The document provides 10 steps for chartering a project:
1. Define the project in two steps - first by describing needed business capabilities, then building requirements and feasibility analysis around those capabilities.
2. Identify all stakeholders and their roles and responsibilities using a responsibility assignment matrix.
3. Brainstorm the capabilities needed, not technical requirements, using a tool like MindManager.
4. Define a mission statement describing how the project will positively impact the business.
5. Put boundaries on the project scope by connecting requirements to needed capabilities and value.
6. Control changes by ensuring they increase value; otherwise archive for later consideration.
7. Create a deliverables-based plan that predefines the value of
This 5-day training course titled "Project Management for Results" provides 35 PDUs and 30 CPE credits. It will take place from April 19-23, 2010 in Atlanta, GA and teach project managers the latest methodologies according to PMBOK to define, plan, track, and complete projects on time, within budget and to customer expectations. The training will cover key phases and techniques including project initiation, organization, defining requirements and charters, estimating costs using work breakdown structures, developing schedules and budgets, and managing project progress and plans.
The document describes the key processes and activities of the Star Knowledge technology consulting firm for presales, project governance, project management, and quality management. It includes sections on value proposition, presales, project governance, project management, quality management, status reporting, user acceptance testing, project lifecycle phases of initiate, plan, execute, monitor, and close-out. The objective is to successfully deliver customer projects on time and on budget by following industry best practices.
The document summarizes a five-day training course on project management. The course will teach project managers methods for defining and planning projects, tracking project progress, managing budgets and schedules, and successfully executing and closing out projects. Each day covers key phases of project management according to the Project Management Body of Knowledge and focuses on techniques like developing work breakdown structures and project charters, estimating costs, creating schedules and budgets, and monitoring project performance.
00 k-dev-slides(7)land dev seminar+demo -chuan[3a]210412REDceo.net
The document discusses the K-Developer system, a knowledge management system that manages property development workflow. It covers the entire project lifecycle from inception to completion through 8 knowledge blocks. The system aims to systematically capture and share knowledge within an organization to improve efficiency. It provides a central repository for project information and allows real-time monitoring and reporting of project status. Implementing this system helps standardize processes, facilitates decision making, and enables companies to work towards ISO certification.
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 provides an overview and agenda for a 5-day project management training course titled "Project Management for Results". The course will be held April 19-23, 2010 in Atlanta, GA and will provide 35 PDUs and 30 CPE credits. Participants will learn project methodologies from the PMBOK to help define and plan projects, track projects for accuracy, define goals and requirements, manage scope, and close projects successfully. The agenda outlines the daily sessions which will cover topics like project initiation, planning, estimating, scheduling, budgeting and progress monitoring. The course is designed for project managers, program managers, procurement managers, and others seeking to enhance their project skills.
This 5-day training event provides 35 PDUs and 30 CPE credits and teaches the latest project management methodologies according to the PMBOK to help participants define and plan major projects, track and manage projects with greater accuracy, define project goals and successfully complete project requirements, remain within project scope, and manage and report project data and enhance performance. The training covers topics such as project initiation, organization, infrastructure, estimation, scheduling, budgeting, resource management, and project plan optimization. Attendees include project managers, program managers, PMPs, procurement managers, and IT specialists.
The document provides 10 steps for chartering a project:
1. Define the project in two steps - first by describing needed business capabilities, then building requirements and feasibility analysis around those capabilities.
2. Identify all stakeholders and their roles and responsibilities using a responsibility assignment matrix.
3. Brainstorm the capabilities needed, not technical requirements, using a tool like MindManager.
4. Define a mission statement describing how the project will positively impact the business.
5. Put boundaries on the project scope by connecting requirements to needed capabilities and value.
6. Control changes by ensuring they increase value; otherwise archive for later consideration.
7. Create a deliverables-based plan that predefines the value of
This 5-day training course titled "Project Management for Results" provides 35 PDUs and 30 CPE credits. It will take place from April 19-23, 2010 in Atlanta, GA and teach project managers the latest methodologies according to PMBOK to define, plan, track, and complete projects on time, within budget and to customer expectations. The training will cover key phases and techniques including project initiation, organization, defining requirements and charters, estimating costs using work breakdown structures, developing schedules and budgets, and managing project progress and plans.
The document describes the key processes and activities of the Star Knowledge technology consulting firm for presales, project governance, project management, and quality management. It includes sections on value proposition, presales, project governance, project management, quality management, status reporting, user acceptance testing, project lifecycle phases of initiate, plan, execute, monitor, and close-out. The objective is to successfully deliver customer projects on time and on budget by following industry best practices.
The document summarizes a five-day training course on project management. The course will teach project managers methods for defining and planning projects, tracking project progress, managing budgets and schedules, and successfully executing and closing out projects. Each day covers key phases of project management according to the Project Management Body of Knowledge and focuses on techniques like developing work breakdown structures and project charters, estimating costs, creating schedules and budgets, and monitoring project performance.
00 k-dev-slides(7)land dev seminar+demo -chuan[3a]210412REDceo.net
The document discusses the K-Developer system, a knowledge management system that manages property development workflow. It covers the entire project lifecycle from inception to completion through 8 knowledge blocks. The system aims to systematically capture and share knowledge within an organization to improve efficiency. It provides a central repository for project information and allows real-time monitoring and reporting of project status. Implementing this system helps standardize processes, facilitates decision making, and enables companies to work towards ISO certification.
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 provides an overview and agenda for a 5-day project management training course titled "Project Management for Results". The course will be held April 19-23, 2010 in Atlanta, GA and will provide 35 PDUs and 30 CPE credits. Participants will learn project methodologies from the PMBOK to help define and plan projects, track projects for accuracy, define goals and requirements, manage scope, and close projects successfully. The agenda outlines the daily sessions which will cover topics like project initiation, planning, estimating, scheduling, budgeting and progress monitoring. The course is designed for project managers, program managers, procurement managers, and others seeking to enhance their project skills.
This 5-day training event provides 35 PDUs and 30 CPE credits and teaches the latest project management methodologies according to the PMBOK to help participants define and plan major projects, track and manage projects with greater accuracy, define project goals and successfully complete project requirements, remain within project scope, and manage and report project data and enhance performance. The training covers topics such as project initiation, organization, infrastructure, estimation, scheduling, budgeting, resource management, and project plan optimization. Attendees include project managers, program managers, PMPs, procurement managers, and IT specialists.
The document defines key terms and deliverables for a Lean Six Sigma project. It explains that defining VOC (Voice of the Customer), VOB (Voice of Business), and CTQs (Critical to Quality requirements) is the first deliverable. This involves understanding the problem from the customer's perspective and how they define project success. Additional deliverables include defining the project scope, quantifying benefits, and developing a project management plan. Tools for each deliverable like affinity diagrams and project charters are also outlined.
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.
DfSS Webinar Part 2: Delivering better ROI on DFSS Projectsmjames1
Creating a systematic process for design is important for any business – whether it’s designing a new product, creating a new process or leading a new service proposition. Design projects need to be structured to reduce risk, in-build efficiencies from day one and to ensure optimal financial return. But once you have selected your DFSS project and learnt the tools, how do you make sure you can track its success and optimize the business results?
Business Analysts (BA) are tasked with reducing requirements timeline in a project life cycle as much as possible. However, BAs know all too well the issues in realistically identifying project activities and tasks. Both the Development and Quality Assurance (QA) staff’s project timelines are contingent upon the BAs delivery of requirements artifacts. Ultimately the success of the entire project hinges upon the correctness and timeliness of the BA deliverables.
This document summarizes the project services offered by Kelly. It provides scalable project development and deployment, customized PMO integration solutions, global talent delivery, and targeted industry-specific expertise. Kelly leverages over 44 years of expertise in scientific research, information technology, engineering, clinical research and development, FDA liaison activities, and IT solutions to support critical-path studies and drive innovation for clients.
P.E.P.N.A.D Consulting LLC is an Indian consulting firm headquartered in Pune that specializes in the food and beverage sector. They received a request from a biscuit company to analyze sales data and improve revenue and profits. P.E.P.N.A.D will use the Pentaho software to import transaction data, generate interactive reports and dashboards, and analyze trends to advise the client. The project will take 22 days and involve requirements gathering, design, implementation, and testing phases.
The document summarizes a presentation given at a Business Analyst Conference on requirement traceability matrices. It defines what a traceability matrix is, describes the components of requirements that need to be traced, and provides an example matrix. It explains why traceability is important for requirements management, change impact analysis, and ensuring quality. While traceability was once seen as a paperwork exercise, it now enables better project control and process improvement when used with requirements management tools.
High Performance Project Management - A Holistic ApproachIT Weekend
1) The document discusses high performance project management using a holistic approach, covering topics like project progress, success factors, context, and the project lifecycle.
2) It describes the relationships between the key stakeholders in project delivery - the customer, suppliers/partners, and the performing organization consisting of the project manager, project team, and PMO.
3) Achieving value beyond expectations for customers and stakeholders requires the performing organization to operate in a "stretch" or "super stretch" mode through developing knowledge, competencies, and behaviors across project management, teams, PMOs, and the organization.
Offshore Software Development, Software Testing by CAMO SolutionsCAMO Solutions LLC
CAMO Solutions is a Microsoft gold certified partner established in 1997 that provides software development, testing, user experience design, and Microsoft Dynamics CRM services using an agile blended delivery model. It has development centers in New Jersey and Bangalore, India and focuses on outsourcing services for independent software vendors and system integrators. CAMO prides itself on agility, predictability, and quality in its engagements and delivers through dedicated engineering teams, fixed price development, or time and material models.
Solution Validation & Assessments - A practical ApproachJulen Mohanty
The document discusses solution assessment and validation techniques for business analysts. It outlines the importance of solution assessment and validation in the CMMI framework and lists key tasks business analysts perform in this area, such as developing alternative solutions, evaluating technology options, facilitating solution selection, and supporting implementation. The document also describes specific activities business analysts do in solution assessment, including ranking solution options, identifying additional capabilities, and evaluating technology options to ensure the selected solution fulfills requirements.
This document provides an overview of building consultancy and facility management services. It discusses projects in various areas including project audits, engineering services, development consultancy, technical due diligence, project coordination/management, and facility management consultancy. Specific case studies are presented involving work with major developers in China and Southeast Asia on various types of projects like residential, commercial, and infrastructure developments totaling millions of square meters. Methodologies for project auditing, management processes, and prefabricated construction techniques are also summarized.
1. The document discusses integration and testing, including software quality assurance, integration approaches, and types of testing.
2. It provides an overview of roles in quality assurance and when quality assurance activities occur in the software development lifecycle.
3. Integration can be done using top-down or bottom-up approaches, progressively aggregating functionality while testing occurs in parallel with development.
This document provides advice on writing effective status updates in 3 types of situations: when a big project is completed, an important meeting is held, or content is syndicated. It outlines what information should be included for each type, such as the business value delivered for a completed project. Examples are given of both ineffective and effective update language.
I am Continuously seeking to improve my competencies and skills to provide first class professional Project Management training courses; and develop my scope experience in Project Management functions.
I am confident that my innovative and results-focused approach would make significant contribution to the continued success of your organization.
this is the first presentations uploaded to Slide Share,
For more information do not hesitate to contact me.
Ahmad H. Maharma - PMP®
Ramallah, Palestine
Phone: + (972) (2) 2968644
Mobile: + (972) (599) 001155E-Mail: ahmad.maharma@gmail.com
This document outlines deliverables that may be produced at different phases of a software development project. It lists possible deliverables for phases including concept, requirements, analysis, design, coding and debugging, testing, deployment, and maintenance. For each phase, the document provides brief descriptions of the types of documents or work products that could be delivered, such as requirements specifications, design documents, test plans, code, and user documentation.
Here are potential risk management strategies for some key risks:
- Organisational financial problems: Prepare a briefing document for senior management showing how the project is making an important contribution to business goals.
- Recruitment problems: Alert customer to potential difficulties and delays, investigate buying components instead of developing in-house.
- Staff illness: Reorganize team work so there is more overlap and people understand each other's roles.
- Defective components: Replace defective components with reliable bought-in alternatives.
- Requirements changes: Derive traceability information to assess impact and maximize information hiding in design.
- Organizational restructuring: Brief management on project importance to gain high-level support
Follow a defined process to develop the baseline schedule through iterative planning. Rushing the process can result in an inaccurate baseline schedule.
This 3-day training event focuses on project management for results using proven methodologies. Over the course of the training, participants will:
1) Learn the latest project management methodologies according to PMBOK including initiation, planning, execution, and closing projects.
2) Master key project management skills like stakeholder engagement, requirements definition, scheduling, budgeting, and performance measurement.
3) Earn 35 PDUs and 30 CPE credits upon completion.
The training is intended for project managers, program managers, procurement staff, and others seeking to improve their project delivery skills and prepare for PMP certification. Attendees will learn techniques to define projects, develop schedules and budgets, measure
[DSBW Spring 2009] Unit 03: WebEng Process ModelsCarles Farré
The document discusses various process models and business models for web application development and electronic commerce. It provides an overview of the Rational Unified Process (RUP) as a process model, describing its key aspects, phases, artifacts, and workflows. It also discusses agile methods and eXtreme Programming (XP) as alternative process models. For business models, it describes categories such as business-to-consumer, business-to-business, and emerging models like consumer-to-consumer and mobile commerce.
An Introduction to Software Performance EngineeringCorrelsense
Software performance engineering is becoming increasingly important to businesses as they look to improve the non-functional performance of applications and get more out of IT investments. By leveraging performance engineering techniques, IT professionals can be indispensable in building and optimizing scalable systems. This
introductory course will teach you the essentials of software
performance engineering including :
• The performance challenges faced by Enterprise IT today
• What is software performance engineering (SPE)?
• Best practices for building scalable software systems
• The approaches to integrating SPE into IT project lifecycles
• Common frameworks for measuring application performance and service levels
• The impact of SPE on software developers, testers, capacity planes,
and other IT professionals
• Case studies from the finance, retail, and insurance industries
Instructor: Walter Kuketz, SVP and CTO, Collaborative Consulting
This training is sponsored by Correlsense, Collaborative Consulting,
and New Horizons
This document discusses enterprise project management from Lenati's perspective. It covers the benefits of establishing governance over a project portfolio using tools like a stage/gate approach. It emphasizes using an Enterprise Project Management Office (EPMO) to establish standard processes, templates, and training. The EPMO also supports executive oversight of the project portfolio. Lenati offers services to help clients set up these governance structures and manage projects more successfully.
The document outlines an iterative methodology for deploying Aras Innovator. It discusses dividing projects into manageable phases like inception, elaboration, construction, and transition. Each phase has objectives and milestones. The methodology emphasizes iterative design, managing requirements, continuous verification, and controlling changes. It provides tips for implementation like using visual prototypes, breaking work into components, and ensuring quality through user testing.
The document defines key terms and deliverables for a Lean Six Sigma project. It explains that defining VOC (Voice of the Customer), VOB (Voice of Business), and CTQs (Critical to Quality requirements) is the first deliverable. This involves understanding the problem from the customer's perspective and how they define project success. Additional deliverables include defining the project scope, quantifying benefits, and developing a project management plan. Tools for each deliverable like affinity diagrams and project charters are also outlined.
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.
DfSS Webinar Part 2: Delivering better ROI on DFSS Projectsmjames1
Creating a systematic process for design is important for any business – whether it’s designing a new product, creating a new process or leading a new service proposition. Design projects need to be structured to reduce risk, in-build efficiencies from day one and to ensure optimal financial return. But once you have selected your DFSS project and learnt the tools, how do you make sure you can track its success and optimize the business results?
Business Analysts (BA) are tasked with reducing requirements timeline in a project life cycle as much as possible. However, BAs know all too well the issues in realistically identifying project activities and tasks. Both the Development and Quality Assurance (QA) staff’s project timelines are contingent upon the BAs delivery of requirements artifacts. Ultimately the success of the entire project hinges upon the correctness and timeliness of the BA deliverables.
This document summarizes the project services offered by Kelly. It provides scalable project development and deployment, customized PMO integration solutions, global talent delivery, and targeted industry-specific expertise. Kelly leverages over 44 years of expertise in scientific research, information technology, engineering, clinical research and development, FDA liaison activities, and IT solutions to support critical-path studies and drive innovation for clients.
P.E.P.N.A.D Consulting LLC is an Indian consulting firm headquartered in Pune that specializes in the food and beverage sector. They received a request from a biscuit company to analyze sales data and improve revenue and profits. P.E.P.N.A.D will use the Pentaho software to import transaction data, generate interactive reports and dashboards, and analyze trends to advise the client. The project will take 22 days and involve requirements gathering, design, implementation, and testing phases.
The document summarizes a presentation given at a Business Analyst Conference on requirement traceability matrices. It defines what a traceability matrix is, describes the components of requirements that need to be traced, and provides an example matrix. It explains why traceability is important for requirements management, change impact analysis, and ensuring quality. While traceability was once seen as a paperwork exercise, it now enables better project control and process improvement when used with requirements management tools.
High Performance Project Management - A Holistic ApproachIT Weekend
1) The document discusses high performance project management using a holistic approach, covering topics like project progress, success factors, context, and the project lifecycle.
2) It describes the relationships between the key stakeholders in project delivery - the customer, suppliers/partners, and the performing organization consisting of the project manager, project team, and PMO.
3) Achieving value beyond expectations for customers and stakeholders requires the performing organization to operate in a "stretch" or "super stretch" mode through developing knowledge, competencies, and behaviors across project management, teams, PMOs, and the organization.
Offshore Software Development, Software Testing by CAMO SolutionsCAMO Solutions LLC
CAMO Solutions is a Microsoft gold certified partner established in 1997 that provides software development, testing, user experience design, and Microsoft Dynamics CRM services using an agile blended delivery model. It has development centers in New Jersey and Bangalore, India and focuses on outsourcing services for independent software vendors and system integrators. CAMO prides itself on agility, predictability, and quality in its engagements and delivers through dedicated engineering teams, fixed price development, or time and material models.
Solution Validation & Assessments - A practical ApproachJulen Mohanty
The document discusses solution assessment and validation techniques for business analysts. It outlines the importance of solution assessment and validation in the CMMI framework and lists key tasks business analysts perform in this area, such as developing alternative solutions, evaluating technology options, facilitating solution selection, and supporting implementation. The document also describes specific activities business analysts do in solution assessment, including ranking solution options, identifying additional capabilities, and evaluating technology options to ensure the selected solution fulfills requirements.
This document provides an overview of building consultancy and facility management services. It discusses projects in various areas including project audits, engineering services, development consultancy, technical due diligence, project coordination/management, and facility management consultancy. Specific case studies are presented involving work with major developers in China and Southeast Asia on various types of projects like residential, commercial, and infrastructure developments totaling millions of square meters. Methodologies for project auditing, management processes, and prefabricated construction techniques are also summarized.
1. The document discusses integration and testing, including software quality assurance, integration approaches, and types of testing.
2. It provides an overview of roles in quality assurance and when quality assurance activities occur in the software development lifecycle.
3. Integration can be done using top-down or bottom-up approaches, progressively aggregating functionality while testing occurs in parallel with development.
This document provides advice on writing effective status updates in 3 types of situations: when a big project is completed, an important meeting is held, or content is syndicated. It outlines what information should be included for each type, such as the business value delivered for a completed project. Examples are given of both ineffective and effective update language.
I am Continuously seeking to improve my competencies and skills to provide first class professional Project Management training courses; and develop my scope experience in Project Management functions.
I am confident that my innovative and results-focused approach would make significant contribution to the continued success of your organization.
this is the first presentations uploaded to Slide Share,
For more information do not hesitate to contact me.
Ahmad H. Maharma - PMP®
Ramallah, Palestine
Phone: + (972) (2) 2968644
Mobile: + (972) (599) 001155E-Mail: ahmad.maharma@gmail.com
This document outlines deliverables that may be produced at different phases of a software development project. It lists possible deliverables for phases including concept, requirements, analysis, design, coding and debugging, testing, deployment, and maintenance. For each phase, the document provides brief descriptions of the types of documents or work products that could be delivered, such as requirements specifications, design documents, test plans, code, and user documentation.
Here are potential risk management strategies for some key risks:
- Organisational financial problems: Prepare a briefing document for senior management showing how the project is making an important contribution to business goals.
- Recruitment problems: Alert customer to potential difficulties and delays, investigate buying components instead of developing in-house.
- Staff illness: Reorganize team work so there is more overlap and people understand each other's roles.
- Defective components: Replace defective components with reliable bought-in alternatives.
- Requirements changes: Derive traceability information to assess impact and maximize information hiding in design.
- Organizational restructuring: Brief management on project importance to gain high-level support
Follow a defined process to develop the baseline schedule through iterative planning. Rushing the process can result in an inaccurate baseline schedule.
This 3-day training event focuses on project management for results using proven methodologies. Over the course of the training, participants will:
1) Learn the latest project management methodologies according to PMBOK including initiation, planning, execution, and closing projects.
2) Master key project management skills like stakeholder engagement, requirements definition, scheduling, budgeting, and performance measurement.
3) Earn 35 PDUs and 30 CPE credits upon completion.
The training is intended for project managers, program managers, procurement staff, and others seeking to improve their project delivery skills and prepare for PMP certification. Attendees will learn techniques to define projects, develop schedules and budgets, measure
[DSBW Spring 2009] Unit 03: WebEng Process ModelsCarles Farré
The document discusses various process models and business models for web application development and electronic commerce. It provides an overview of the Rational Unified Process (RUP) as a process model, describing its key aspects, phases, artifacts, and workflows. It also discusses agile methods and eXtreme Programming (XP) as alternative process models. For business models, it describes categories such as business-to-consumer, business-to-business, and emerging models like consumer-to-consumer and mobile commerce.
An Introduction to Software Performance EngineeringCorrelsense
Software performance engineering is becoming increasingly important to businesses as they look to improve the non-functional performance of applications and get more out of IT investments. By leveraging performance engineering techniques, IT professionals can be indispensable in building and optimizing scalable systems. This
introductory course will teach you the essentials of software
performance engineering including :
• The performance challenges faced by Enterprise IT today
• What is software performance engineering (SPE)?
• Best practices for building scalable software systems
• The approaches to integrating SPE into IT project lifecycles
• Common frameworks for measuring application performance and service levels
• The impact of SPE on software developers, testers, capacity planes,
and other IT professionals
• Case studies from the finance, retail, and insurance industries
Instructor: Walter Kuketz, SVP and CTO, Collaborative Consulting
This training is sponsored by Correlsense, Collaborative Consulting,
and New Horizons
This document discusses enterprise project management from Lenati's perspective. It covers the benefits of establishing governance over a project portfolio using tools like a stage/gate approach. It emphasizes using an Enterprise Project Management Office (EPMO) to establish standard processes, templates, and training. The EPMO also supports executive oversight of the project portfolio. Lenati offers services to help clients set up these governance structures and manage projects more successfully.
The document outlines an iterative methodology for deploying Aras Innovator. It discusses dividing projects into manageable phases like inception, elaboration, construction, and transition. Each phase has objectives and milestones. The methodology emphasizes iterative design, managing requirements, continuous verification, and controlling changes. It provides tips for implementation like using visual prototypes, breaking work into components, and ensuring quality through user testing.
Key Considerations for a Successful Hyperion Planning ImplementationAlithya
The document provides an overview and recommendations for a successful Hyperion Planning implementation. It discusses key project phases, recommended build techniques including application definition, dimensionality, master data integration, building the planning model, and form and calculation development. It also covers tips for planning design including delineating plan types, defining dimensionality, integrating master data from various sources, and best practices for building forms to ensure performance.
A summary of Cliff Consulting\'s way of helping clients reduce costs in their project portfolio, while increasing their chances of success in the most critical projects
Nailing It Down: Detailed Design to Preserve the UX Visionjsokohl
Here are the key details for this page:
- Header displays reservation details like dates, room type, number of guests
- Breakdown of nightly rate, taxes, and total amount due per night
- Total for entire stay displayed prominently
- Links to terms, cancel policy displayed
- Large "Confirm Reservation" CTA button
- Footer with site links
Developer: Please implement the following:
- Pull reservation details like dates, room type, guests from booking API
- Calculate nightly rates, taxes, totals programmatically
- Display totals for full stay by multiplying nightly totals
- "Confirm Reservation" button triggers confirmation workflow
- Ensure all styling/layout matches existing
The document outlines an agenda for implementing a Skyward ERP system, including an overview of Skyward offerings, benefits of a typical implementation project, the proposed scope and methodology for the client's implementation, and the roles of the project team in carrying out key stages of preparation, blue printing, realization, and go-live support.
Spinnaker Consulting Group provides project initiation and setup services for SAP implementations to help clients manage risks. They assist with creating a project charter, scope, roadmap, and governance structure. This includes defining roles, processes, tools for project management and stakeholder communication. Spinnaker also helps with partner selection, software evaluation, and ensuring business readiness through testing, training, and transition support. Their goal is to set clients up for a smooth project cycle and successful launch of their new SAP system.
The document discusses different methods for successful project delivery through proper communication, documentation, and teamwork. It emphasizes defining requirements, establishing consensus through meetings and documentation, and coordinating among project managers, developers, and stakeholders. The approach involves keeping the project's goals in sight by defining objectives at each stage, assigning responsibilities, scheduling deliverables and resources, and ensuring effective communication throughout the project lifecycle from planning to delivery.
The document discusses different methods for successful project delivery through proper communication, documentation, and teamwork. It emphasizes defining requirements, establishing consensus through meetings and documentation, and coordinating among project managers, developers, and stakeholders. The approach involves keeping the project's goals in sight by defining objectives at each stage, assigning responsibilities, scheduling deliverables and resources, and ensuring effective communication throughout the project lifecycle from planning to delivery.
The document discusses different methods for successful project delivery through proper communication, documentation, and teamwork. It emphasizes defining requirements, establishing consensus through meetings and documentation, and coordinating among project managers, developers, and stakeholders. The approach involves keeping the project's goals in sight by defining objectives at each stage, assigning responsibilities, scheduling deliverables and resources, and ensuring effective communication throughout the project lifecycle from planning to delivery.
The document discusses different methods for successful project delivery through proper communication, documentation, and teamwork. It emphasizes defining requirements, establishing consensus through meetings and documentation, and coordinating among project managers, developers, and stakeholders. The approach involves keeping the project's goals in sight by defining objectives at each stage, assigning responsibilities, scheduling deliverables and resources, and ensuring effective communication throughout the project lifecycle from planning to delivery.
Business PMO & IT Pmo What Is The DifferenceStefan Rank
Business-PMO & IT-PMO - What is the difference
Organizational differences of Project Management Offices and the real world challenges that Project Management Offices face based on their organizational alignment in the overall structure of the organization
This was a guest lecture I presented to Masters students of information science at McGill University. It was intended to give an idea of what it's like in reality, lessons learned - and why certain traditional notions of project management doesn't work well in industry (and that we're still struggling with it).
The document outlines 10 steps for effectively chartering a project:
1) Charter the project in two stages - first by describing needed capabilities, then building requirements and analysis.
2) Identify all stakeholders and define their roles and responsibilities using a RACI matrix.
3) Brainstorm capabilities, not detailed requirements, using a tool like MindManager.
4) Define the mission in terms of observable changes to business processes and measurable value.
5) Put boundaries on the project scope by connecting it to needed capabilities before defining technical requirements.
6) Control non-value added changes by ensuring they increase delivered value.
7) Create a deliverables-based plan that pre-defines business value.
Costco open group - mumbai presentation finalShrikant Palkar
The document summarizes key information about Costco Wholesale, including that it is a membership-based retailer with over $100 billion in annual sales across 618 warehouses globally. It also discusses Costco's ongoing technology modernization and business transformation efforts to move from legacy systems to more distributed, nimble architectures and enable business innovation. Some challenges mentioned are building EA competency, aligning existing projects, and selecting the right tools.
A model based method for the design of services in collaborative business env...IESS
This document presents the Dest2Co method and toolset for designing collaborative business services. The method involves three views: the Business Requirements View defines collaborative practices from the business expert perspective; the Business Solution View decomposes practices into business services from the service architect view; and the Technical Solution View specifies software services and implementations from the software architect view. The toolset provides an editor to model the views and a repository to reuse service models. The method and toolset are demonstrated through a case study on designing services for construction project design assessment.
The document discusses the phases of a website redesign lifecycle. It begins with assessing the current site through user metrics and feedback to define success criteria. It then discusses planning with multi-disciplinary teams and defining roles. Implementation involves iterative development and user testing. Design includes wireframes, site maps, content planning and design mockups. The site is then launched and metrics are tracked during the running phase to continuously innovate and improve the site.
Project Identification and Initiation Tool Kit Dave Angelow
The Project Initiation Document outlines the initiation of a project to standardize the product roadmapping process across business functions. It defines the current problem as inconsistent roadmapping that inhibits growth. The ideal state is described as a corporate-wide standard process supported by IT tools to deliver faster output. Key sections include defining the problem statement and impact, solution objective to standardize the process and select tools, scope, and high-level timeline.
The document outlines the steps to complete Deliverable 2D - Define Project Boundaries, which includes drafting a problem statement, defining the project scope using tools like SIPOC and a project charter, and estimating benefits. It provides objectives for defining boundaries such as constructing a problem statement and goal statement. It also notes that aspects of other define deliverables may be reflected in the project charter.
Unlocking Productivity: Leveraging the Potential of Copilot in Microsoft 365, a presentation by Christoforos Vlachos, Senior Solutions Manager – Modern Workplace, Uni Systems
Goodbye Windows 11: Make Way for Nitrux Linux 3.5.0!SOFTTECHHUB
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End-to-end overview of CI/CD pipeline with Azure devops
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Lyndsey Byblow, Test Suite Sales Engineer @ UiPath, Inc.
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• Communication Mining Overview
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• Demo on Platform overview
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Encryption in Microsoft 365 - ExpertsLive Netherlands 2024Albert Hoitingh
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Threats to mobile devices are more prevalent and increasing in scope and complexity. Users of mobile devices desire to take full advantage of the features
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Development teams can ship efficiently and ensure applications are cyber ready for Navy Authorizing Officials (AOs). In this webinar, Sigma Defense and Anchore will give attendees a look behind the scenes and demo secure pipeline automation and security artifacts that speed up application ATO and time to production.
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- How to streamline operations with automated policy checks on container images
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- https://x.com/viglovikov
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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
4. The enterprise component model
Existing
artifacts may
be considered
or substituted
where they are
comprehen -
sive and
current or if
they are not
relevant or not
specifically
included in the
scope or
deliverables, at
all stages of
the
methodology
and project
phases.
4
5. Initiate
•Process: •Product :
• Identify Opportunity • Initial communications
• Determine synergies • Position statements
• Complete proposal and initial • Proposal or Response to
meeting RFP request
• Complete contractual • Master Consulting
documentation agreement signed if not
• Agree terms and objectives already in place
• Create resource plan • Statement of work prepared
• Assemble resources and refined, executed L eader Detefu International Inc.
Statement of Work
Versio n 0.0
[ Date pub lish ed]
• Detail project plans,
Pre sented by :
[P res ent er's na me ]
milestones, deliverables, Microsoft Office
Project Document
responsibility matrix
• Identify resources and set
project kick-off and project
GeneralAccounting.EAP
repository/forums
5
6. Define
•Process: •Product :
• Review existing systems and • Domain model
GeneralAccounting.EAP
structures, understand • Process model
GeneralAccounting.EAP
organization GeneralAccounting.EAP
• Opportunity Definitions
• Carry out a capability and • Formal Requirements GeneralAccounting.EAP
maturity model analysis against • Use Case models GeneralAccounting.EAP
industry benchmarks or identified • Class model for MDM/Meta
specific goals data architecture
GeneralAccounting.EAP
• Identify gaps and determine • User interface strategy
GeneralAccounting.EAP
remediation, tactical and • Technology solution
strategic opportunities Architectural overview GeneralAccounting.EAP
• From opportunities, derive a • Testing Strategy GeneralAccounting.EAP
range of roadmaps and
approaches
• Identify key requirements to
drive the selection of the
appropriate roadmap options
6
7. Assess
•Process: •Product :
• Review with all stakeholders • Mission Statement for
• Gain consensus and sign-off of project(s)
scenario to adopt
• Gain consensus and sign-off of
requirements
• Revise project plan and
resourcing in light of decisions
• Commence change control
mechanism
7
8. Design
•Process: •Product :
• Detail technical design • Implementation model GeneralAccounting.EAP
• Identify, acquire any additional • Technical requirements
hardware and software • Source-target mappings Microsoft Office
Excel 97-2003 Worksheet
• Identify data items • Data Model
• Identify data quality criteria • User Interface design GeneralAccounting.EAP
• Identify Data Governance topics • Change control orders for
• Identify operational items modifications to scope where
• Identify user interface items impact is agreed and
• Determine quality criteria assessed as to be greaterGeneralAccounting.EAP
• Develop test plan and test than ‘minor’, to cover
scenarios additional effort required.
• Monitor and review any change of • Quality assurance model GeneralAccounting.EAP
scope including test cases and
scenarios.
• Issues Log GeneralAccounting.EAP
• Change Log
8
9. Build
•Process: •Product :
• Execute technical requirement • Code
to specifications • Data Objects
• Unit Test • Data Movement
• Control objects
• User Interface objects
• Metadata update objects
• Milestone reviews
9
10. Test
•Process: •Product :
• Execute test plans for all • Test plan records
scenarios • Error logs
• Remediate where necessary • Version control components
• Retest where necessary • Initial data loading
• Sign-off and audit test output • Migration preparation
• Prepare Migration to Production document
protocols
10
11. Review
•Process: •Product :
• Review / Acceptance test of • Development sign-off
system or module
• Sign-off and agreement of
move to production
11
12. Deploy
•Process: •Product :
• Document for operational • Initial communications
support • Deployment checklist
• Run backup routines and
validate
• Instantiate new system or
modules
12
13. Maintain
•Process: •Product :
• Post-Deployment review • Maintenance model
• Backup and disaster recovery • Impact sensitivity model
strategy test
• Capacity and throughput monitoring
and tuning
• Release Planning
• Sunset Planning
• Enhancement request evaluation
• Operations support log review
13
14. Project repository elements
Documentation is entered into the project tool, and may be
exported as word or XMI to other repository management
tools. Sparx Software has a free project viewer, and the
software has a very low base price for implementation on a
corporate-wide basis. Other documents can be generated as
text or rtf/word documents.
14