This presentation was prepared for ProjectWorld / BusinessAnalystWorld (Toronto, Canada - May 12-13, 2009). The presentation discusses agile project management in general and some specifics of the first agile project at CISTI.
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Cloud HR: clear flying or congested chaos?Rob Scott
Cloud based HR solutions are inevitable, but what are the things you should be considering. Presence of IT have competed a 'social experiment' using a real cloud based HR product to determine the people related issues and business decisions required before and during an implementation. Our full booklet on the research can be obtained from our website at www.presenceofit.com.au/news-events/things-you-should-know-about-cloud-hr-solutions
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Technology has created an array of available tools to move prospects through the funnel faster, but few make the process more timely and efficient than webinar programs seamlessly integrated into your marketing automation platform. In these slides, Simone Nabers, Demand Generation Manger from ReadyTalk, explores ReadyTalk's integration and success with webinars.
Transitioning to Scrum is not easy, and for many, distributed teams are the most difficult to manage. In trying to make Scrum work with a geographically dispersed team, increasing efficiency requires adjustments to processes and effective communication and collaboration.
This webinar will provide guidance for proper planning and managing, in order to get your distributed teams working smoothly throughout the scrum processes. Dr. Kevin Thompson, cPrime’s Agile Practice Lead, will address key issues such as:
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Overview of agile values
This presentation shows some core concepts that make agile software development different.
This will help your team familiar with agile concepts and start boosting your team performance.
Agile development poses several challenges to effectively testing software. Many myths have become "common wisdom" about how testing is much more difficult, even impossible, in an agile environment. Aricent's software testing experts look at 7 of these myths, and based on their years of experience debunk them.
Transitioning to Scrum is not easy, and for many, distributed teams are the most difficult to manage. In trying to make Scrum work with a geographically dispersed team, increasing efficiency requires adjustments to processes and effective communication and collaboration.
This webinar will provide guidance for proper planning and managing, in order to get your distributed teams working smoothly throughout the scrum processes. Dr. Kevin Thompson, cPrime’s Agile Practice Lead, will address key issues such as:
• How to have scrum meetings for distributed teams (daily scrum, sprint planning, sprint review, retrospective)
• How to cope with time-zone differences
• How to cope with language differences
• Best practices for collaborating in a distributed team
• Best practices for tools that mitigate distributed team impact
Overview of agile values
This presentation shows some core concepts that make agile software development different.
This will help your team familiar with agile concepts and start boosting your team performance.
Agile development poses several challenges to effectively testing software. Many myths have become "common wisdom" about how testing is much more difficult, even impossible, in an agile environment. Aricent's software testing experts look at 7 of these myths, and based on their years of experience debunk them.
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This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
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Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
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Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
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Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
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Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
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Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
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RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...
Piloting agile project management
1. Piloting Agile Project Management:
the Google Scholar project
Natalie Collins
May 12, 2009
2. discussion points
characteristics of an quot;agilequot; organization
managing an agile project
adapting traditional PM and BA techniques to the method
2
5. goal of our agile project
To reach into the popular and dominant research workflow by
creating a link between Google Scholar and CISTI products and
services.
5
7. is your organization . . . ?
trusting
confident
innovative
team-oriented
flat
capable of setting priorities
decent at portfolio management
willing to accept risk and failure
sharing (i.e. knowledge and ideas)
enthusiastic, available and committed to agile
7
8. are you right for agile?
If you don’t know whether your organization is agile, it isn’t!
If you are agile, negotiate for dedicated team members.
Impossible??
- Negotiate for a high percentage of time
- Communicate to team why you project MUST come first
- Make sure team knows what is expected from each iteration
8
9. my organization
• National Science Library
– National Research Council
– Canadian Research and
Development
• Collection and services
– Science, Technology, Medicine
• Discovery and access to scientific
information
Photo by Richard Akerman
9
13. goal of our agile project
To reach into the popular and dominant research workflow by
creating a link between Google Scholar and CISTI products and
services.
13
14. preparing metadata for
the web
MODS
convert
xml
(metadata)
extract
metadata NLM
big DB xml search
authorize locate
located and
authorized
insert NLM
NLM
NLM
location xml
xml
xml
14
16. project details
• There were six, three week iterations . . .
• . . . then there was an iteration 7 aka etc. etc.
16
17. why this project was
chosen
• small components
• opportunity to output testable pieces of code each iteration
• clear project scope
• clearly defined business rules
• small effort
• familiarity and success with agile software development
17
18. the method:
prelude
determine iteration length A USER STORY IS
gather user stories
- testable
build your backlog - prioritized
- modifiable
prioritize stories
estimate the effort to implement each
story
2
I must be able to return
to my Google Scholar
search results.
1
4
18
19. building an understanding
of your project
before you begin, try an iteration 0
• assign reading
• determine architecture
• identify key build or buy components
• identify existing components
• learn about existing components
• storyboard your deliverables or storyboard a like organization’s process
• hold a retrospective
– review and possibly reassign the degree of difficulty previously indicated on
user stories
– identify training needs
19
20. iteration 1 to n
Iteration planning should include the sponsor and the entire
project team.
• for each story, scope out high-level goals, sub-goals and tasks
• identify dependencies between user stories, goals and tasks
• recommend user stories for iteration
– highest priority + related tasks
– highest risk
– least likely to change
• get approval / changes from sponsor
• get to work
20
21. the method:
an iteration cycle
gather
plan
Backlog requirements
reflect build
demonstrate test
21
22. strengths of the method
+ an organic process
+ great for software development
+ focusing effort on small work packages
+ don’t need to know the outcome to begin
+ ready to develop sooner
+ more sponsor involvement
+ improves communications
+ excellent way to handle scope issues
+ engaged and motivated team
22
23. challenges with the
method
- adapting requirements gathering and design processes
- user story granularity
- working with external organizations
- iterating “project control” tasks
- demonstrating success to the sponsor
23
24. challenges for the BA &
PM
- accepting imperfection and uncertainty
- determining the level of detail needed for each iteration
- calming the cowboys (i.e. making sure developers aren’t making up
the business rules)
- being on-call throughout the iteration
- deciding how much information is enough to get started
- estimating how much work to put into an iteration
- earning the trust your sponsor and clients
- planning continuously
- tolerating and accepting that some work will be tossed
24
25. let’s talk about
communication
• hold brief meetings frequently
• launch your project with the whole team
• hold weekly meeting (schedule them at the outset of the project)
• schedule iteration planning meetings with the sponsor
• ask technical team to hold daily meetings
• hold a retrospective at the end of each iteration
• hold ad hoc meetings as needed
• meet with the sponsor after every ad hoc meeting to explain the issue
and, if necessary, to receive approval for changes (i.e. to
scope, resources, time, quality)
• make sure the team knows good communication is a global responsibility
25
27. learning points
• characteristics of an quot;agilequot; organization
• managing an agile project.
• adapting traditional PM and BA techniques to the method
27
28. Thanks!
this presentation is now available on slideshare
This material is based on a presentation given
at ProjectWorld / BusinessAnalyst World (Toronto
2009) organized by:
Diversified Business Communications Canada
42 Bentley Street, Unit 1
Markham, ON, L3R 9T2
905-948-0470 or 888-443-6786
http://www.divbusiness.com