engineering Network to provide guidance on NASA's software engineering requirements and examples/templates.
2) The process of gathering input from NASA's software community, prioritizing topics, and developing the content for the handbook.
3) The benefits of an electronic handbook such as easy updating and searchability.
This document discusses how to apply systems engineering principles to small, fast-paced projects with limited resources. It recommends tailoring systems engineering processes by deciding in advance how key elements will be addressed rather than questioning if they will be addressed. Checklists from NASA standards can help ensure critical items are considered. Organizational support, collaboration, and focused peer reviews are also important enablers.
NASA is transforming its aging facility portfolio into next generation centers through a strategic renewal process using the Kotter change model. The agency established a sense of urgency around renewing assets as 40% will be over 40 years old. A powerful guiding coalition was formed including agency leadership, center leadership, and project teams. A vision of renewing and modernizing facilities to sustain capabilities in efficient facilities was created. Communication of the vision and empowering others to act through center master plans and project teams is occurring. Short term wins are planned through visible renewal projects that expand stakeholder buy-in and consolidate improvements to further transform the agency's facilities portfolio.
The document describes a proposed task tracking portal that would allow NASA project managers and team members to easily track tasks, assignments, and status. It would provide a simple interface with pre-defined reporting functionality. The tool would standardize input and provide on-demand, automatically generated reports. This would help improve coordination, schedules, and availability of project metrics for management. Examples of the portal's prototype displays are provided, including charts and matrices.
This document provides an overview of Microsoft's Project 2007 Server with Project Web Access. It discusses the key components of the Enterprise Project Management system including Project Server 2007, Project Professional 2007, and Project Web Access. It also summarizes Jacobs' customization of the system with templates and views tailored for NASA projects. Project Web Access is highlighted as providing specialized views and reports to facilitate collaboration among project stakeholders.
The NASA Schedule Management Handbook provides guidance on developing and maintaining an integrated master schedule for NASA projects. It outlines roles and responsibilities, considerations for schedule management tools, and processes for pre-schedule development, developing the integrated master schedule, and ongoing status updates and maintenance. The handbook aims to help project managers and teams adhere to NASA requirements for sound schedule management practices.
POLARIS is a web-based tool developed by NASA to help project managers access information and requirements related to project management. It provides a searchable database of NASA's project management requirements and templates. Future enhancements may include additional requirements, review content, and linking the tool to NASA's metadata database to integrate more project information. The tool aims to be continually improved based on user feedback to better support NASA's project management community.
The document discusses NASA's plans to replace aging facilities through its Renovation by Replacement (RbR) program. It analyzes two RbR projects: the NASA Ames Sustainability Base and the Langley New Town AOB1 facility. For the NASA Ames project, the key factors for project initiation success were establishing a compelling business case, incorporating NASA technologies, and meeting tight budget and schedule goals of $26 million by July 2009.
The document discusses the development of guidance material to help NASA implement its software engineering requirements and best practices. It describes:
1) The creation of an electronic handbook on the NASA Engineering Network to provide guidance on NASA's software engineering requirements and examples/templates.
2) The process of gathering input from NASA's software community, prioritizing topics, and developing the content for the handbook.
3) The benefits of an electronic handbook such as easy updating and searchability.
This document discusses how to apply systems engineering principles to small, fast-paced projects with limited resources. It recommends tailoring systems engineering processes by deciding in advance how key elements will be addressed rather than questioning if they will be addressed. Checklists from NASA standards can help ensure critical items are considered. Organizational support, collaboration, and focused peer reviews are also important enablers.
NASA is transforming its aging facility portfolio into next generation centers through a strategic renewal process using the Kotter change model. The agency established a sense of urgency around renewing assets as 40% will be over 40 years old. A powerful guiding coalition was formed including agency leadership, center leadership, and project teams. A vision of renewing and modernizing facilities to sustain capabilities in efficient facilities was created. Communication of the vision and empowering others to act through center master plans and project teams is occurring. Short term wins are planned through visible renewal projects that expand stakeholder buy-in and consolidate improvements to further transform the agency's facilities portfolio.
The document describes a proposed task tracking portal that would allow NASA project managers and team members to easily track tasks, assignments, and status. It would provide a simple interface with pre-defined reporting functionality. The tool would standardize input and provide on-demand, automatically generated reports. This would help improve coordination, schedules, and availability of project metrics for management. Examples of the portal's prototype displays are provided, including charts and matrices.
This document provides an overview of Microsoft's Project 2007 Server with Project Web Access. It discusses the key components of the Enterprise Project Management system including Project Server 2007, Project Professional 2007, and Project Web Access. It also summarizes Jacobs' customization of the system with templates and views tailored for NASA projects. Project Web Access is highlighted as providing specialized views and reports to facilitate collaboration among project stakeholders.
The NASA Schedule Management Handbook provides guidance on developing and maintaining an integrated master schedule for NASA projects. It outlines roles and responsibilities, considerations for schedule management tools, and processes for pre-schedule development, developing the integrated master schedule, and ongoing status updates and maintenance. The handbook aims to help project managers and teams adhere to NASA requirements for sound schedule management practices.
The document summarizes a discussion on software architecture reviews for NASA flight projects. It outlines the goals of establishing a NASA-wide Software Architecture Review Board (SARB) to help projects achieve higher reliability and manage complexity through better software architecture. The board would engage with projects early in development to provide feedback on their software architecture design. Benefits mentioned include catching issues early to reduce costs and risks. The charter of the SARB is also summarized as helping spread best practices across NASA centers.
The NASA Ames Research Center has developed a scaled project management framework for IT projects under $500k based on NASA's NPR 7120.7. The framework includes Lite and Medium classifications to provide flexibility and structure for smaller projects. It establishes common project reviews, entrance and success criteria, and decision points for projects below the NPR 7120.7 threshold. The framework is designed to standardize project management practices while allowing tailoring to individual project needs.
This document outlines three NASA development programs: the Program and Project Management Development Program (PPMD), the Project Leadership Program (PLP), and the Small Satellite Engineering Development Program (SSEDP). The PPMD prepares future program and project managers for leadership roles, the PLP and SSEDP develop project management and systems engineering competencies, and all three programs provide training, mentoring, and work assignments. Examples are given of participants from different NASA centers using their program to develop skills for roles in safety assurance, program integration, and engineering.
KDP C is an important decision point for NASA projects where the agency decides whether to proceed to implementation and commits to a project's cost and schedule estimates. This panel discusses updated NASA processes to help ensure projects are on track for technical success within budget and schedule by KDP C. These include developing an integrated baseline, independent reviews, and documenting approvals and commitments in a decision memorandum to formalize support and establish external commitments. The integration of baseline development, independent checks, approval to proceed, and commitments is meant to help projects successfully complete implementation.
The document summarizes the challenges faced and process used for the Orion Project Preliminary Design Review (PDR). Some key challenges included developing a multi-tiered review process that balanced thoroughness with schedule while ensuring stakeholder participation. The process included over 180 technical reviews and established criteria for design maturity. Over 170 design requirement documents were delivered and reviewed. The PDR objectives were to demonstrate the design met requirements and was mature enough to proceed to critical design. Key lessons learned will help improve the Critical Design Review process.
The document provides an overview of JUMP (Scalable, Successful Approach to Software Project Management). It discusses key aspects of the JUMP methodology including its iterative process, roles, phases (inception, elaboration, construction, transition), reviews, artifacts, tools, best practices, and metrics for measuring success. The goal of JUMP is to achieve project commitment and consensus through formal reviews at key milestones to align projects with organizational directives.
The document discusses proposed changes to NASA's NPR 7120.7 policy regarding project baselining and rebaselining, and the implementation of a standard Level 2 work breakdown structure (WBS) for IT projects. It outlines draft definitions for project baselining and rebaselining, as well as proposed cost, schedule and scope thresholds for determining when a project rebaseline is warranted. The presentation also discusses benefits of adopting a standard Level 2 WBS, including facilitating project planning, cost/schedule control and identifying performance issues.
The document discusses NASA's software engineering processes and requirements. It provides an overview of 12 key software engineering processes, including requirements management, planning and monitoring, measurement and analysis, software assurance, verification, configuration management, product integration, and their benefits. It also indicates which roles are typically involved with each process.
The document outlines an architecture for a cost analytics process that includes capturing cost data in a database from various project phases and cost types, iterating the data through multiple estimation events, and using the stored data and associated schedule information to perform cost analytics and reporting across the project lifecycle. It details the types of fundamental cost and schedule data to be collected, how the data will be iterated through estimation events, and tools that can be used to analyze and report on the stored cost data.
This document introduces the Schedule Test and Assessment Tool (STAT) developed by NASA to assess schedule credibility. It provides an overview of STAT's capabilities, benefits of assessing schedules, and background on why schedule assessment is important. The document demonstrates STAT's schedule health check, trend analysis, and summary reporting features using example output. It summarizes that STAT enables efficient schedule assessment, quality improvement, and timely analysis through an easy-to-use automated tool.
This document discusses the development and validation of an Earned Value Management (EVM) system at the Jet Propulsion Laboratory (JPL). It outlines the key components of developing the EVM system, including establishing the architecture, implementing the necessary tools and processes, and providing education and training. It also describes validating the system through progress assistance visits and a formal validation review. The document shares lessons learned around implementing an effective EVM system.
This document describes Ball Aerospace's implementation of a Life Cycle and Gated Milestone (LCGM) process to improve program planning, execution, and control across its diverse portfolio. The LCGM provides a standardized yet flexible framework that maps out program activities and products across phases. It was developed through cross-functional collaboration and introduced gradually across programs while allowing flexibility. Initial results showed the LCGM supported improved planning and management while aligning with Ball Aerospace's entrepreneurial culture.
The document discusses NASA's Systems Engineering Excellence Initiative which aims to improve systems engineering capabilities across the agency. It outlines several needs including consistency in systems engineering approaches, an agency-wide framework of best practices, common terminology, and a basis for assessing capabilities. The response is to establish a Systems Engineering Working Group and Engineering Management Board to develop and implement a common framework. This is expected to enable excellence in systems engineering and foster more effective communication and collaboration.
This document discusses selecting useful software measures. It recommends using the Goal-Question-Metric method to first identify goals, then questions to meet those goals, indicators to show answers, and metrics to collect data. An example shows selecting measures to track project progress by setting goals for on-time and on-budget completion and monitoring staffing and scheduled activities. Charts of planned vs actual staffing and progress points are identified as useful measures.
This document discusses the JPL Media Search Project, a multimedia search tool developed by JPL and Owl Insight LLC to index and search audio/video files. It can perform semantic searches to find relevant content without knowing exact search terms. The tool was piloted on a set of 1700 files. Plans are described to scale the system and apply it to larger collections like the NASA Engineering Network repository containing over 1 million files. The goal is to help NASA effectively capture and retrieve engineering best practices and expertise contained in multimedia files.
The document describes how the Orion Standing Review Board (SRB) provides independent reviews that add value to the Orion Project. It outlines the makeup and role of the SRB, which includes experts from industry, government agencies, and academia. The SRB observes Orion's internal reviews and conducts formal assessments of key project milestones. While the SRB aims to provide constructive feedback, its assessments must be high-quality, fact-based, and independent of the project. The document notes some challenges around the timing of the SRB's reviews and reporting.
The document discusses essential planning steps for small projects with limited budgets. It recommends thoroughly planning work at the lowest level using a work breakdown structure to capture all technical scope, resources, milestones, and descriptions. Automated tools should be used to consolidate this planning data and enable analysis of things like what work is being done at each organization. Maintaining accurate and up-to-date planning data is important for project management and cross-checks between elements like budget and schedule. Communication is also key when changes are made to planning processes or formats.
This presentation discusses analyses conducted by NASA's Strategic Investments Division to support agency management and decision making. It provides examples of performance analyses of projects, analyses for key decision points, budget decision analyses, and strategic investment analyses. The presentation emphasizes that objective, complete analyses from multiple sources and perspectives are critical to informing complex management decisions at NASA.
The document outlines NASA's initiatives to improve and standardize their use of earned value management (EVM) across projects. It discusses transferring EVM responsibility to the Chief Engineer, updating policy to include EVM guidance, and establishing a council to provide EVM implementation guidance. The initiatives include updating requirements and handbooks, developing assessment models, providing in-house EVM systems, implementing schedule health checks, and establishing training programs. The goal is to provide a uniform, agency-wide approach and increase compatibility with other government agencies.
The document discusses the NASA approach to prioritizing software verification and validation (IV&V) tasks. It describes the Software Integrity Level Assessment Process (SILAP) used to determine the risk level of software components and identify the appropriate set of IV&V tasks. SILAP involves assessing the consequence of potential defects and error potential of software based on factors like developer experience and complexity. The resulting risk scores map to specific IV&V tasks to establish confidence in software fitness for purpose.
The document discusses a Technical Excellence Program (STEP) run by the National Aeronautics and Space Administration's (NASA) Safety and Mission Assurance (SMA) organization. STEP aims to improve project success through technical excellence by developing curriculum for SMA personnel. The agenda outlines a presentation on STEP including its development, rollout, and future plans to expand it to other training needs. It also includes an overview of the System Safety discipline and how it interacts with programs/projects to reduce risk.
This document discusses establishing an enterprise earned value management (EVM) capability at United Space Alliance (USA). It outlines USA's past experience with EVM, the need to implement an enterprise system, and their approach, which included defining processes, establishing infrastructure and tools, and implementing the system as a project. It emphasizes the importance of senior management support, adequate resources, and training in successful implementation.
The document summarizes a discussion on software architecture reviews for NASA flight projects. It outlines the goals of establishing a NASA-wide Software Architecture Review Board (SARB) to help projects achieve higher reliability and manage complexity through better software architecture. The board would engage with projects early in development to provide feedback on their software architecture design. Benefits mentioned include catching issues early to reduce costs and risks. The charter of the SARB is also summarized as helping spread best practices across NASA centers.
The NASA Ames Research Center has developed a scaled project management framework for IT projects under $500k based on NASA's NPR 7120.7. The framework includes Lite and Medium classifications to provide flexibility and structure for smaller projects. It establishes common project reviews, entrance and success criteria, and decision points for projects below the NPR 7120.7 threshold. The framework is designed to standardize project management practices while allowing tailoring to individual project needs.
This document outlines three NASA development programs: the Program and Project Management Development Program (PPMD), the Project Leadership Program (PLP), and the Small Satellite Engineering Development Program (SSEDP). The PPMD prepares future program and project managers for leadership roles, the PLP and SSEDP develop project management and systems engineering competencies, and all three programs provide training, mentoring, and work assignments. Examples are given of participants from different NASA centers using their program to develop skills for roles in safety assurance, program integration, and engineering.
KDP C is an important decision point for NASA projects where the agency decides whether to proceed to implementation and commits to a project's cost and schedule estimates. This panel discusses updated NASA processes to help ensure projects are on track for technical success within budget and schedule by KDP C. These include developing an integrated baseline, independent reviews, and documenting approvals and commitments in a decision memorandum to formalize support and establish external commitments. The integration of baseline development, independent checks, approval to proceed, and commitments is meant to help projects successfully complete implementation.
The document summarizes the challenges faced and process used for the Orion Project Preliminary Design Review (PDR). Some key challenges included developing a multi-tiered review process that balanced thoroughness with schedule while ensuring stakeholder participation. The process included over 180 technical reviews and established criteria for design maturity. Over 170 design requirement documents were delivered and reviewed. The PDR objectives were to demonstrate the design met requirements and was mature enough to proceed to critical design. Key lessons learned will help improve the Critical Design Review process.
The document provides an overview of JUMP (Scalable, Successful Approach to Software Project Management). It discusses key aspects of the JUMP methodology including its iterative process, roles, phases (inception, elaboration, construction, transition), reviews, artifacts, tools, best practices, and metrics for measuring success. The goal of JUMP is to achieve project commitment and consensus through formal reviews at key milestones to align projects with organizational directives.
The document discusses proposed changes to NASA's NPR 7120.7 policy regarding project baselining and rebaselining, and the implementation of a standard Level 2 work breakdown structure (WBS) for IT projects. It outlines draft definitions for project baselining and rebaselining, as well as proposed cost, schedule and scope thresholds for determining when a project rebaseline is warranted. The presentation also discusses benefits of adopting a standard Level 2 WBS, including facilitating project planning, cost/schedule control and identifying performance issues.
The document discusses NASA's software engineering processes and requirements. It provides an overview of 12 key software engineering processes, including requirements management, planning and monitoring, measurement and analysis, software assurance, verification, configuration management, product integration, and their benefits. It also indicates which roles are typically involved with each process.
The document outlines an architecture for a cost analytics process that includes capturing cost data in a database from various project phases and cost types, iterating the data through multiple estimation events, and using the stored data and associated schedule information to perform cost analytics and reporting across the project lifecycle. It details the types of fundamental cost and schedule data to be collected, how the data will be iterated through estimation events, and tools that can be used to analyze and report on the stored cost data.
This document introduces the Schedule Test and Assessment Tool (STAT) developed by NASA to assess schedule credibility. It provides an overview of STAT's capabilities, benefits of assessing schedules, and background on why schedule assessment is important. The document demonstrates STAT's schedule health check, trend analysis, and summary reporting features using example output. It summarizes that STAT enables efficient schedule assessment, quality improvement, and timely analysis through an easy-to-use automated tool.
This document discusses the development and validation of an Earned Value Management (EVM) system at the Jet Propulsion Laboratory (JPL). It outlines the key components of developing the EVM system, including establishing the architecture, implementing the necessary tools and processes, and providing education and training. It also describes validating the system through progress assistance visits and a formal validation review. The document shares lessons learned around implementing an effective EVM system.
This document describes Ball Aerospace's implementation of a Life Cycle and Gated Milestone (LCGM) process to improve program planning, execution, and control across its diverse portfolio. The LCGM provides a standardized yet flexible framework that maps out program activities and products across phases. It was developed through cross-functional collaboration and introduced gradually across programs while allowing flexibility. Initial results showed the LCGM supported improved planning and management while aligning with Ball Aerospace's entrepreneurial culture.
The document discusses NASA's Systems Engineering Excellence Initiative which aims to improve systems engineering capabilities across the agency. It outlines several needs including consistency in systems engineering approaches, an agency-wide framework of best practices, common terminology, and a basis for assessing capabilities. The response is to establish a Systems Engineering Working Group and Engineering Management Board to develop and implement a common framework. This is expected to enable excellence in systems engineering and foster more effective communication and collaboration.
This document discusses selecting useful software measures. It recommends using the Goal-Question-Metric method to first identify goals, then questions to meet those goals, indicators to show answers, and metrics to collect data. An example shows selecting measures to track project progress by setting goals for on-time and on-budget completion and monitoring staffing and scheduled activities. Charts of planned vs actual staffing and progress points are identified as useful measures.
This document discusses the JPL Media Search Project, a multimedia search tool developed by JPL and Owl Insight LLC to index and search audio/video files. It can perform semantic searches to find relevant content without knowing exact search terms. The tool was piloted on a set of 1700 files. Plans are described to scale the system and apply it to larger collections like the NASA Engineering Network repository containing over 1 million files. The goal is to help NASA effectively capture and retrieve engineering best practices and expertise contained in multimedia files.
The document describes how the Orion Standing Review Board (SRB) provides independent reviews that add value to the Orion Project. It outlines the makeup and role of the SRB, which includes experts from industry, government agencies, and academia. The SRB observes Orion's internal reviews and conducts formal assessments of key project milestones. While the SRB aims to provide constructive feedback, its assessments must be high-quality, fact-based, and independent of the project. The document notes some challenges around the timing of the SRB's reviews and reporting.
The document discusses essential planning steps for small projects with limited budgets. It recommends thoroughly planning work at the lowest level using a work breakdown structure to capture all technical scope, resources, milestones, and descriptions. Automated tools should be used to consolidate this planning data and enable analysis of things like what work is being done at each organization. Maintaining accurate and up-to-date planning data is important for project management and cross-checks between elements like budget and schedule. Communication is also key when changes are made to planning processes or formats.
This presentation discusses analyses conducted by NASA's Strategic Investments Division to support agency management and decision making. It provides examples of performance analyses of projects, analyses for key decision points, budget decision analyses, and strategic investment analyses. The presentation emphasizes that objective, complete analyses from multiple sources and perspectives are critical to informing complex management decisions at NASA.
The document outlines NASA's initiatives to improve and standardize their use of earned value management (EVM) across projects. It discusses transferring EVM responsibility to the Chief Engineer, updating policy to include EVM guidance, and establishing a council to provide EVM implementation guidance. The initiatives include updating requirements and handbooks, developing assessment models, providing in-house EVM systems, implementing schedule health checks, and establishing training programs. The goal is to provide a uniform, agency-wide approach and increase compatibility with other government agencies.
The document discusses the NASA approach to prioritizing software verification and validation (IV&V) tasks. It describes the Software Integrity Level Assessment Process (SILAP) used to determine the risk level of software components and identify the appropriate set of IV&V tasks. SILAP involves assessing the consequence of potential defects and error potential of software based on factors like developer experience and complexity. The resulting risk scores map to specific IV&V tasks to establish confidence in software fitness for purpose.
The document discusses a Technical Excellence Program (STEP) run by the National Aeronautics and Space Administration's (NASA) Safety and Mission Assurance (SMA) organization. STEP aims to improve project success through technical excellence by developing curriculum for SMA personnel. The agenda outlines a presentation on STEP including its development, rollout, and future plans to expand it to other training needs. It also includes an overview of the System Safety discipline and how it interacts with programs/projects to reduce risk.
This document discusses establishing an enterprise earned value management (EVM) capability at United Space Alliance (USA). It outlines USA's past experience with EVM, the need to implement an enterprise system, and their approach, which included defining processes, establishing infrastructure and tools, and implementing the system as a project. It emphasizes the importance of senior management support, adequate resources, and training in successful implementation.
This document discusses integrating risk and knowledge management practices at NASA's Exploration Systems Mission Directorate (ESMD). It outlines five practices ESMD has adopted: 1) establishing "Pause and Learn" processes to reflect on lessons; 2) generating and using "Knowledge-Based Risks" to convey lessons; 3) establishing "Communities of Practice" to share knowledge; 4) providing knowledge sharing forums; and 5) promoting experience-based training. The goal is for ESMD to effectively learn from the past and generate shared knowledge to help achieve the complex technical challenges of returning to the Moon and Mars.
This document discusses cost and schedule reporting requirements for NASA projects, how NASA manages this reporting, and how to provide estimates for reporting. It notes that NASA must report to Congress and OMB on project progress and managing cost growth. NASA coordinates budget and cost reports, collects data quarterly using a uniform template, and provides consolidated data to meet external reporting needs. Congress has expressed concern about NASA's ability to manage technical problems and cost overruns on projects like Constellation.
This document discusses NASA project management challenges. It provides an overview of NASA, who they are, their locations, products, who they hire, career paths, and the importance of experience. Key points include that NASA hires US citizens with STEM degrees, career paths include project management, line management, and science & engineering roles, and that experience matters for design, operation, and maintenance tasks. The document uses examples from naval ship maintenance to illustrate how experience and data feedback inform maintenance plans and respond to urgent requirements.
The document analyzes how Union General George Meade effectively managed the Battle of Gettysburg like a project through integrating plans, defining scope, managing time and resources, communicating, and mitigating risks. When placed in command just before the battle, Meade consolidated his army and advanced north rapidly to force Confederate General Robert E. Lee into battle while protecting major cities. This approach succeeded in defeating Lee's army and was an example of exemplary project management under extreme pressure and circumstances.
The NASA SEWP program is a 15-year-old, government-wide acquisition contract vehicle for IT product solutions that has experienced great success. It has 38 prime contractors offering over 800,000 products from 1,600 manufacturers to 13,000+ customers. The program attributes its success to strong customer service, a positive work environment that fosters diversity and team building, and a management philosophy of continuous improvement despite past achievements.
KPI Partners E-Book: The Project Analytics FrameworkKPI Partners
This e-book discusses the goals and objectives of project-based analytics.
There is a saying that if it cannot be measured, it cannot be managed. Traditionally, projects have used schedules and budgets to monitor progress. This only provides part of the answer. It does not address other variables.
Just because a project comes in on time and on budget does not mean it is a success. The deliverables may be of poor quality, and there may be dozens of outstanding issues. A much broader view is required to insure a project’s ultimate success.
The Project Analytics framework presented in this e-book details the elements of a complete project analytics framework and how Oracle Project Analytics meets the needs of this framework.
"The primary goal of a Project Analytics system is to help project stakeholders meet project objectives in an optimized manner while honoring the project constraints."
History shows that projects that are carefully managed, large or small, are considered most successful both in the short and the long term. Project Analytics systems help manage projects in almost all cases.
Project Management at First National BankIsis Quiñones
This document discusses the Corporate Database Project at First National Bank. It provides background on the project, constraints faced, and recommendations. The project aimed to consolidate corporate customer data across divisions but faced issues like lack of resources, changing leadership, and weak project management. Recommendations include shortening approval processes, prioritizing projects, improving communication, and establishing program/portfolio management and IT governance.
Organizing Design-Driven Development Using Rational Requirements ComposerKurt Solarte
This document provides an overview of using Rational Requirements Composer to organize design-driven development. It discusses the importance of requirements and outlines how Rational Requirements Composer can be configured to store requirements, wireframes, cities, categories, and data sources for a project. Real-world examples are shown of how wireframes, requirements, and unique data can be represented in Rational Requirements Composer to facilitate traceability between different project elements.
Continuous integration (CI) is a software engineering practice where developers frequently integrate their work, leading to multiple integrations per day. This approach reduces integration problems and allows teams to develop cohesive software more rapidly. The presentation discusses what CI is, why teams need it, prerequisites like version control and automated testing, typical workflows, tools, and benefits like reduced risks and improved code quality. It also examines problems teams face in implementing CI effectively and potential areas of future research like making CI tools more adaptive and addressing scalability issues.
This document discusses IBM's Rational Collaborative Lifecycle Management software. It promotes the software as providing capabilities for in-context collaboration, real-time planning, lifecycle traceability, development intelligence, and continuous improvement. These capabilities are presented as five imperatives for effective application lifecycle management. The document also provides overviews of IBM Rational's core ALM offerings and their integration capabilities.
Modernize Development with Agile Engineering PracticesCollabNet
This document discusses modernizing development with agile engineering practices. It introduces Kevin Hancock, a senior director at CollabNet with over 15 years of experience helping large organizations transform into agile teams. The presentation covers establishing upstream practices like Scrum and downstream practices like continuous integration (CI) and continuous delivery (CD). It emphasizes establishing the right people, processes, and tools to connect teams and provide visibility and governance across the development lifecycle.
Software Engineering The Multiview Approach And Wisdmguestc990b6
The document provides an overview of web information system development methodology. It discusses key components of information systems and why structured methodologies are important for information system projects. It then describes various software development models including waterfall, iterative, evolutionary, spiral and V-model. Finally, it discusses special considerations for web-based information systems and proposes a socio-technical web information system development methodology called WISDM that takes organizational, technical and human factors into account.
Why we should consider Open Hybrid Cloud.pdfMasahiko Umeno
I am talking about four key points, Application Architecture, Development method, Organizations and Cooperation, Operation and Maintenance, to consider in legacy modernization and what the end result should be.
We think you'll understand why you should consider Red Hat's "open hybrid cloud" approach. Please take a look.
The document discusses agile project management and compares it to traditional project management approaches. It outlines the key process groups, roles, artifacts, and ceremonies used in scrum, an agile framework. It also describes how JWD Consulting could take an agile approach to their intranet site project by breaking it into multiple sprints and releases rather than one big release at the end, with product and sprint backlogs to track work. Overall, the document contrasts agile and traditional methods and explains how aspects like planning and monitoring map to agile approaches.
Technology Governance: Smart, Sexy and Simple in Seven StepsNTEN
The document outlines a 7 step process for implementing technology governance within an organization: 1) Planning, 2) Implementation, 3) Deployment, 4) Management, 5) Support, 6) User adoption, and 7) Training. It emphasizes that technology decisions should align with and further the organization's strategic goals and mission. An effective technology governance framework requires leadership, clear organizational structures, and defined processes to ensure accountability, deliver value, and facilitate strategic alignment and risk management discussions between business and IT stakeholders.
The document introduces the Design Quality Indicator (DQI), which provides a framework to assess the quality of building design. It discusses the DQI's focus on functionality, impact, and build quality. It also outlines some of the DQI's tools, including key performance indicators, certification standards like BREEAM, and guidance for sustainable design. Finally, it depicts the project cycle and how the DQI can be applied at different stages from briefing to use to evaluate if design meets initial needs and expectations.
Projects FAIL if We do not Consider 5 DIMENSIONS!VSR *
This presentation was given at Hyderabad Software Enterprises Association (HYSEA). This presentation highlights about 360 Degree Project Management which has 5 DIMENSIONS. Enjoy Reading... VSR
@vsr111
A Capability Maturity Framework for Sustainable ICTEdward Curry
The document proposes a Capability Maturity Framework for Sustainable ICT developed by the Innovation Value Institute. It aims to help organizations assess and improve their maturity in sustainable ICT practices. The framework evaluates capabilities across nine building blocks including strategy, processes, people and culture, and governance. Assessments provide insight into an organization's strengths and challenges to develop sustainable ICT. Increasing maturity involves systematically improving each of the nine building blocks over multiple levels from ad hoc to optimized practices.
The document discusses various software development life cycle (SDLC) models, including:
- The waterfall model, which uses sequential phases of requirements, design, coding, testing, and deployment. It is structured but rigid.
- Iterative development models, which allow for feedback loops and releasing partial software in iterations to get faster feedback.
- Agile methodologies like Scrum, which embrace changing requirements, focus on working software over documentation, and value customer collaboration over contracts. Key aspects are iterative development, regular refactoring, and communicating for learning.
- Pitfalls of agile include skill gaps, lack of traceability, poor communication, and not staying close enough to customers. Overall, agile aims to
The document discusses agile project management principles and how they are implemented at Harvard Business School's Information Technology Group (ITG). It provides an overview of agile methodology, the agile manifesto, and its key principles. It then explains how ITG structures its project management office (PMO) and operationalizes agile principles through practices like iterative delivery, daily collaboration between teams and stakeholders, self-organizing agile teams, and regular reflections to improve.
About the IPD using BIM by Pisut Aunwong . It shows the description about the BIM with respect to Integrated Project Delivery IPD. IPD has been a hot topic and with respect to BIM has been the most research part of this decade.
Agile Software Engineering and Design Thinking: Efficiency and Innovation in ...Tobias Schimmer
Presentation shown at the 2012 Institute for Enterprise Systems Symposium in Mannheim, Germany: http://www.institute-for-enterprise-systems.de/ines-symposium-2012.html
Agile and Automation have been growing up together over the past decade. Neither practice nor toolset evolves in a vacuum. Rather, they inform each-other.
This presentation looks at this history, with an eye towards where the current trends are pushing us.
Modernizing Development - The Road to Agility and DevOps at CompuwareAtlassian
Transforming a development organization from waterfall to agile is a big undertaking. Even larger when it’s a 40-year-old mainframe development organization. Having the vision for the future and the proper tools to enable that vision is essential. Join David Rizzo, an IT veteran, who led the transformation of Compuware from waterfall to agile and implementation of DevOps. You’ll see how Confluence was used to promote collaboration, in the office and in the field. How JIRA Software was used to track agile tasks and projects and how Bitbucket was utilized for handling source code. A modern DevOps toolchain is key to successful implementation. Using the Atlassian tools, Agile and DevOps were fully implemented across the entire organization.
Kiron D. Bondale: Why should I care about Disciplined Agile?Lviv Startup Club
Kiron D. Bondale: Why should I care about Disciplined Agile?
Website - https://pmday.org/online
Fb Page - https://www.facebook.com/pmdayconference
PMDay Videos -https://www.youtube.com/user/StartupLviv/featured
The document compares the operational complexity and costs of the Space Shuttle versus the Sea Launch Zenit rocket. [1] The Space Shuttle was designed for performance but not operational efficiency, resulting in costly ground, mission planning, and flight operations. [2] In contrast, the Zenit rocket was designed from the start to have automated and robust processes to keep operations simple and costs low. [3] The key lesson is that designing a launch system with operational requirements in mind from the beginning leads to much more efficient operations long-term.
The document provides an overview of project management and procurement at NASA. It discusses the key skills required for project managers, including acquisition management. It notes that 80-85% of NASA's budget is spent on contracts, and procurement processes are complex and constantly changing. The document outlines some common contract types and how they allocate risk between the government and contractor. It also discusses the relationship between contracting officers and project managers, and how successful procurement requires effective communication rather than direct control or authority.
The document introduces the NASA Engineering Network (NEN), which was created by the Office of the Chief Engineer to be a knowledge management system connecting NASA's engineering community. The NEN integrates various tools like a content management system, search engine, and collaboration tools. It provides access to key knowledge resources like NASA's Lessons Learned database and engineering databases. The NEN is working to expand by adding more communities, engineering disciplines, and knowledge repositories.
Laptops were first used in space in 1983 on the Space Shuttle, when Commander John Young brought the GRiD Compass portable computer on STS-9. Laptops are now widely used on the Space Shuttle and International Space Station for tasks like monitoring spacecraft systems, tracking satellites, inventory management, procedures viewing, and videoconferencing. Managing laptops in space presents challenges around cooling, power, and software/hardware compatibility in the harsh space environment.
Laptops were first used in space in 1983 on the Space Shuttle, when Commander John Young brought the GRiD Compass portable computer on STS-9. Laptops are now widely used on the Space Shuttle and International Space Station for tasks like monitoring spacecraft systems, planning rendezvous and proximity operations, inventory management, procedure reviews, and communication between space and ground via software like WorldMap and DOUG. Managing laptops in space presents challenges around hardware durability, cooling, and software/data management in the space environment.
This document discusses the use of market-based systems to allocate scarce resources for NASA missions and projects. It provides examples of how market-based approaches were used for instrument development for the Cassini mission, manifesting secondary payloads on the space shuttle, and mission planning for the LightSAR Earth imaging satellite project. The document finds that these applications of market-based allocation benefited or could have benefited from a decentralized, incentive-based approach compared to traditional centralized planning methods. However, it notes that resistance to new approaches and loss of managerial control are barriers to adoption of market-based systems.
The Stardust mission collected samples from comet Wild 2 and interstellar dust particles. It launched in February 1999 and encountered Wild 2 in January 2004, collecting dust samples in aerogel. It returned the samples to Earth safely in January 2006. The spacecraft used an innovative Whipple shield to protect itself from comet dust impacts during the encounter. Analysis of the Stardust samples has provided insights about comet composition and the early solar system.
This document discusses solutions for integrating schedules on NASA programs. It introduces Stuart Trahan's company, which provides Earned Value Management (EVM) solutions using Microsoft Office Project that comply with OMB and ANSI requirements. It also introduces a partner company, Pinnacle Management Systems, that specializes in enterprise project management solutions including EVM, project portfolio management, and enterprise project resource management, with experience in the aerospace, defense, and other industries. The document defines schedule integration and describes some methods including importing to a centralized Primavera database for review or using Primavera ProjectLink for updates, and challenges including inconsistent data formats and levels of detail across sub-schedules.
The document discusses NASA's implementation of earned value management (EVM) across its Constellation Program to coordinate work across multiple teams. It outlines the organizational structure, current target groups, and an EVM training suite. It also summarizes lessons learned and the need for project/center collaboration to integrate schedules horizontally and vertically.
This document summarizes a presentation about systems engineering processes for principle investigator (PI) mode missions. It discusses how PI missions face special challenges due to cost caps and lower technology readiness levels. It then outlines various systems engineering techniques used for PI missions, including safety compliance, organizational communication, design tools, requirements management, and lessons learned from past missions. Specific case studies from NASA's Explorers Program Office are provided as examples.
This document discusses changes to NASA's business practices for managing projects, including adopting a new acquisition strategy approach and implementing planning, programming, and budget execution (PPBE). The new acquisition strategy involves additional approval meetings at the strategic planning and project levels to better integrate acquisition with strategic and budgetary planning. PPBE focuses on analyzing programs and infrastructure to align with strategic goals and answer whether proposed programs will help achieve NASA's mission. The document also notes improvements in funds distribution and inter-center transfers, reducing the time for these processes from several weeks to only a few days.
Spaceflight Project Security: Terrestrial and On-Orbit/Mission
The document discusses security challenges for spaceflight projects, including protecting space assets from disruption, exploitation, or attack. It highlights national space policy principles of protecting space capabilities. It also discusses trends in cyber threats, including the increasing capabilities of adversaries and how even unskilled attackers can compromise terrestrial support systems linked to space assets if defenses are not strong. Protecting space projects requires awareness of threats, vulnerabilities, and strategies to defend, restore, and increase situational awareness of space assets and supporting systems.
Humor can positively impact many aspects of project management. It can improve communication, aid in team building, help detect team morale issues, and influence leadership, conflict management, negotiation, motivation, and problem solving. While humor has benefits, it also has risks and not all uses of humor are positive. Future research is needed on humor in multicultural teams, its relationship to team performance, how humor is learned, and determining optimal "doses" of humor. In conclusion, humor is a tool that can influence people and projects, but must be used carefully and spontaneously for best effect.
The recovery of Space Shuttle Columbia after its loss in 2003 involved a massive multi-agency effort to search a wide debris field, recover crew remains and evidence, and compensate local communities. Over 25,000 people searched over 680,000 acres, recovering 38% of Columbia's weight. Extensive engineering investigations were conducted to identify the causes of failure and implement changes to allow the safe return to flight of Discovery in 2005.
This document summarizes research on enhancing safety culture at NASA. It describes a survey developed to assess NASA's safety culture based on principles of high reliability organizations. The survey was tailored specifically for NASA and has been implemented to provide feedback and identify areas for improvement. It allows NASA to benchmark its safety culture within and across other industries pursuing high reliability.
This document summarizes a presentation about project management challenges at NASA Goddard Space Flight Center. The presentation outlines a vision for anomaly management, including establishing consistent problem reporting and analysis processes across all missions. It describes the current problem management approach, which lacks centralized information sharing. The presentation aims to close this gap by implementing online problem reporting and trend analysis tools to extract lessons learned across missions over time. This will help improve spacecraft design and operations based on ongoing anomaly experiences.
This document discusses leveraging scheduling productivity with practical scheduling techniques. It addresses scheduling issues such as unwieldy schedule databases and faulty logic. It then discusses taming the schedule beast through using a scheduler's toolkit, schedule templates, codes to manipulate MS Project data, common views/filters/tables, limiting constraints, and other best practices. The document provides examples of using codes and custom views/filters to effectively organize and display schedule information.
This document discusses the importance of situation awareness (SA) for project team members. It defines SA as having three levels: perception of elements in the current situation, comprehension of the current situation, and projection of the future status. Good team SA is achieved by turning individual SAs into shared SA through communication. Teams with strong SA prepare more, focus on comprehending and projecting, and maintain awareness through techniques like questioning assumptions and seeking additional information.
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.
The document discusses project management at NASA. It provides definitions of projects and project management, and traces the evolution of project management from ancient times to the present. It also discusses frameworks for classifying projects based on their complexity, novelty, and pace. Specifically, it introduces the NCTP model for distinguishing project types and analyzing which project management approach is optimal. It analyzes examples like the Denver airport and space shuttle projects using this framework. Finally, it considers some limitations of current project management approaches.
GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
zkStudyClub - Reef: Fast Succinct Non-Interactive Zero-Knowledge Regex ProofsAlex Pruden
This paper presents Reef, a system for generating publicly verifiable succinct non-interactive zero-knowledge proofs that a committed document matches or does not match a regular expression. We describe applications such as proving the strength of passwords, the provenance of email despite redactions, the validity of oblivious DNS queries, and the existence of mutations in DNA. Reef supports the Perl Compatible Regular Expression syntax, including wildcards, alternation, ranges, capture groups, Kleene star, negations, and lookarounds. Reef introduces a new type of automata, Skipping Alternating Finite Automata (SAFA), that skips irrelevant parts of a document when producing proofs without undermining soundness, and instantiates SAFA with a lookup argument. Our experimental evaluation confirms that Reef can generate proofs for documents with 32M characters; the proofs are small and cheap to verify (under a second).
Paper: https://eprint.iacr.org/2023/1886
Dr. Sean Tan, Head of Data Science, Changi Airport Group
Discover how Changi Airport Group (CAG) leverages graph technologies and generative AI to revolutionize their search capabilities. This session delves into the unique search needs of CAG’s diverse passengers and customers, showcasing how graph data structures enhance the accuracy and relevance of AI-generated search results, mitigating the risk of “hallucinations” and improving the overall customer journey.
Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
Goodbye Windows 11: Make Way for Nitrux Linux 3.5.0!SOFTTECHHUB
As the digital landscape continually evolves, operating systems play a critical role in shaping user experiences and productivity. The launch of Nitrux Linux 3.5.0 marks a significant milestone, offering a robust alternative to traditional systems such as Windows 11. This article delves into the essence of Nitrux Linux 3.5.0, exploring its unique features, advantages, and how it stands as a compelling choice for both casual users and tech enthusiasts.
Sudheer Mechineni, Head of Application Frameworks, Standard Chartered Bank
Discover how Standard Chartered Bank harnessed the power of Neo4j to transform complex data access challenges into a dynamic, scalable graph database solution. This keynote will cover their journey from initial adoption to deploying a fully automated, enterprise-grade causal cluster, highlighting key strategies for modelling organisational changes and ensuring robust disaster recovery. Learn how these innovations have not only enhanced Standard Chartered Bank’s data infrastructure but also positioned them as pioneers in the banking sector’s adoption of graph technology.
LF Energy Webinar: Electrical Grid Modelling and Simulation Through PowSyBl -...DanBrown980551
Do you want to learn how to model and simulate an electrical network from scratch in under an hour?
Then welcome to this PowSyBl workshop, hosted by Rte, the French Transmission System Operator (TSO)!
During the webinar, you will discover the PowSyBl ecosystem as well as handle and study an electrical network through an interactive Python notebook.
PowSyBl is an open source project hosted by LF Energy, which offers a comprehensive set of features for electrical grid modelling and simulation. Among other advanced features, PowSyBl provides:
- A fully editable and extendable library for grid component modelling;
- Visualization tools to display your network;
- Grid simulation tools, such as power flows, security analyses (with or without remedial actions) and sensitivity analyses;
The framework is mostly written in Java, with a Python binding so that Python developers can access PowSyBl functionalities as well.
What you will learn during the webinar:
- For beginners: discover PowSyBl's functionalities through a quick general presentation and the notebook, without needing any expert coding skills;
- For advanced developers: master the skills to efficiently apply PowSyBl functionalities to your real-world scenarios.
Removing Uninteresting Bytes in Software FuzzingAftab Hussain
Imagine a world where software fuzzing, the process of mutating bytes in test seeds to uncover hidden and erroneous program behaviors, becomes faster and more effective. A lot depends on the initial seeds, which can significantly dictate the trajectory of a fuzzing campaign, particularly in terms of how long it takes to uncover interesting behaviour in your code. We introduce DIAR, a technique designed to speedup fuzzing campaigns by pinpointing and eliminating those uninteresting bytes in the seeds. Picture this: instead of wasting valuable resources on meaningless mutations in large, bloated seeds, DIAR removes the unnecessary bytes, streamlining the entire process.
In this work, we equipped AFL, a popular fuzzer, with DIAR and examined two critical Linux libraries -- Libxml's xmllint, a tool for parsing xml documents, and Binutil's readelf, an essential debugging and security analysis command-line tool used to display detailed information about ELF (Executable and Linkable Format). Our preliminary results show that AFL+DIAR does not only discover new paths more quickly but also achieves higher coverage overall. This work thus showcases how starting with lean and optimized seeds can lead to faster, more comprehensive fuzzing campaigns -- and DIAR helps you find such seeds.
- These are slides of the talk given at IEEE International Conference on Software Testing Verification and Validation Workshop, ICSTW 2022.
“An Outlook of the Ongoing and Future Relationship between Blockchain Technologies and Process-aware Information Systems.” Invited talk at the joint workshop on Blockchain for Information Systems (BC4IS) and Blockchain for Trusted Data Sharing (B4TDS), co-located with with the 36th International Conference on Advanced Information Systems Engineering (CAiSE), 3 June 2024, Limassol, Cyprus.
UiPath Test Automation using UiPath Test Suite series, part 6DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 6. In this session, we will cover Test Automation with generative AI and Open AI.
UiPath Test Automation with generative AI and Open AI webinar offers an in-depth exploration of leveraging cutting-edge technologies for test automation within the UiPath platform. Attendees will delve into the integration of generative AI, a test automation solution, with Open AI advanced natural language processing capabilities.
Throughout the session, participants will discover how this synergy empowers testers to automate repetitive tasks, enhance testing accuracy, and expedite the software testing life cycle. Topics covered include the seamless integration process, practical use cases, and the benefits of harnessing AI-driven automation for UiPath testing initiatives. By attending this webinar, testers, and automation professionals can gain valuable insights into harnessing the power of AI to optimize their test automation workflows within the UiPath ecosystem, ultimately driving efficiency and quality in software development processes.
What will you get from this session?
1. Insights into integrating generative AI.
2. Understanding how this integration enhances test automation within the UiPath platform
3. Practical demonstrations
4. Exploration of real-world use cases illustrating the benefits of AI-driven test automation for UiPath
Topics covered:
What is generative AI
Test Automation with generative AI and Open AI.
UiPath integration with generative AI
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
DevOps and Testing slides at DASA ConnectKari Kakkonen
My and Rik Marselis slides at 30.5.2024 DASA Connect conference. We discuss about what is testing, then what is agile testing and finally what is Testing in DevOps. Finally we had lovely workshop with the participants trying to find out different ways to think about quality and testing in different parts of the DevOps infinity loop.
Enchancing adoption of Open Source Libraries. A case study on Albumentations.AIVladimir Iglovikov, Ph.D.
Presented by Vladimir Iglovikov:
- https://www.linkedin.com/in/iglovikov/
- https://x.com/viglovikov
- https://www.instagram.com/ternaus/
This presentation delves into the journey of Albumentations.ai, a highly successful open-source library for data augmentation.
Created out of a necessity for superior performance in Kaggle competitions, Albumentations has grown to become a widely used tool among data scientists and machine learning practitioners.
This case study covers various aspects, including:
People: The contributors and community that have supported Albumentations.
Metrics: The success indicators such as downloads, daily active users, GitHub stars, and financial contributions.
Challenges: The hurdles in monetizing open-source projects and measuring user engagement.
Development Practices: Best practices for creating, maintaining, and scaling open-source libraries, including code hygiene, CI/CD, and fast iteration.
Community Building: Strategies for making adoption easy, iterating quickly, and fostering a vibrant, engaged community.
Marketing: Both online and offline marketing tactics, focusing on real, impactful interactions and collaborations.
Mental Health: Maintaining balance and not feeling pressured by user demands.
Key insights include the importance of automation, making the adoption process seamless, and leveraging offline interactions for marketing. The presentation also emphasizes the need for continuous small improvements and building a friendly, inclusive community that contributes to the project's growth.
Vladimir Iglovikov brings his extensive experience as a Kaggle Grandmaster, ex-Staff ML Engineer at Lyft, sharing valuable lessons and practical advice for anyone looking to enhance the adoption of their open-source projects.
Explore more about Albumentations and join the community at:
GitHub: https://github.com/albumentations-team/albumentations
Website: https://albumentations.ai/
LinkedIn: https://www.linkedin.com/company/100504475
Twitter: https://x.com/albumentations
Maruthi Prithivirajan, Head of ASEAN & IN Solution Architecture, Neo4j
Get an inside look at the latest Neo4j innovations that enable relationship-driven intelligence at scale. Learn more about the newest cloud integrations and product enhancements that make Neo4j an essential choice for developers building apps with interconnected data and generative AI.
Monitoring Java Application Security with JDK Tools and JFR Events
Linda maleki
1. Building a Cost Effective Portfolio
Management System…Yes You Can!
Presented By:
Linda Maleki and Cindy Trinh
Jet Propulsion Laboratory,
California Institute of Technology
NASA PM Challenge
February 22, 2012
Reference herein to any specific commercial product, process, or service by trade name, trademark, manufacturer, or otherwise, does not
constitute or imply its endorsement by the United States Government or the Jet Propulsion Laboratory, California Institute of Technology.
Copyright 2011 California Institute of Technology. Government sponsorship acknowledged.
2. We are JPL’s OCIO
Support
the
Laboratory
in meeting
its goals
Infuse the
Serve the
diverse IT OCIO right
technologies
needs of
JPL Vision at the right
time
Offer
compelling
service
alternatives
2
10. OCIO Process Derived from RUP and
tailored to JPL Needs
Inception Elaboration Construction Transition
Project Software Implementation Lessons
Vision & Plan Learned
Requirements &
Scope Business
Major Processes Training
Features Development Deployment
Configuration
High Level Project Plan
Budget &
Schedule Test Plans 10
16. Project Managers and Team Members
Speak the Same Language
Need to Must Standard
teach the practice terminology
vocabulary effective is used and
behind the Change artifacts are
process Management consistent
17. Project Action Reports: The Basic Data for BuildIT
What are
your next
steps for the
next reporting
period?
Are there
any action
items or
milestones
due or
overdue? What are any
major new
issues and
what are you
doing about it?
17
21. BuildIT Tools: Risk List
• Catalog and Track all
identified project risks and
mitigations.
• All standard risk information
are tracked on the BuildIT
Project site
21
22. BuildIT Tools: Document Tracking
• Track and Control
Project Documentation
• Directory Structure
consistent across all
sites
• Integrates with Office
Applications
• Full workflow and
reporting capability
22
29. CIO Required that All Projects be
Registered on the Development Pipeline
30. Establish a Process and BuildIT Coordinator
Walk the Expedites
users the JUMP
through the Process
tool
Audit
projects for
compliance
Full Project and
Process Support
37. Our Main Goals Were Achieved
Pipeline, weekly status Roles, responsibilities, and
updates, and metrics tools technology position
were developed statements were defined
Accomplishments
UX Experience working
Automated first online form
group established
39. “Before we had BuildIT, it was almost impossible
to know the status of all of the projects we were
working on. A week after BuildIT went Live, we
knew we had 35 active projects and we knew
which ones needed help.”
-Michael Stefanini, JUMP Process
Owner, Section Manager of IT Project
Management and Application Development
39
40. BuildIT Feedback for Continuous Improvement
Performed
ongoing
assessments
with users
Provide upper
Developed
management
specialized
with
Affinity
meaningful
Groups
metrics
We are the organization that develops IT Projects. To provide "IT that matters" and keep pace with the dramatically changing world of information technology, we created several offices within the OCIO that provide strategic planning and governance, encourage the adoption of new technologies, and foster communication with both internal customers and external partners. The OCIO mission is to make a significant, measurable contribution to JPL’s mission success by: Supporting the Laboratory in meeting its goals - The OCIO is here to help the Lab successfully reach its goals by providing IT services, solutions, and expertise. Serving the diverse IT needs of the varied JPL communities One size does not fit all. JPL’s diverse communities need a variety of IT solutions that are tailored to meet particular needs. Infusing the right technologies at the right time Track technologies that have potential for JPL, adopt those that provide benefit, and time the adoption to maximize value. In the end, we want the OCIO to be JPL’s valued and preferred information technology partner, delivering reliable, cost-effective, quality services and solutions.
Utilizing the JUMP FrameworkImplementing BuildIT to Keep Projects on TrackConversion of Templates to Online FormsMeasuring Success with Metrics and Best Practices
We knew it was important to know what was going on with our projects.Before BuildIT, we did not know the duration of a project and how long it took.
RUP is an iterative software development process framework. RUP is not a single concrete process, but rather an adaptable process framework, intended to be tailored by the development organizations and project teams.Describe Iterative processInception: Create excitement for implementing this project. Objectives are stated clearly, high level requirements, and resource estimates. Elaboration: Flesh out the details. An analysis is done to determine what it will take to achieve vision. SRD, Project Plan, choice of architecture, and resources are determined. Construction: Build it. Emphasizes managing resources and controlling operations to optimize costs, schedules, & quality. Implementation plan, test plans, and Release Notes. Transition: Hand off to Operations. Lessons Learned, education, deployment, configuration, and support.Describe end of Phase Reviews
BuildIT is built using 99% COTS Minor customizations were done for the metrics Page and rollupCost EffectivenessWe knew that we didn’t have enough funds for a huge investment in the systemWe leveraged our existing Sharepoint infrastructureMike, our Section Manager, built it in less than two weeksNo coding was involved because we used the out of the box capabilitiesOur advanced metrics and rollups took one week to developIt was cheap, easy, quick and provided value to our customers
How do we know what aspects of the project are important? How do we know what we should track?The ITIL lifecycle will assume the following processes have been addressed in the project planService Catalog ManagementThat the Service Pipeline, the Architecture Portfolio, and the Technology Portfolios have been updatedService Level ManagementThat the non-functional requirements have captured any requirements or expectations of the customers and stakeholders. An SLA can be derived from these requirementsSupplier ManagementPlans for vendor and supplier interfaces have been identifiedIT Security ManagementIT Security has verified that the project is compliantLastly, that Operations is aware of any constraints and able to provide sufficient support for the followingCapacity Management, Availability Management, and IT Service Continuity Management
Now that we’ve taught the concept, we needed to teach the vocabulary behind the processSocial Engineering - For both Process and Toolset. We educated people on why we are doing what we were doingAll artifacts need to be completed, approved, and uploaded to BuildIT before entering the next phase.Need to incorporate this process into the existing culture. Resistance from many Project Managers who were used to not following a standard process and for considering this as a “barrier” for their project and stakeholders.
A Project Status Report should be also be know as an “Action” reportIt should bring the spotlight onto the issues the project team wants to focus on. Management is interested in: 1. What are any major new issues and what you doing about it? 2. Are there an action items or milestones due or overdue?3. What are your next steps for the next reporting period?
Each Project has their own collaboration site to track all of their artifacts for each phase, other features are also available such as an Issues List, Checklists, Memberships, Risks, and To-Do Action Tasks.Purpose: Monitor and Respond to Project Issues
The Anatomy of BuildIT has Numerous Features that all Integrate EffectivelyRecommendation for Action (RFA):Purpose: Monitor and Respond to Project IssuesWorks like a Specialized To-Do ListUsed to monitor RFAs, Customer Issues, and other problemsChecklistRequired and Optional JUMP Phase RequirementsThis checklist not only shows the required JUMP tasks, but works as an assignment sheet, notebook, and status list as well.Performance Indicators are generated based on the status of the items on this list
Each Position was approved by the Technology Committee/Working Group and has metadata including description, status (Core), benefits, usage, etc.What is our Program position on Technology?
This was the first Word template that was automated and Project Managers were especially excited about this because they could create a plan in draft or concept state.For the Inception plan, you define your vision, objective, scope and boundaries, your Project Sponsor and Stakeholders, Success Criteria, Features, and Solution Estimates.
UX Experience is a review board charged with reviewing and grading both application and web site interfaces during the development cycle.User Experience includes the User Interfaces of the software tools. It also includes the design of any technical interactions with the customers, sponsors, stakeholders, and users within the scope of the product.UX will ensure that the new Re-BuildIT will be reliable, intuitive, and maintainable user experience across all IT applications.In order to implement IT Applications as efficiently and effectively as possible, it is necessary to set UI standards and underlying architecture that developers can follow in creating their applications.
JUMPIT is integrated with BuildIT.Multiple mandatory training sessions were conducted for users across the organization.There are many features on BuildIT and training users on the different modules should be done in phasesTraining gives Project Managers a Better Understanding of the Process & the Tools4 training classes: Overview, Phase Specific, Navigation, Reviews and Scorecards
We wanted to simply display various details of a project and whether or not they needed attention BuildIT provided us with these means. We were able to identify projects that were not on track As a lessons learned it was crucial that we received Management support
Metrics provided to CIO are valuable
Work with the Project Managers to ensure that the JUMP process is followed, artifacts are delivered, and signed off prior to their phase reviewsAudit projects for compliance and manages the Waiver processThe Review Board Chair during project reviews and gathers RFAs and ScorecardsHelps Project Managers walk through the tools, process, and benefits while enforcing policies and proceduresShort DescriptionPerson who uses the IT services on a day to day basis. Users are distinct from the customer as some customers do not directly interface with the system.DeliverablesRelease documents, waivers, schedules project reviews, updates CMDB, communications, and status reports.ResponsibilitiesWork with the Project Managers to ensure that the JUMP process is followed, that artifacts are delivered, and signed off prior to their phase reviews. Manages the Development Pipeline and other aspects of the CMDB (configuration management data base). Is the Review Board Chair during reviews and gathers RFAs and Scorecards to post on the project site. Distributes review materials and gathers signatures for artifacts. Manages the RFA process and post materials in the official Document repository (PDMS).Conducts JUMP training for Project Managers and usersAuthoritiesAudit projects for compliance, signoff for every phase and waivers. Authority to allow/deny or schedule reviews.Authority to move the project from one phase to the nextSummaryThe main point of contact for all JUMP process related questions and issuesHas the expertise and authority to coordinate all projects with the software development process
Interviews were conducted with Project ManagersMetrics were captured to find out the duration that it took for each phase to be completedA case study was also performed to determine the amount of time and budget spent using BuildITDivision 31 – same code base, one followed process and one did not. More done, less errorsNeed to incorporate this process into the existing culture. Resistance from many Project Managers who were used to not following a standard process and for considering this as a “barrier” for their project and stakeholders.There was an assumption that there was overhead, once the Project Managers used the tool, they realized that the project didn’t take longer than expected.
[show screenshot of what PMs find useful]
Metrics reveal how many days each project remains in each phaseMetrics can track budget allocations and actual costs[show example]
Projects had five minute weekly status reports. A Project Manager can quickly go in the tool and update their progress. We are able to pull up critical projects list and risks.If you don’t know what you are responsible for, you won’t know what to do. We defined roles and responsibilities the process and toolsetUX site- user experience and review process. Review of Graphical User Interfaces during the early stages of development to make sure it is aesthetically pleasing to the human eyesWe were excited to take our Inception Plan Word Document and automate it. The users could easily step through each area and fill in the necessary information. Often, Project Managers chose to present their Inception Review directly from the online Inception Tool.
We need a balance for bothHave an open forum at our Weekly Project Status meeting to gather feedbackReceived positive feedback from First Time users and others who use the system
All online forms will have the capability to be converted to a MS Word document and/or Powerpoint presentation.All core metadata on the Inception Plan are entered once for the online form. Other required online forms such as the SRD and Project Plan can select the core metadata from the list instead of enter the same information again.Total Time spend in Inception Phase should be no longer than 2 weeks.No redundant data entry
Purpose: Track major schedule and delivery milestonesThis list serves as a simple project schedule. A more detailed MS Project schedule is also provided as a template.The provided schedule already includes all required (and many optional) JUMP milestones – a turn-key project schedule!Projects tracks their own schedule on their respective siteThere will be a centralized rollup schedule of all project deliverables and milestonesManagement will have the ability to view the Master Schedule to determine the progress of each project
Part 1: OCIO identified a need for tracking projects and we were able to implement a low cost solution called BuildIT leveraging existing infrastructure.Part 2: Have a centralized collaboration site to track all of their information from document files, risks, action items, RFA’s, and weekly status reports.Part 3: All of the paper based documentation will be automated, there will be improved navigation, as well as Microsoft Project Server integration. The Scorecards will also be captured online.