Part 2 of this webinar with Adam Asnes of Lingoport and Yuka Kurihara, Director of Localization at Pitney Bowes Business Insight to to highlight strategies and examples for effectively implementing software globalization efforts within Agile.
Effective It With Middleware Solutions (New Template)crsadun
The document discusses replacing legacy IT systems and avoiding "black hole" replacement projects. It recommends a phased approach using middleware to integrate existing systems rather than direct replacement. New functions are added through the middleware while legacy systems are gradually phased out. This reduces risks and allows benefits to be realized more quickly while limiting costs to only what cannot yet be replaced.
The document discusses the financial benefits of using agile principles and contracts for software development projects. It provides an example comparing the cash flows and break-even times of three different delivery approaches: 1) a single full delivery, 2) per-feature deliveries, and 3) prioritized per-feature deliveries. The prioritized approach provides the flattest cash flow and earliest break-even point. Agile contracts are said to offer benefits like prioritizing features by value and allowing for agreed ramp-downs once valuable features are realized. Experience delivering large agile projects is key to realizing these benefits.
The document provides guidance on presenting a project status update in 3-4 sentences summarizing the key information to include:
1) Confirmation of whether the project is on track for delivery as expected and restate the final delivery date.
2) Summary of cost estimates and explanations for any differences from original projections.
3) Overview of achievements and progress made along with any delays or problems encountered since the last update.
OKI Printing Solutions is launching a new RapidScan assessment process to quickly analyze printing fleets. The assessment identifies areas for cost savings through optimized device usage, maintenance plans, and industry best practices. Clients can then enroll in OKI's managed print program for an all-inclusive flat monthly fee. This program reduces long-term costs and increases productivity by handling device management, supplies, training, and support.
8. how nesma can quick start your software estimate frank vogelezangNesma
This document discusses software estimation in agile deliveries and how Nesma can provide quick estimates. It notes that traditional function point analysis (FPA) is not well-suited for agile due to lack of documentation and details, and outdated terminology. Nesma offers high-level analysis based on use cases without full details. It provides accurate and fast measurement comparable to other size methods. The document also advertises free example cases to illustrate Nesma's measurement approach.
Nesma autumn conference 2015 - Agile may deliver but it does not win (yet) -...Nesma
Andrew Langridge has extensive experience in mechanical engineering, manufacturing, business development, and academia. He has held roles such as apprentice mechanical engineer, factory manager, country manager, and vice president of business development. Langridge believes agile delivery methods provide benefits but estimates are still needed to win work. He discusses different development scenarios and stresses the importance of metrics and understanding effort drivers to accurately estimate projects using agile.
The document discusses a software estimation challenge hosted at the Nesma Conference 2020. It provides context about the conference and challenge, describes the inputs, tasks, and deliverables of the challenge. It then details Metri's approach to completing the tasks, which included estimating the functional size using various methods, estimating the impact of non-functional requirements, and using historical project data to estimate the effort required to develop the software.
Effective It With Middleware Solutions (New Template)crsadun
The document discusses replacing legacy IT systems and avoiding "black hole" replacement projects. It recommends a phased approach using middleware to integrate existing systems rather than direct replacement. New functions are added through the middleware while legacy systems are gradually phased out. This reduces risks and allows benefits to be realized more quickly while limiting costs to only what cannot yet be replaced.
The document discusses the financial benefits of using agile principles and contracts for software development projects. It provides an example comparing the cash flows and break-even times of three different delivery approaches: 1) a single full delivery, 2) per-feature deliveries, and 3) prioritized per-feature deliveries. The prioritized approach provides the flattest cash flow and earliest break-even point. Agile contracts are said to offer benefits like prioritizing features by value and allowing for agreed ramp-downs once valuable features are realized. Experience delivering large agile projects is key to realizing these benefits.
The document provides guidance on presenting a project status update in 3-4 sentences summarizing the key information to include:
1) Confirmation of whether the project is on track for delivery as expected and restate the final delivery date.
2) Summary of cost estimates and explanations for any differences from original projections.
3) Overview of achievements and progress made along with any delays or problems encountered since the last update.
OKI Printing Solutions is launching a new RapidScan assessment process to quickly analyze printing fleets. The assessment identifies areas for cost savings through optimized device usage, maintenance plans, and industry best practices. Clients can then enroll in OKI's managed print program for an all-inclusive flat monthly fee. This program reduces long-term costs and increases productivity by handling device management, supplies, training, and support.
8. how nesma can quick start your software estimate frank vogelezangNesma
This document discusses software estimation in agile deliveries and how Nesma can provide quick estimates. It notes that traditional function point analysis (FPA) is not well-suited for agile due to lack of documentation and details, and outdated terminology. Nesma offers high-level analysis based on use cases without full details. It provides accurate and fast measurement comparable to other size methods. The document also advertises free example cases to illustrate Nesma's measurement approach.
Nesma autumn conference 2015 - Agile may deliver but it does not win (yet) -...Nesma
Andrew Langridge has extensive experience in mechanical engineering, manufacturing, business development, and academia. He has held roles such as apprentice mechanical engineer, factory manager, country manager, and vice president of business development. Langridge believes agile delivery methods provide benefits but estimates are still needed to win work. He discusses different development scenarios and stresses the importance of metrics and understanding effort drivers to accurately estimate projects using agile.
The document discusses a software estimation challenge hosted at the Nesma Conference 2020. It provides context about the conference and challenge, describes the inputs, tasks, and deliverables of the challenge. It then details Metri's approach to completing the tasks, which included estimating the functional size using various methods, estimating the impact of non-functional requirements, and using historical project data to estimate the effort required to develop the software.
Offering roof to freelancers and outsourcing seekers, Vertidigm acts on the fundamentals of outsourcing. We set eyes on lesser operational and infrastructural cost, key areas, new technology, updates, world class capabilities, one time application and overcoming risk as well as seasonal workload.
Nesma autumn conference 2015 - A QFD based tool for managing agile requiremen...Nesma
The document describes a methodology for estimating the cost of agile software development projects using Quality Function Deployment (QFD). It involves capturing user needs, prioritizing user stories, developing story cards to break stories into work items, estimating the effort required using function points, and tracking progress towards meeting business goals through multiple iterations of a quality deployment matrix. The methodology aims to provide estimates of what functionality can be delivered given a selected team size and number of sprints.
This document discusses agile contracts and their importance when using agile project management methods. Traditional contracts are not suitable for agile projects because they assume a fixed scope and plan. Instead, agile contracts emphasize following a collaborative process, with frequent customer sign-offs and acceptance of deliverables. The scope is adjusted continuously through this process rather than being pre-fixed. Examples of agile contract types are discussed, along with pitfalls to avoid and real-world cases.
5. agile estimation reconsidered again esteban sanchezNesma
Esteban Sanchez from Galorath Incorporated gave a presentation on estimating agile software projects. He discussed that while some argue estimates provide little value, organizations need estimates for planning and accountability. He presented different types of estimates including backlog estimates for high-level analysis and sprint estimates for team planning. Key factors for estimates include size metrics, team dynamics like velocity, and project characteristics. Story points should be supplemented with a standard metric like function points. Sprint 0 and back-end work like integration and testing also need to be estimated for a complete agile project estimate.
Maximizing the value of your investment in the shortest period of time is a major consideration. Replacing multiple stand-alone software solutions with one cloud-based, complete business solution suite, will lower the cost of ownership and accelerate your return on investment.
The document discusses how fixed cost projects can be managed using Agile principles. It proposes disconnecting project scope from size by estimating stories in points and committing to complete a certain number of points within a timeframe. This allows for changes without affecting cost as long as the committed points are delivered on schedule. Success relies on fully understanding stories and acceptance criteria, treating all work as managed through the backlog, and maintaining high team productivity and trusted communication with customers.
Adaptive (Agile) project management is a structured, systematic process that continually improves decisions, policies, and practices through learning from previous outcomes. It focuses on planning flexibility, discovery over analysis, frequent delivery of working software, and constant collaboration between teams and clients. The process involves defining a high-level flexible plan, then planning and executing the next phase in iterations while measuring results against the original plan and adapting to changes.
This document outlines several key success factors for ERP implementation projects including: properly planning the project, aligning the organization, transitioning new roles, focusing on capabilities and benefits, making quick decisions, taking a phased approach, defining metrics, communicating expectations, and ensuring sufficient budget. It also notes trends in the ERP marketplace like industry-specific development and a focus on smaller businesses.
The Tektronix ERP implementation project was expensive but ultimately successful due to:
1. The vision of leadership and incremental, staged implementation approach which mitigated risks.
2. Time spent on data collection was reduced from 90% to 10% thanks to improved data integration.
3. Same day shipments in some divisions rose from 15% to 75%, showing major operational improvements.
The project created a more agile organization with better visibility into sales trends, inventory, and financial performance.
Post ERP Implementation - A Little Goes a Long WayWinnie Chen
After an ERP system goes live, user feedback is gathered to make minor improvements that can have major impacts. Every suggestion from users is documented and addressed, from small quality-of-life changes like reducing steps in a process, to supporting shifts in business operations. Regular check-ins with stakeholders ensure even minor needs are met, establishing trust and a responsive relationship to support evolving business requirements.
This document discusses several agile and lean frameworks including Scrum, Kanban, eXtreme Programming (XP), Feature Driven Development (FDD), and others. It provides overviews of each framework, describing their core practices, events, artifacts, principles, and how they relate to agile development.
Agile Project Management is an iterative method for determining project requirements for software that allows for highly flexible and interactive delivery. It stems from Agile Software Development, which is based on iterative and incremental development requiring collaboration between self-organizing cross-functional teams. APM works best for projects with requirements that change constantly and cannot be set in stone, using an iterative approach with constant partial deliverables to achieve quick wins for stakeholders. Scrum is an applicable software development framework that allows for process adaptability through daily meetings to review deliverables.
Estimation of a micro services based estimation application bhawna thakur -...Nesma
The document discusses estimating the cost of developing a microservices-based estimation application. It describes how initial cost estimates were 34% lower than actual costs due to not properly accounting for the independent nature of microservices. By resizing the application to treat each microservice independently and adjust complexity factors, estimates were brought within 2% of actual costs. The conclusion is that accurately estimating microservices applications requires a different sizing approach that considers how microservices impact functions like data and transactions compared to monolithic architectures.
The document discusses resource allocation and project prioritization at a development organization. It notes that during normal operations, projects account for 80% of resources while sustaining work accounts for 15% and other tasks 10%. During crises, development drops to one project per engineer with sustaining work at 15%, project management at 5%, and other tasks at 10%. It proposes shifting more time to core competency work, offloading project management tasks, and dedicating resources to sustaining work to reduce project switching.
The document introduces the Dynamic Quality Framework (DQF), which aims to standardize quality measurements across the translation industry. It describes DQF as inclusive, industry-shared, and data-informed. The framework integrates with common CAT tools and TMS through open APIs to collect translation and review data and provide interactive dashboards and reports for performance tracking and benchmarking at the project and organizational level.
QEK is an integrated asset management company that offers a unique proprietary asset management software solution and on-site personnel. They aim to be "decidedly different" than competitors by customizing solutions for each client and focusing on reducing costs and increasing returns. QEK has over 24 years of experience in asset management and works with clients across various industries to design customized programs, reduce fleet operating costs, increase utilization and returns, and allow clients to focus on their core business.
Th alkia-helpdesk & itil managed maintenance-2016 trends-keynotesMaxime CARPENTIER
This document discusses trends in helpdesk and desktop support for 2016. It outlines how support has evolved from being primarily deskside during business hours to now providing anytime, anywhere support across multiple devices. Support is more complex due to factors like consumerization of technology. The document recommends implementing a single point of contact to lower costs and increase first contact resolution. It also stresses the importance of optimizing customer satisfaction, managing support teams effectively, and justifying investment requests with return on investment calculations.
The document discusses differences between software localization and documentation translation, and why SDL Passolo is better suited than SDL Trados Studio for software localization. It notes that documents are self-contained, sentence-based, and use surrounding context, while software uses non-self-contained string IDs as context. It also explains that developers and workflows differ between the two. The document then outlines SDL Passolo's features for internationalization, localization project management, and integration with development workflows and quality assurance. It positions SDL Passolo and SDL Trados Studio as distinct but complementary solutions.
How to Achieve Agile Localization for High-Volume Content with Machine Transl...kantanmt
This slide deck on achieving agile localization for high-volume content with the help of Machine Translation was presented by Tony O’Dowd, Founder and Chief Architect at KantanMT during the annual tcworld conference 2015, which was held in Stuttgart, Germany. It outlines the best practices for developing and implementing a dynamic and agile localization strategy that integrates Custom Machine Translation (CMT) into the localization workflow, with the final aim of developing a scalable localization strategy that makes it possible to create and publish high-volume multilingual content.
Offering roof to freelancers and outsourcing seekers, Vertidigm acts on the fundamentals of outsourcing. We set eyes on lesser operational and infrastructural cost, key areas, new technology, updates, world class capabilities, one time application and overcoming risk as well as seasonal workload.
Nesma autumn conference 2015 - A QFD based tool for managing agile requiremen...Nesma
The document describes a methodology for estimating the cost of agile software development projects using Quality Function Deployment (QFD). It involves capturing user needs, prioritizing user stories, developing story cards to break stories into work items, estimating the effort required using function points, and tracking progress towards meeting business goals through multiple iterations of a quality deployment matrix. The methodology aims to provide estimates of what functionality can be delivered given a selected team size and number of sprints.
This document discusses agile contracts and their importance when using agile project management methods. Traditional contracts are not suitable for agile projects because they assume a fixed scope and plan. Instead, agile contracts emphasize following a collaborative process, with frequent customer sign-offs and acceptance of deliverables. The scope is adjusted continuously through this process rather than being pre-fixed. Examples of agile contract types are discussed, along with pitfalls to avoid and real-world cases.
5. agile estimation reconsidered again esteban sanchezNesma
Esteban Sanchez from Galorath Incorporated gave a presentation on estimating agile software projects. He discussed that while some argue estimates provide little value, organizations need estimates for planning and accountability. He presented different types of estimates including backlog estimates for high-level analysis and sprint estimates for team planning. Key factors for estimates include size metrics, team dynamics like velocity, and project characteristics. Story points should be supplemented with a standard metric like function points. Sprint 0 and back-end work like integration and testing also need to be estimated for a complete agile project estimate.
Maximizing the value of your investment in the shortest period of time is a major consideration. Replacing multiple stand-alone software solutions with one cloud-based, complete business solution suite, will lower the cost of ownership and accelerate your return on investment.
The document discusses how fixed cost projects can be managed using Agile principles. It proposes disconnecting project scope from size by estimating stories in points and committing to complete a certain number of points within a timeframe. This allows for changes without affecting cost as long as the committed points are delivered on schedule. Success relies on fully understanding stories and acceptance criteria, treating all work as managed through the backlog, and maintaining high team productivity and trusted communication with customers.
Adaptive (Agile) project management is a structured, systematic process that continually improves decisions, policies, and practices through learning from previous outcomes. It focuses on planning flexibility, discovery over analysis, frequent delivery of working software, and constant collaboration between teams and clients. The process involves defining a high-level flexible plan, then planning and executing the next phase in iterations while measuring results against the original plan and adapting to changes.
This document outlines several key success factors for ERP implementation projects including: properly planning the project, aligning the organization, transitioning new roles, focusing on capabilities and benefits, making quick decisions, taking a phased approach, defining metrics, communicating expectations, and ensuring sufficient budget. It also notes trends in the ERP marketplace like industry-specific development and a focus on smaller businesses.
The Tektronix ERP implementation project was expensive but ultimately successful due to:
1. The vision of leadership and incremental, staged implementation approach which mitigated risks.
2. Time spent on data collection was reduced from 90% to 10% thanks to improved data integration.
3. Same day shipments in some divisions rose from 15% to 75%, showing major operational improvements.
The project created a more agile organization with better visibility into sales trends, inventory, and financial performance.
Post ERP Implementation - A Little Goes a Long WayWinnie Chen
After an ERP system goes live, user feedback is gathered to make minor improvements that can have major impacts. Every suggestion from users is documented and addressed, from small quality-of-life changes like reducing steps in a process, to supporting shifts in business operations. Regular check-ins with stakeholders ensure even minor needs are met, establishing trust and a responsive relationship to support evolving business requirements.
This document discusses several agile and lean frameworks including Scrum, Kanban, eXtreme Programming (XP), Feature Driven Development (FDD), and others. It provides overviews of each framework, describing their core practices, events, artifacts, principles, and how they relate to agile development.
Agile Project Management is an iterative method for determining project requirements for software that allows for highly flexible and interactive delivery. It stems from Agile Software Development, which is based on iterative and incremental development requiring collaboration between self-organizing cross-functional teams. APM works best for projects with requirements that change constantly and cannot be set in stone, using an iterative approach with constant partial deliverables to achieve quick wins for stakeholders. Scrum is an applicable software development framework that allows for process adaptability through daily meetings to review deliverables.
Estimation of a micro services based estimation application bhawna thakur -...Nesma
The document discusses estimating the cost of developing a microservices-based estimation application. It describes how initial cost estimates were 34% lower than actual costs due to not properly accounting for the independent nature of microservices. By resizing the application to treat each microservice independently and adjust complexity factors, estimates were brought within 2% of actual costs. The conclusion is that accurately estimating microservices applications requires a different sizing approach that considers how microservices impact functions like data and transactions compared to monolithic architectures.
The document discusses resource allocation and project prioritization at a development organization. It notes that during normal operations, projects account for 80% of resources while sustaining work accounts for 15% and other tasks 10%. During crises, development drops to one project per engineer with sustaining work at 15%, project management at 5%, and other tasks at 10%. It proposes shifting more time to core competency work, offloading project management tasks, and dedicating resources to sustaining work to reduce project switching.
The document introduces the Dynamic Quality Framework (DQF), which aims to standardize quality measurements across the translation industry. It describes DQF as inclusive, industry-shared, and data-informed. The framework integrates with common CAT tools and TMS through open APIs to collect translation and review data and provide interactive dashboards and reports for performance tracking and benchmarking at the project and organizational level.
QEK is an integrated asset management company that offers a unique proprietary asset management software solution and on-site personnel. They aim to be "decidedly different" than competitors by customizing solutions for each client and focusing on reducing costs and increasing returns. QEK has over 24 years of experience in asset management and works with clients across various industries to design customized programs, reduce fleet operating costs, increase utilization and returns, and allow clients to focus on their core business.
Th alkia-helpdesk & itil managed maintenance-2016 trends-keynotesMaxime CARPENTIER
This document discusses trends in helpdesk and desktop support for 2016. It outlines how support has evolved from being primarily deskside during business hours to now providing anytime, anywhere support across multiple devices. Support is more complex due to factors like consumerization of technology. The document recommends implementing a single point of contact to lower costs and increase first contact resolution. It also stresses the importance of optimizing customer satisfaction, managing support teams effectively, and justifying investment requests with return on investment calculations.
The document discusses differences between software localization and documentation translation, and why SDL Passolo is better suited than SDL Trados Studio for software localization. It notes that documents are self-contained, sentence-based, and use surrounding context, while software uses non-self-contained string IDs as context. It also explains that developers and workflows differ between the two. The document then outlines SDL Passolo's features for internationalization, localization project management, and integration with development workflows and quality assurance. It positions SDL Passolo and SDL Trados Studio as distinct but complementary solutions.
How to Achieve Agile Localization for High-Volume Content with Machine Transl...kantanmt
This slide deck on achieving agile localization for high-volume content with the help of Machine Translation was presented by Tony O’Dowd, Founder and Chief Architect at KantanMT during the annual tcworld conference 2015, which was held in Stuttgart, Germany. It outlines the best practices for developing and implementing a dynamic and agile localization strategy that integrates Custom Machine Translation (CMT) into the localization workflow, with the final aim of developing a scalable localization strategy that makes it possible to create and publish high-volume multilingual content.
Everything what you wanted to know about philosophy for global projects, internationalization, localization management, linguistic testing. Guidelines, useful cases and advices for your project from Alconost Translations service.
What it Takes to Win in the Chinese App Marketdigitalinasia
China is a growing smartphone market that no mobile player can ignore and much has been written about the mobile app marketing opportunities in China. InMobi recently concluded a research survey to understand consumer behavior in China around app usage & discovery and compared the results with the US market.
Staying in the Game: Game localization practices for the mobile marketWooga
This document discusses Wooga's approach to game localization for the mobile market. It outlines Wooga's localization goals of creating an adaptive workflow and improving quality. It then details Wooga's three "pillars of focus" for localization - having a collaborative team, using the right tools like WALT, and leveraging feedback sources such as an in-game "WTF" button and rating/grading systems. The document concludes by stating Wooga learned the importance of these pillars through their localization practices.
This report is a research about the Mobile / App Market in China. In this report you will find the major UCC (User Created Content) Video Sites, Major blogs / Sites & media, Large publishers and large app markets in China to submit and promote your android apps.
How to publish Western smartphone games in China -- GDC talk from Yodo1.comWagner Au
How to launch Western iOS and Android games in China, with case studies of Western hit games that have done well there. Tips include: Localize your games with the tastes of Chinese gamers in mind, promote and distribute your games on China's local social networks, and localize your monetization strategy.
Measuring team performance at spotify slideshareDanielle Jabin
How do we actually know if our teams are doing well? Is gut instinct enough? Furthermore, in a rapidly growing organization such as Spotify, how can we ensure some sort of consistency in our baseline level of Agile knowledge across the technology, product, and design organization?
In this presentation, I’ve shared techniques we have developed and use at Spotify to benchmark health and performance for our teams and some tactics we use to bring them closer to—and beyond!—being the best teams they can be.
International marketing mistakes related to cultureMohamed Khalifa
This document discusses several examples of cultural mistakes made by companies when expanding their marketing internationally. It provides three case studies where companies failed to account for cultural differences: 1) An Iranian razor company that used a brand name that had an offensive meaning in Arabic; 2) A Dutch milk company that changed its packaging without considering customer needs; 3) A beer company that printed holy Islamic verses on bottle caps without realizing the cultural taboo. The document emphasizes the importance of understanding local cultural norms and perspectives when marketing products globally.
From Idea to Execution: Spotify's Discover WeeklyChris Johnson
Discover Weekly is a personalized mixtape of 30 highly personalized songs that's curated and delivered to Spotify's 75M active users every Monday. It's received high acclaim in the press and reached 1B streams within its first 10 weeks. In this slide deck we dive into the narrative of how Discover Weekly came to be, highlighting technical challenges, data driven development, and the Machine Learning models used to power our recommendations engine.
The survey of over 5,500 social media users across 11 countries found that while most (84%) follow brands on social media, true brand promoters who are extremely likely to recommend brands make up only 19% of respondents. Promoters differ from more passive "sharers" in that they actively and regularly follow brands, interact directly with brands to give feedback, and are more influenced to purchase products mentioned by friends online. Top brands promoters recommend vary by country but include Apple, Samsung, Nike, L'Oreal and Dove, while local telecom and cable providers often made the "unlikely to recommend" list.
This document discusses the early history and development of television as a mass medium. It notes that television content initially borrowed from radio, with radio networks and executives helping to establish the first television networks and shape early programming. Government regulation restricted access to television broadcasts, ensuring networks became the dominant gatekeepers. While television grew slowly at first, by the 1950s it had become a ubiquitous part of American homes and culture, homogenizing society and fueling the need for more programming and advertising. This established the foundation and power structure of the television industry that still exists today.
This document outlines the product development process used by SWARM, a digital product studio. It describes the key stages of discovery, information architecture, wireframing, user experience design, user interaction design, and engineering. Discovery involves understanding what is being built, why, and for whom. Information architecture defines the app's structure and components. Wireframes create a skeletal framework. User experience and interaction design further develop the visual design and interface. Engineering is done in two-week sprints to implement the product. Data and analytics are also discussed as ways to enhance marketing and personalization.
20 Inspiring Quotes From William Zinsser's "On Writing Well"Glenn Leibowitz
If you're looking for inspiration and ideas that will help you become a better writer, read these 20 inspiring quotes from William Zinsser's "On Writing Well", the classic guide to writing nonfiction.
Compiled by Glenn Leibowitz, visit http://www.glennleibowitz.com
This document discusses growth hacking strategies used by early internet companies like Hotmail to achieve rapid growth. It defines growth hacking as a set of tactics and best practices for acquiring, activating, and retaining users. Some key tactics discussed include viral growth, A/B testing landing pages, optimizing the user lifecycle funnel, and identifying bottlenecks. The document provides examples of notable growth hacks from companies like Dropbox, Path, and Eventbrite.
- The gig economy as currently defined will not last long term, as tasks like ridesharing and delivery are likely to be automated. However, skilled professionals using platforms like Thumbtack to find clients will persist and proliferate.
- Technology is empowering skilled tradespeople by allowing them to connect directly with customers and run their businesses more efficiently without traditional employers. Skilled professionals are less reliant on college degrees and are building middle-class lifestyles through online skills marketplaces.
- Policymakers should support independent workers through policies that provide safety nets and make it easier for skilled professionals to succeed without full-time employment.
The document summarizes key takeaways from the SXSW conference. Some of the main topics discussed include: 1) The importance of designing technology with purpose and creating positive human experiences. 2) How collaboration between companies can drive innovation. 3) The value of not being constrained by audiences and taking creative risks. 4) The growing role of virtual and augmented reality. 5) How the rate of technological change is accelerating exponentially. 6) How cognitive computing is being applied across many domains to solve problems. 7) Emerging technologies like self-driving cars that are closer to widespread use than perceived. 8) How ubiquitous computing is already integrating technology into many aspects of life. 9) The growing role of robots and focus on
SXSW Interactive is amazing this year! I’m talking VR, AR, IoT, enter next acronym here, and even the P.O.T.U.S. made an appearance.
SXSW plays an increasingly important role in revolutionizing interactive media. While often known as a hotbed for tech startups, it’s the discussions around practical applications of such media, the opportunities they present, and the surrounding implications that have attracted the attention of a growing number of brands, platforms, and creators each year.
In this webinar we share key takeaways from SXSW 2016 and discuss what each means for the year ahead.
Navigating Business Process Management nowadays with the real implementation as its case study, delivered for Universitas Indonesia Computer Science Master Program students.
Implementing Microsoft Dynamics AX for a global roll out V3 PQDarren Marsden
Utilizing a template approach ensures global consistency and standardization while allowing for local customizations. Key aspects of the template approach include designating a template owner to control the core template and deployment process, handing off the template to local owners for localization additions, and sequencing the deployment. It is also important to choose a delivery team with both onshore and offshore experience, and to consider language skills, visa requirements, and availability for travel early in the project. An expansive governance model is needed as well as tracking key dates and controls for the handoff between global and local teams.
The document describes the Build for Speed program which aims to accelerate software development processes. It provides an overview of the program, outlining its benefits such as reduced time to market and improved efficiency. The program involves an initial discovery phase to assess a company's current practices, followed by an engagement plan and optional deep dive phase to implement improvements. It aims to help companies scale more effectively through practices like continuous delivery and reducing technical debt.
The DevOps promise: IT delivery that’s hot-off-the-catwalk and made-to-lastPeter Shirley-Quirk
DevOps promises rapid delivery AND stable operations by integrating business, development, test, deployment and operations into a cohesive workflow with a rapid feedback cycle. So how is that possible?
DevOps Deep Dive Webinar: Building a business case for agile and devopsBasis Technologies
You may have heard about DevOps buzz. But what do you need to know to convince your boss to build a business case ? Why should your organization invest in the changes required to adopt DevOps and Agile methods?
For many companies, DevOps and Agile is a part of this digital transformation puzzle, giving them the agility and operational benefits needed to change IT systems fast.
Download this webinar recording where we’ll explain the technical and business advantage of implementing DevOps and Agile practices in your organization, and how to go about doing it.
Just go to: http://www.basistechnologies.com/Building-a-business-case-for-DevOps-and-Agile-for-SAP-webinar
This document discusses approaches to implementing agile project management processes for distributed teams across multiple locations. It describes two case studies where distributed agile was successfully used. In the first case study, agile allowed for more frequent releases, reduced defects, and leveraged global talent. Best practices like daily stand-ups, estimation games, and tools like JIRA were used. The second case study involved a larger team across more locations developing mobile apps. Skill-based team structures and automated processes helped ensure success. Both cases saw benefits like improved velocity, faster turnaround, and time to market.
This document discusses approaches to implementing agile project management processes for distributed teams across multiple locations. It describes two case studies where distributed agile was successfully used. In the first case study, agile allowed for more frequent releases, reduced defects, and leveraged global talent. Best practices like daily stand-ups, estimation games, and tools like JIRA were used. The second case study involved a larger team across more locations developing mobile apps. Specialized teams and automated processes in tools allowed complex work to be completed successfully using distributed agile. Both cases saw benefits like improved velocity, faster turnaround, and time to market.
This document discusses strategies for successful adoption of translation management systems (TMS) technology. It emphasizes that technology adoption requires focusing on people, processes, and technology. Key steps include involving stakeholders to understand needs, documenting priorities and processes, selecting modular technology that can evolve, testing technology with own data and workflows, communicating benefits regularly, and providing ongoing training and support. The goal is to select technology that improves efficiency, reduces costs, and improves quality while gaining buy-in through a clear implementation plan.
Rakesh Shah is an IT professional with over 20 years of experience in areas such as IT strategy, program/project management, business analysis, and integration. He has expertise in ERP implementations, middleware technologies, and managing teams and budgets up to $25M. His engagement highlights include roles at KPMG, Deloitte, and other companies leading large-scale IT transformations and software implementations.
Success Factors for DITA Adoption with XMetaL: Best Practices and FundamentalsScott Abel
Adopting structured authoring and content management requires managing change across the entire organization. Key factors for success include aligning with business needs, creating an implementation roadmap, mapping content to audience needs, updating processes and procedures, revising staffing models, and creating a plan to handle legacy documentation. Pilot projects allow testing changes in a limited scope before full adoption.
This document summarizes an overview of agile project management presented by Carter Engelhart. It discusses that agile methods allow for flexible responses to changing requirements. Traditional project management can lead to chaos or underperformance on IT projects. Agile methods emphasize iterative development, empowered teams, frequent delivery, and addressing changing requirements. The benefits of agile include reduced risk, improved control through frequent feedback, and the ability to adapt to changes.
Agile transformation approach by First ConsultingRoel van Overdam
Agile Way of Working in the organisation to increase the speed-to-market of IT delivery as well as improving business engagement and customer satisfaction. First Consulting supports organizations to embed the Agile Way of Workin
Agile transformation approach by first consultingRoel van Overdam
Agile Way of Working in the organisation to increase the speed-to-market of IT delivery as well as improving business engagement and customer satisfaction. First Consulting helps organization to adopt the Agile Way of Working
This document contains the resume of Abhijit Choudhury summarizing his professional experience and qualifications. He has over 12 years of experience in project management, business analysis, and service management roles at HP Globalsoft Pvt. Ltd. He holds certifications in ITIL, SAFe, and other project management frameworks. Some of the key projects he has worked on include server security compliance, site-to-site compliance, cloud migration, and application support across various domains.
Deliver on time and improve communication with the business to minimize project failure.
Your Challenge
The Agile evangelists are having trouble converting others to the Agile philosophy.
Your team is facing pressure to deliver projects in a smaller time frame. The Waterfall approach is causing projects to go over budget, misunderstanding of project owners’ expectations, and late delivery to the end-customer.
Projects that get implemented successfully may be susceptible to problems as the software gets older and crucial changes are too expensive.
A consolidation roadmap that is based on an easy-to-implement method will ease the burden on resource and infrastructure maintenance.
Our Advice
Critical Insight
Agile is not suitable for all organizations, or all projects. Carefully select pilot projects that have the greatest chance of success and determine the right requirements or risk significant cost overruns to fix problems or roll back development.
An Agile rollout may require peripheral projects to be accelerated.
Agile will modify internal roles and processes. Get ready for change management.
Impact and Result
Agile will improve communication and transparency between teams and stakeholders, which will lead to higher quality products and fluid team dynamics.
The success of the Agile pilot should be used to build the case for an organizational-wide deployment.
In order for your organization to stay competitive, it must place focus on delivering projects at a quicker pace with the right features.
This document describes the Evolve methodology for implementing CRM solutions. The methodology aims to adapt best practices to diverse IT organizations. It outlines key principles such as iterative development, requirements management, and quality verification. The methodology consists of inception, evolution, and retrospection phases. During inception, the project is scoped and designed. The evolution phase involves iterative analysis, design, construction, and deployment. Retrospection provides project closure. The Evolve Plan documents how the project process will be tuned based on client participation, delivery iterations, and artifact requirements.
Deloitte SAP Finance Transformation AcceleratorJan Bultinck
Finance transformation is a double-edged sword. On one hand,
it can have a significant positive impact on business results.
But it can also require a considerable commitment of key talent
and resources for an extended period of time. That’s why no
organization takes finance transformation initiatives lightly. It’s
important to get them right
This document discusses shifting to continuous delivery for IT operations. It recommends determining your current state, shifting your thinking culturally to support continuous delivery, applying Agile and DevOps aggressively through cross-functional teams, accelerating automation and rationalizing tools, and building strong service integration to eliminate silos and increase productivity. Successfully implementing continuous delivery promises benefits like lower operations costs, more opportunities for innovation, and improved delivery times to enhance the user experience.
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As far back as 2004, JLT EB started using business process management (BPM) to streamline a limited set of business operations. Use was confined to about 30 people in a “model office”. During that same time period, JLT acquired Profund, a leading provider of pension administration software in the UK. Customers included both in-house and third-party administrators. Profund had seen opportunities to expand its pension fund administration solutions into specific areas of process automation while helping customers to simplify the overall user experience. Deciding to use the current BPM tool, the company developed outward facing solutions that rolled out to end customers in 2007. BPM usage at JLT EB and Profund grew to about 300 users.
Between 2007-2010, JLT made more than 20 acquisitions globally across the group. JLT EB operations quickly became highly complex, distributed and paper-based. Employees were handling millions of documents annually covering Pension Administration, Payroll, Defined Contributions, Actuarial, Health and Risk, among other requests. Processes treated more than 16 million workflow elements, 300+ million rows of table data and 15 million SharePoint documents. The BPM solution covers 14 active offices in Europe and India, off-shoring and massive amounts of regulations. The company knew that in order to continuing growing at the same speed while containing costs, it would have to do more with less.
JLT EB accomplished its goals of increased revenues with lower costs with continual investment in BPM. JLT EB has worked with BizFlow and used the BizFlow BPM software to streamline >200 processes. From an ROI standpoint, this work has provided a key business component, contributing to JLT EB’s growth in trading profit by 50% in the last financial year. Revenue growth is enabled by more flexible solutions that can be highly tailored to internal client needs as well as end-customer engagements. Cost cutting is enabled through the use of process automation tied together with effective scanning, document handling and rule-based routing. Paper is largely removed, deadlines hit, and governance accomplished.
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3. WHY IS AGILE HARDER? Different Mindset: Must be able to embrace and support rapid release cycles. Deeper integration & more management: Support and integrate into clients’ teams, regular collaboration and feedback amongst key stakeholders. Cost Structure: Traditional manual workflow service models charge project management and language minimum fees Implementation of automation technology is costly; complexity and production implications can be underestimated.
22. Background Twosolutions Deploy TMS in-house or SaaS Highest automation level High deployment and operational costs Overrides processes at vendor side A better service model Agreement on time frames, monthly budgets. Reports instead of approvals. Automate the file transfer, use a vendor that can handle the rest. Ask for a vendor dashboard or maintain a burn down chart to track and report on costs.
23. Background Takeaways With the proper business case, determine if pure Agile or hybrid is best for your organization. Establish processes with your localization vendor to reduce project management headaches from daily translation activities and increase collaboration. I18n must be core in-house focus and has bigger impact on l10n costs than other variable factors combined.
24. Big thanks for their support Udo Leiteritz – (twitter.com/udoleiteritz) Barbara Inge Karsch – (bikterminology@gmail.com)