1. Process mapping involves documenting the steps in a process using sticky notes on a wall to map out the workflow with subject matter experts. This helps reveal inconsistencies and areas for improvement.
2. Key steps in process mapping include determining stakeholders, scheduling meetings, using sticky notes to map out tasks and decisions, numbering steps, and asking questions to validate the accuracy of the map.
3. Once the initial map is validated, it is photographed and digitized, and a follow up meeting ensures all feedback is incorporated before the map is considered complete. This forms the basis for further process analysis and improvement.
Jim Proce May 2019 APWA Reporter - Smart MetersJim Proce
Looking to implement smart meter technology as a cost containment issue and innovation in your city? This article explores the pitfalls and challenges you can expect to encounter and how to navigate them. The same strategies can apply to other technology implementations so check it out and let me know what you think!
The document discusses step 3 of a 7 step process to improve business process management. Step 3 focuses on improving personal productivity by identifying challenges faced by process participants in their tasks. It recommends identifying up to 3 challenges for each task through methods like observing participants, asking them questions, and reviewing patterns in work. These challenges are then incorporated into process assessments to calculate productivity improvements from eliminating tasks, hand-offs, participants, objects, and challenges. Tracking these metrics helps ensure process improvements adequately address productivity challenges.
The document discusses using A3 problem solving and kaizen (continuous improvement) methods to drive organizational change. It describes implementing kaizen memos to celebrate small improvements. Problems were analyzed using A3 thinking, with targets set and countermeasures identified and tracked. Leadership was turned "upside down" by having managers solve problems using coaching and A3 thinking. This drove significant improvements like reducing rework lead times from 14.6 to 5 days. The approach spread laterally through communities of practice and helped transform organizations.
Presentation on the 7 Steps to Process Mastery from the book...
The Insiders' Guide to BPM: 7 Steps to Process Mastery by Terry Schurter with Peter Fingar
This document provides guidance on selecting a project to improve work processes using Lean principles. It includes an assessment for readers to evaluate opportunities in their work area, and templates to help plan potential projects in areas like 5S, mistake-proofing forms (poka-yoke), understanding customer needs, and implementing meaningful metrics. The templates guide the reader through identifying a scope, building a team, considering timelines and forces for/against change, and planning initial steps. The overall document aims to help readers analyze their work environment and select a project that will maximize productivity and customer satisfaction through applying Lean tools and methods.
This document discusses using data-driven management approaches. It notes that humans have limitations like biases and limited rationality, while data is permanent, historical, and can be analyzed statistically. It advocates defining user cases, metrics, alerts, and using data for discussions over opinions. Regular reports in various timeframes are recommended, as is mapping data geographically. The goal is for a company to understand what its people know by structuring all information queries through a chatbot interface linked to data.
Design thinking is a creative problem-solving process that involves empathizing with users, defining problems from a human-centered perspective, generating creative ideas, building prototypes, and rigorously testing solutions. It is an iterative process comprised of five stages - empathize, define, ideate, prototype, and test - that allow designers to gain an understanding of users and their needs in order to design effective solutions. The stages do not always occur sequentially and can be repeated as understanding improves. Overall, design thinking provides a systematic approach to innovation focused on the needs of users.
Jim Proce May 2019 APWA Reporter - Smart MetersJim Proce
Looking to implement smart meter technology as a cost containment issue and innovation in your city? This article explores the pitfalls and challenges you can expect to encounter and how to navigate them. The same strategies can apply to other technology implementations so check it out and let me know what you think!
The document discusses step 3 of a 7 step process to improve business process management. Step 3 focuses on improving personal productivity by identifying challenges faced by process participants in their tasks. It recommends identifying up to 3 challenges for each task through methods like observing participants, asking them questions, and reviewing patterns in work. These challenges are then incorporated into process assessments to calculate productivity improvements from eliminating tasks, hand-offs, participants, objects, and challenges. Tracking these metrics helps ensure process improvements adequately address productivity challenges.
The document discusses using A3 problem solving and kaizen (continuous improvement) methods to drive organizational change. It describes implementing kaizen memos to celebrate small improvements. Problems were analyzed using A3 thinking, with targets set and countermeasures identified and tracked. Leadership was turned "upside down" by having managers solve problems using coaching and A3 thinking. This drove significant improvements like reducing rework lead times from 14.6 to 5 days. The approach spread laterally through communities of practice and helped transform organizations.
Presentation on the 7 Steps to Process Mastery from the book...
The Insiders' Guide to BPM: 7 Steps to Process Mastery by Terry Schurter with Peter Fingar
This document provides guidance on selecting a project to improve work processes using Lean principles. It includes an assessment for readers to evaluate opportunities in their work area, and templates to help plan potential projects in areas like 5S, mistake-proofing forms (poka-yoke), understanding customer needs, and implementing meaningful metrics. The templates guide the reader through identifying a scope, building a team, considering timelines and forces for/against change, and planning initial steps. The overall document aims to help readers analyze their work environment and select a project that will maximize productivity and customer satisfaction through applying Lean tools and methods.
This document discusses using data-driven management approaches. It notes that humans have limitations like biases and limited rationality, while data is permanent, historical, and can be analyzed statistically. It advocates defining user cases, metrics, alerts, and using data for discussions over opinions. Regular reports in various timeframes are recommended, as is mapping data geographically. The goal is for a company to understand what its people know by structuring all information queries through a chatbot interface linked to data.
Design thinking is a creative problem-solving process that involves empathizing with users, defining problems from a human-centered perspective, generating creative ideas, building prototypes, and rigorously testing solutions. It is an iterative process comprised of five stages - empathize, define, ideate, prototype, and test - that allow designers to gain an understanding of users and their needs in order to design effective solutions. The stages do not always occur sequentially and can be repeated as understanding improves. Overall, design thinking provides a systematic approach to innovation focused on the needs of users.
- Overload can lead managers to attribute performance problems to individuals rather than systems, resulting in interventions like increased pressure and oversight that exacerbate overload in the long run. Addressing overload requires managing capacity, managing worse-before-better improvements, changing habits around problems, and having a clear strategy.
This document provides an overview of basic problem solving and root cause analysis techniques. It discusses the importance of fully grasping the situation in order to define the problem. Key aspects of the problem solving process covered include using tools like check sheets, brainstorming, cause-and-effect diagrams, the 5 whys technique, and developing and testing countermeasures. The document emphasizes sustaining solutions by standardizing and documenting countermeasures and regularly checking for effectiveness and opportunities for adjustment.
The document outlines Toyota's 8 steps to practical problem solving which include: 1) clarifying the problem, 2) breaking down the problem, 3) setting a target, 4) analyzing the root cause, 5) developing countermeasures, 6) implementing countermeasures, 7) monitoring results and the process, and 8) standardizing and sharing success. The 8 steps are meant to work in conjunction with the PDCA (plan-do-check-act) cycle and promote continuous improvement.
A3 THINKING FOR SOLVING COMPLEX PROBLEMS AND EVOLUTIONARY CHANGE (ALEXEI ZHEG...Lean Kanban Central Europe
This document summarizes Alexei Zheglov's presentation on A3 Thinking for solving complex problems and evolutionary change. The presentation discusses using A3 reports and the improvement kata approach to facilitate continuous improvement efforts. It emphasizes establishing a clear problem or challenge statement, analyzing the root causes, developing hypotheses to address the problem, and testing proposed countermeasures.
The document discusses the Getting Things Done (GTD) methodology for improving productivity and reducing stress. It originated from David Allen's book and is based on creating a reliable external system for capturing all commitments and tasks. The key aspects of GTD include collecting all open loops, clarifying actions, organizing tasks into lists by context, regularly reviewing tasks, and choosing what to engage with based on priorities. Implementing GTD can bring benefits like an complete inventory, more control, and being more focused.
How to Digitally Transform Your Internal OperationsIntegrify
Introducing a system that automates all or most of the manual tasks associated with any business process. Presentation delivered at the "IT Infrastructure / Operations Management (Data Center) Strategies" CampIT conference in Chicago.
Getting things done (an interpretation for handling e mails)Edward John Crain
Created small presentation to teach a colleague how to use "Getting things done" to keep his inbox empty, and process all his emails in an efficient way.
The document summarizes key principles from the theory of variation:
1. Variation exists in all systems and performance will naturally vary over time.
2. Understanding sources of variation allows managers to set appropriate targets and expectations.
3. The majority of variation is caused by the system, not individual performers. Improving the system design and processes can reduce variation.
4. Statistical process control methods help distinguish common from special causes of variation and determine when meaningful changes have occurred.
In the world of process and process improvement, it is important to be realistic about what is actually possible. Constraints often prevent us from designing the process of our dreams. In this meetup we discussed what a constraint is in the context of business process optimization, how to identify them by using creative design activities, and how these imaginative exercises can be practically applied for realistic process improvement.
The document introduces the A3 problem-solving method using a single sheet of paper. It explains that A3 thinking structures how problems are captured, communicated, and addressed. The key components of an A3 report are the current condition, target condition, steps to address the problem, and measurements to track progress. The A3 method focuses on visible thinking to close knowledge gaps before performance gaps. It should be used as a learning tool following the PDCA cycle to pursue problems where the solution is not already known.
Presented at Build Stuff (19th November 2014)
Ralph Johnson defined architecture as "the decisions that you wish you could get right early in a project, but that you are not necessarily more likely to get them right than any other". Given our inability to tell the future how can we design effectively for it? Much project management thinking is based on the elimination of uncertainty, and advice on software architecture and guidance for future-proofing code often revolves around adding complexity to embrace uncertainty. In most cases, this is exactly the opposite path to the one that should be taken.
The talk looks at how uncertainty, lack of knowledge and options can be used to partition and structure the code in a system.
Pmp The Little Black Book Of Project ManagementEvelyn Tantuaco
The document is an introduction chapter from "The Little Black Book of Project Management". It discusses how defining the purpose, tasks, schedule, and budget of a project, as well as controlling the team, coordination, monitoring, and taking action are key to successfully managing projects. Projects differ from routine tasks in that they have specific goals and deadlines, involve related multi-department activities, and produce a tangible desired result.
The document outlines a comprehensive 17-step process improvement plan that includes mapping processes, identifying bottlenecks, brainstorming solutions, piloting changes, and monitoring results. It provides details on each step, such as conducting time studies, grouping issues by priority and department, and using agile methodologies. The goal is to systematically analyze problems, develop and test solutions, and ensure improvements are successful through ongoing review.
The document provides an overview of the 4 steps to perform business process mapping (BPM): 1) Process Identification, 2) Information Gathering, 3) Interviewing and Mapping, and 4) Analysis. It describes each step in detail, explaining how to identify processes, gather relevant information through interviews and documentation, map the detailed process steps, and analyze the processes for improvements using techniques like the 7Rs framework. The goal of BPM is to improve organizational efficiency, effectiveness, and customer satisfaction by analyzing existing processes.
Seven pitfalls to avoid in online collaborationJon Kennedy
The document discusses seven pitfalls to avoid when starting online collaboration. It notes that while the basics of clear purpose, organization, roles, etc. usually get addressed, there are seven key issues often overlooked that are critical for success. These include: providing context, involving additional stakeholders, asking team members what they want, setting up a multi-mode communication plan, starting simply and keeping initial focus narrow, making explicit team agreements, and assigning responsibilities for specific work areas. The document argues that addressing these seven issues is important to set online collaborations up for effective work when members are dispersed.
Process Mapping and Process Improvement for the Small Business OwnerMichiko Diby
This is a low-key, simple presentation for the small business owner.
Use this method to get a visual on bottlenecks, and create new processes that make work productive and fun.
This document provides a 7-step process for small business owners to map and improve their business processes. The steps include: 1) describing current pain points, 2) visualizing goals, 3) creating a process map with actors, steps, and decisions, 4) identifying problem areas, 5) analyzing the map for unnecessary steps, 6) designing an improved process map, and 7) implementing and adapting the new process. An example is provided of a company that was able to reduce invoice processing time from 2 weeks to 2 days by streamlining approval processes and delegating approval using this method. Process mapping is presented as a way for companies to visualize opportunities to improve efficiency and productivity.
The document discusses three types of communication:
(1) Upward communication involves information flowing from subordinates to superiors, allowing management to understand problems and receive feedback.
(2) Downward communication refers to information flowing from top management to others in the organization to transmit instructions, decisions, and motivate employees.
(3) Horizontal/lateral communication occurs between employees of the same level to collaborate, solve problems, and improve teamwork. Both upward and downward communications are considered vertical communication.
This document outlines the phases of the data analytics lifecycle, with a focus on Phase 1: Discovery. The Discovery phase involves understanding the business problem, available resources, and formulating initial hypotheses to test. Key activities in Discovery include interviewing stakeholders, learning the domain, assessing available data and tools, and framing the business and analytics problems. The goal is to have enough information to draft an analytic plan and scope the project before moving to the next phase of data preparation.
- Overload can lead managers to attribute performance problems to individuals rather than systems, resulting in interventions like increased pressure and oversight that exacerbate overload in the long run. Addressing overload requires managing capacity, managing worse-before-better improvements, changing habits around problems, and having a clear strategy.
This document provides an overview of basic problem solving and root cause analysis techniques. It discusses the importance of fully grasping the situation in order to define the problem. Key aspects of the problem solving process covered include using tools like check sheets, brainstorming, cause-and-effect diagrams, the 5 whys technique, and developing and testing countermeasures. The document emphasizes sustaining solutions by standardizing and documenting countermeasures and regularly checking for effectiveness and opportunities for adjustment.
The document outlines Toyota's 8 steps to practical problem solving which include: 1) clarifying the problem, 2) breaking down the problem, 3) setting a target, 4) analyzing the root cause, 5) developing countermeasures, 6) implementing countermeasures, 7) monitoring results and the process, and 8) standardizing and sharing success. The 8 steps are meant to work in conjunction with the PDCA (plan-do-check-act) cycle and promote continuous improvement.
A3 THINKING FOR SOLVING COMPLEX PROBLEMS AND EVOLUTIONARY CHANGE (ALEXEI ZHEG...Lean Kanban Central Europe
This document summarizes Alexei Zheglov's presentation on A3 Thinking for solving complex problems and evolutionary change. The presentation discusses using A3 reports and the improvement kata approach to facilitate continuous improvement efforts. It emphasizes establishing a clear problem or challenge statement, analyzing the root causes, developing hypotheses to address the problem, and testing proposed countermeasures.
The document discusses the Getting Things Done (GTD) methodology for improving productivity and reducing stress. It originated from David Allen's book and is based on creating a reliable external system for capturing all commitments and tasks. The key aspects of GTD include collecting all open loops, clarifying actions, organizing tasks into lists by context, regularly reviewing tasks, and choosing what to engage with based on priorities. Implementing GTD can bring benefits like an complete inventory, more control, and being more focused.
How to Digitally Transform Your Internal OperationsIntegrify
Introducing a system that automates all or most of the manual tasks associated with any business process. Presentation delivered at the "IT Infrastructure / Operations Management (Data Center) Strategies" CampIT conference in Chicago.
Getting things done (an interpretation for handling e mails)Edward John Crain
Created small presentation to teach a colleague how to use "Getting things done" to keep his inbox empty, and process all his emails in an efficient way.
The document summarizes key principles from the theory of variation:
1. Variation exists in all systems and performance will naturally vary over time.
2. Understanding sources of variation allows managers to set appropriate targets and expectations.
3. The majority of variation is caused by the system, not individual performers. Improving the system design and processes can reduce variation.
4. Statistical process control methods help distinguish common from special causes of variation and determine when meaningful changes have occurred.
In the world of process and process improvement, it is important to be realistic about what is actually possible. Constraints often prevent us from designing the process of our dreams. In this meetup we discussed what a constraint is in the context of business process optimization, how to identify them by using creative design activities, and how these imaginative exercises can be practically applied for realistic process improvement.
The document introduces the A3 problem-solving method using a single sheet of paper. It explains that A3 thinking structures how problems are captured, communicated, and addressed. The key components of an A3 report are the current condition, target condition, steps to address the problem, and measurements to track progress. The A3 method focuses on visible thinking to close knowledge gaps before performance gaps. It should be used as a learning tool following the PDCA cycle to pursue problems where the solution is not already known.
Presented at Build Stuff (19th November 2014)
Ralph Johnson defined architecture as "the decisions that you wish you could get right early in a project, but that you are not necessarily more likely to get them right than any other". Given our inability to tell the future how can we design effectively for it? Much project management thinking is based on the elimination of uncertainty, and advice on software architecture and guidance for future-proofing code often revolves around adding complexity to embrace uncertainty. In most cases, this is exactly the opposite path to the one that should be taken.
The talk looks at how uncertainty, lack of knowledge and options can be used to partition and structure the code in a system.
Pmp The Little Black Book Of Project ManagementEvelyn Tantuaco
The document is an introduction chapter from "The Little Black Book of Project Management". It discusses how defining the purpose, tasks, schedule, and budget of a project, as well as controlling the team, coordination, monitoring, and taking action are key to successfully managing projects. Projects differ from routine tasks in that they have specific goals and deadlines, involve related multi-department activities, and produce a tangible desired result.
The document outlines a comprehensive 17-step process improvement plan that includes mapping processes, identifying bottlenecks, brainstorming solutions, piloting changes, and monitoring results. It provides details on each step, such as conducting time studies, grouping issues by priority and department, and using agile methodologies. The goal is to systematically analyze problems, develop and test solutions, and ensure improvements are successful through ongoing review.
The document provides an overview of the 4 steps to perform business process mapping (BPM): 1) Process Identification, 2) Information Gathering, 3) Interviewing and Mapping, and 4) Analysis. It describes each step in detail, explaining how to identify processes, gather relevant information through interviews and documentation, map the detailed process steps, and analyze the processes for improvements using techniques like the 7Rs framework. The goal of BPM is to improve organizational efficiency, effectiveness, and customer satisfaction by analyzing existing processes.
Seven pitfalls to avoid in online collaborationJon Kennedy
The document discusses seven pitfalls to avoid when starting online collaboration. It notes that while the basics of clear purpose, organization, roles, etc. usually get addressed, there are seven key issues often overlooked that are critical for success. These include: providing context, involving additional stakeholders, asking team members what they want, setting up a multi-mode communication plan, starting simply and keeping initial focus narrow, making explicit team agreements, and assigning responsibilities for specific work areas. The document argues that addressing these seven issues is important to set online collaborations up for effective work when members are dispersed.
Process Mapping and Process Improvement for the Small Business OwnerMichiko Diby
This is a low-key, simple presentation for the small business owner.
Use this method to get a visual on bottlenecks, and create new processes that make work productive and fun.
This document provides a 7-step process for small business owners to map and improve their business processes. The steps include: 1) describing current pain points, 2) visualizing goals, 3) creating a process map with actors, steps, and decisions, 4) identifying problem areas, 5) analyzing the map for unnecessary steps, 6) designing an improved process map, and 7) implementing and adapting the new process. An example is provided of a company that was able to reduce invoice processing time from 2 weeks to 2 days by streamlining approval processes and delegating approval using this method. Process mapping is presented as a way for companies to visualize opportunities to improve efficiency and productivity.
The document discusses three types of communication:
(1) Upward communication involves information flowing from subordinates to superiors, allowing management to understand problems and receive feedback.
(2) Downward communication refers to information flowing from top management to others in the organization to transmit instructions, decisions, and motivate employees.
(3) Horizontal/lateral communication occurs between employees of the same level to collaborate, solve problems, and improve teamwork. Both upward and downward communications are considered vertical communication.
This document outlines the phases of the data analytics lifecycle, with a focus on Phase 1: Discovery. The Discovery phase involves understanding the business problem, available resources, and formulating initial hypotheses to test. Key activities in Discovery include interviewing stakeholders, learning the domain, assessing available data and tools, and framing the business and analytics problems. The goal is to have enough information to draft an analytic plan and scope the project before moving to the next phase of data preparation.
The document provides tips and best practices for project management of websites built with Drupal. It discusses the importance of planning, communication with clients, using an appropriate development process (agile vs waterfall), estimating timelines, scheduling tasks, prioritizing design, managing client expectations, and Drupal-specific considerations.
Four major causes of difficulty in gathering system requirement and business requirements, Reasons projects were
abandoned.Three Generations of System Development:1. Direct Contact 2. Business Analyst 3.Team Based.
This document provides guidance on developing standard operating procedures (SOPs) for cannabis cultivation. It discusses defining systems, procedures, and steps, and provides examples of each. Systems refer to broad cultivation areas, procedures are specific tasks within each system, and steps are the individual instructions. The document recommends choosing simple steps, hierarchical steps, flowcharts or graphics as the SOP format depending on the complexity of the process. It outlines the basic process for developing, reviewing, testing, implementing and training employees on new SOPs.
How to eliminate waste at work using kanban toolProofHub
Kanban tool help you to eliminate waste at work. The Kanban system focuses on the reduction of waste in all its forms: over-production, waiting time, inventory, poor processes and resource utilization.
How Process Mapping Can Streamline Your Business Tips and Best PracticesKashish Trivedi
Process mapping involves visually mapping out all the steps in a business process to identify inefficiencies, improve communication, and simplify processes. It can be done with pen and paper or digital tools. The document discusses the benefits of process mapping, different types of maps, best practices for creating maps, and concludes by encouraging the reader to start mapping their own processes.
Stop Losing Time, Money and Opportunities.
Professional Advisors can reduce transaction costs,
and improve their case and cash flow.
"Value flow is the movement of clients, projects, tasks and knowledge along a visible path or pipeline."
The document discusses using the DMAIC process for SEO projects. DMAIC is a structured problem-solving methodology originally developed by Motorola for process improvement. It stands for Define, Measure, Analyze, Improve, and Control. While originally used for manufacturing, DMAIC can also be applied to digital marketing projects by defining problems, measuring key metrics, analyzing data to determine root causes, improving processes, and controlling changes. The document provides details on carrying out each step of the DMAIC process for SEO projects.
Similar to Process mapping: 10 Steps to Getting it Right the First Time (20)
Getting the Most Out of ScyllaDB Monitoring: ShareChat's TipsScyllaDB
ScyllaDB monitoring provides a lot of useful information. But sometimes it’s not easy to find the root of the problem if something is wrong or even estimate the remaining capacity by the load on the cluster. This talk shares our team's practical tips on: 1) How to find the root of the problem by metrics if ScyllaDB is slow 2) How to interpret the load and plan capacity for the future 3) Compaction strategies and how to choose the right one 4) Important metrics which aren’t available in the default monitoring setup.
GlobalLogic Java Community Webinar #18 “How to Improve Web Application Perfor...GlobalLogic Ukraine
Під час доповіді відповімо на питання, навіщо потрібно підвищувати продуктивність аплікації і які є найефективніші способи для цього. А також поговоримо про те, що таке кеш, які його види бувають та, основне — як знайти performance bottleneck?
Відео та деталі заходу: https://bit.ly/45tILxj
This talk will cover ScyllaDB Architecture from the cluster-level view and zoom in on data distribution and internal node architecture. In the process, we will learn the secret sauce used to get ScyllaDB's high availability and superior performance. We will also touch on the upcoming changes to ScyllaDB architecture, moving to strongly consistent metadata and tablets.
Essentials of Automations: Exploring Attributes & Automation ParametersSafe Software
Building automations in FME Flow can save time, money, and help businesses scale by eliminating data silos and providing data to stakeholders in real-time. One essential component to orchestrating complex automations is the use of attributes & automation parameters (both formerly known as “keys”). In fact, it’s unlikely you’ll ever build an Automation without using these components, but what exactly are they?
Attributes & automation parameters enable the automation author to pass data values from one automation component to the next. During this webinar, our FME Flow Specialists will cover leveraging the three types of these output attributes & parameters in FME Flow: Event, Custom, and Automation. As a bonus, they’ll also be making use of the Split-Merge Block functionality.
You’ll leave this webinar with a better understanding of how to maximize the potential of automations by making use of attributes & automation parameters, with the ultimate goal of setting your enterprise integration workflows up on autopilot.
ScyllaDB is making a major architecture shift. We’re moving from vNode replication to tablets – fragments of tables that are distributed independently, enabling dynamic data distribution and extreme elasticity. In this keynote, ScyllaDB co-founder and CTO Avi Kivity explains the reason for this shift, provides a look at the implementation and roadmap, and shares how this shift benefits ScyllaDB users.
"Scaling RAG Applications to serve millions of users", Kevin GoedeckeFwdays
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JioCinema is an Indian over-the-top media streaming service owned by Viacom18.
Northern Engraving | Nameplate Manufacturing Process - 2024Northern Engraving
Manufacturing custom quality metal nameplates and badges involves several standard operations. Processes include sheet prep, lithography, screening, coating, punch press and inspection. All decoration is completed in the flat sheet with adhesive and tooling operations following. The possibilities for creating unique durable nameplates are endless. How will you create your brand identity? We can help!
AppSec PNW: Android and iOS Application Security with MobSFAjin Abraham
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This talk covers:
Using MobSF for static analysis of mobile applications.
Interactive dynamic security assessment of Android and iOS applications.
Solving Mobile app CTF challenges.
Reverse engineering and runtime analysis of Mobile malware.
How to shift left and integrate MobSF/mobsfscan SAST and DAST in your build pipeline.
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Dynamic. Modular. Productive.
BoxLang redefines development with its dynamic nature, empowering developers to craft expressive and functional code effortlessly. Its modular architecture prioritizes flexibility, allowing for seamless integration into existing ecosystems.
Interoperability at its Core
With 100% interoperability with Java, BoxLang seamlessly bridges the gap between traditional and modern development paradigms, unlocking new possibilities for innovation and collaboration.
Multi-Runtime
From the tiny 2m operating system binary to running on our pure Java web server, CommandBox, Jakarta EE, AWS Lambda, Microsoft Functions, Web Assembly, Android and more. BoxLang has been designed to enhance and adapt according to it's runnable runtime.
The Fusion of Modernity and Tradition
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Empowering Transition with Transpiler Support
Transitioning from CFML to BoxLang is seamless with our JIT transpiler, facilitating smooth migration and preserving existing code investments.
Unlocking Creativity with IDE Tools
Unleash your creativity with powerful IDE tools tailored for BoxLang, providing an intuitive development experience and streamlining your workflow. Join us as we embark on a journey to redefine JVM development. Welcome to the era of BoxLang.
In our second session, we shall learn all about the main features and fundamentals of UiPath Studio that enable us to use the building blocks for any automation project.
📕 Detailed agenda:
Variables and Datatypes
Workflow Layouts
Arguments
Control Flows and Loops
Conditional Statements
💻 Extra training through UiPath Academy:
Variables, Constants, and Arguments in Studio
Control Flow in Studio
"$10 thousand per minute of downtime: architecture, queues, streaming and fin...Fwdays
Direct losses from downtime in 1 minute = $5-$10 thousand dollars. Reputation is priceless.
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We will focus special attention on the architectural patterns used in the design of the fintech system, microservices and event-driven architecture, which ensure scalability, fault tolerance, and consistency of the entire system.
[OReilly Superstream] Occupy the Space: A grassroots guide to engineering (an...Jason Yip
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Session 1 - Intro to Robotic Process Automation.pdfUiPathCommunity
👉 Check out our full 'Africa Series - Automation Student Developers (EN)' page to register for the full program:
https://bit.ly/Automation_Student_Kickstart
In this session, we shall introduce you to the world of automation, the UiPath Platform, and guide you on how to install and setup UiPath Studio on your Windows PC.
📕 Detailed agenda:
What is RPA? Benefits of RPA?
RPA Applications
The UiPath End-to-End Automation Platform
UiPath Studio CE Installation and Setup
💻 Extra training through UiPath Academy:
Introduction to Automation
UiPath Business Automation Platform
Explore automation development with UiPath Studio
👉 Register here for our upcoming Session 2 on June 20: Introduction to UiPath Studio Fundamentals: https://community.uipath.com/events/details/uipath-lagos-presents-session-2-introduction-to-uipath-studio-fundamentals/
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Discover how AI is transforming the workplace and learn strategies for reskilling and upskilling employees to stay ahead. This comprehensive guide covers the impact of AI on jobs, essential skills for the future, and successful case studies from industry leaders. Embrace AI-driven changes, foster continuous learning, and build a future-ready workforce.
Read More - https://bit.ly/3VKly70
QA or the Highway - Component Testing: Bridging the gap between frontend appl...zjhamm304
These are the slides for the presentation, "Component Testing: Bridging the gap between frontend applications" that was presented at QA or the Highway 2024 in Columbus, OH by Zachary Hamm.
QA or the Highway - Component Testing: Bridging the gap between frontend appl...
Process mapping: 10 Steps to Getting it Right the First Time
1. Process Mapping: 10 Steps to Get it Right the First Time
There isn’t a company on the planet that isn’t either dealing with problems, preventing future
problems, or figuring out the best way to grow. The problems could be related to competition, poor
employee performance or poor management, outdated equipment, or a myriad of other issues.
Anticipating and preventing problems could fall into the same categories, or could be related to
outgrowing the current location, a difficult potential merger or acquisition, or keeping employees
trained in the latest technology or other skills required for their jobs. Growth may come from increased
sales, or mergers or acquisitions.
In all these situations, in order to best evaluate how to make improvements to solve problems,
prevent them or ensure smooth growth, management and employees must know how things work.
What triggers an order to produce something? What is handed off from one department to one or more
departments, and when? Where does it go from there? When do you know you have completed the
work for that particular customer, whether internal or external?
When this information is clearly known and depicted, improvements can be made that will
resolve current or prevent anticipated problems, and assist in smooth growth. This is what process
management and analysis are all about.
It may be assumed that ‘everyone’ knows how the process works, but once you begin to map it
with the subject matter experts (SME), it is soon apparent that this is not the case. In one company,
three different departments had similar responsibilities for resolving customer problems. If the problem
could be resolved within any one of those departments, it was done smoothly. But if it crossed to two or
all three of them, that’s where the breakdown occurred. And the reason was because each group
thought it knew the process, and each understood it very differently.
The most effective way of documenting a process is to map it on the wall of a conference room.
There are basic steps to mapping a process.
1) Determine the right stakeholders. Directors and Vice-Presidents may know how the process is
supposed to work, but they may not know how it actually works. Find the people who know how
it really works, and get at least a sub-set of them together.
This is also important for the process improvement stage. If the people who actually do the
work have been involved in mapping the process, they will be more receptive to changes, since
they know the person who is recommending those changes (the Process Analyst) knows what he
or she is doing, because it is based on their input.
2. 2) Schedule the meeting for as short a duration as you think feasible. This depends partly on the
complexity of the process. A 2-hour meeting is generally the longest that is productive; after
that point, people’s minds start to wander. For a very complex process, schedule two (2), two-
hour meetings on separate days. If you complete the work in the first meeting, fine, but this sets
the expectation.
a. Always include an agenda. This advises everyone of why the meeting is being held, and
why they are being invited. Here is a sample:
With this information, if any of the invitees feels he/she isn’t the right person to participate in
this meeting, you can be advised, and invite someone else. There is no point in having someone
come to the meeting who doesn’t belong there, thus wasting their time and yours. Also, if a
‘wrong’ person is invited, it generally means that a ‘right’ person was omitted. With an agenda
being sent in advance, the correction can be made before the meeting.
The agenda should also be posted in the meeting room.
3) Use ‘sticky’ notes. Use rectangular ones for Steps, and square ones turned sideways to make
diamond shapes for Decisions.
4) Start at the highest level. If there seems to be a lot of confusion about even the basics of the
process, start with a Process Profile. This is a process with a maximum of six (6), high-level steps,
with no decisions. A common example is building a house:
1
Purchase a
lot
2
Draw the
blueprints
3
Dig the
basement
4
Frame the
house
5
Roof the
house
6
Complete
the details
Obviously, each area has multiple sub-processes. To ‘purchase a lot’, sub-processes might be:
- Establish a budget
Purpose: To document the XYZ process.
Outcome: Current-state XYZ process is documented and agreed upon by the subject
matter experts.
Agenda
Review purpose and outcome.
Map process on wall.
Document known issues.
Identify next steps.
3. - Meet with a realtor
- Look at properties
- Decide on a lot
- Make an offer
- Close
And each of these could be broken down even further, if so desired.
If a process is confusing, or otherwise unclear, starting with a Process Profile enables the SMEs
to look at it at a high-level. They can then use their knowledge to develop a more detailed
process map.
Once you get beyond the Process Profile level (if you do it at all), you may find that you have to
take a deeper dive later. That’s fine, but don’t get caught up in minutia. For example, a task,
‘Document New Requirements’, will probably involve the following steps:
- Determine stakeholders
- Schedule meeting
- Find conference room
- Arrange phone conferencing, if necessary
- Create agenda
- Send agenda
- Follow-up with invitees who haven’t responded.
This is probably more detailed than you need at this point. If people insist on going to this level,
but the goal is a higher-level view, write their ideas on a ‘parking lot’ board. This serves the
purpose of validating what they said and ensuring that the ideas won’t be lost, while avoiding
spending too much time on items that simply don’t matter at this stage.
5) Each box, whether a task or decision, should only have 2 or 3 words, consisting of a verb and
one or two nouns, and should only include one task. For example, ‘Document and review the
business requirements to assure that customer needs are addressed’ is actually two tasks, and
should be documented this way:
a. Document Requirements
b. Review Requirements
Obviously, when the requirements are reviewed, you will be determining if customer needs are
addressed, so it isn’t necessary to put it in the box.
4. 6) When decisions need to be made, the answer should always be ‘Yes’ or ‘No’. It might lead to
another decision, but that’s fine. For example:
17
Customer is
XYZ
Technologies
?
18
Advise senior
sales rep
19
Customer is
ABC Inc?
No
Yes
20
Document new
requirements
Yes
21
Schedule
Conference Call
No
This is clearer than the alternative:
17
Customer is
XYZ
Technologies
or ABC Inc?
18
Advise senior
sales rep
XYZ Technologies
20
Document new
requirements
ABC Inc
21
Schedule
Conference Call
Allothers
5. This becomes confusing as the size of the process map increases. Having standardized ‘Yes’ and
‘No’ decisions is helpful in keeping things consistent, and making it easier for anyone to read.
7) Number the shapes. This is vital for two reasons:
a. It enables easy reference to the Step. If you want to discuss ‘Document New
Requirements’ as relates to Customer ABC, Inc., referring to the Step number enables
everyone in the room to quickly find it, rather than having to look for the words. And
since there could be more than one Step called ‘Document New requirements’, a unique
identifier eliminates confusion.
b. When moving Steps, it’s easier and clearer to say: “Step 17 actually happens before Step
12”, rather than “Document New Requirements” actually happens before “Issue
Quarterly Report”. The Steps are named; when someone refers to Step 17 and Step 12,
everyone in the room can clearly see them, and there is no confusion about what is
meant. Again, there could be more than one Step that is, for example, ‘Document New
Requirements’. By referring to it by number and not name, there is no confusion about
which step is being moved.
Here are some additional things to be aware of when numbering the shapes:
a) Number them only after you have the first draft on the wall. So, for example, maybe you
have mapped out, with ‘sticky’ notes, a process with 25 steps, including decisions. You
have 25 ‘stickies’ on the wall. Now number them. This is important for the next step (8),
below.
b) Don’t worry about sequencing; with multiple flows going from various decision boxes,
keeping the tasks in number sequence will be impossible. You may want to number all
the tasks and decision in the first swim lane, then move down to the second, etc. An
alternative is to number by phases, but don’t try for accurate sequencing. The numbers
are simply identifiers.
8) Now that you have a wall full of ‘stickies’ that have been numbered, and that represent the first
view of the end-to-end process, start at the very beginning, and ask questions.
a. Is this actually the first step?
b. What triggers this step?
c. Is Step N the next step, or does something else happen first?
d. Is this step necessary?
6. Often, over time, things that were done in a process are no longer valid. For example, if a certain
step is the creation of a report, ask if anyone uses the report. Perhaps the information contained
therein is included elsewhere, and this report is redundant, but is consuming time to create.
Ask probing questions about each step; the responses from the SMEs will probably trigger
additional questions.
Move ‘stickies’ around as necessary. For example, if the group decides that Step 5 actually
happens after Step 11, move it, but don’t change the number.
9) Once the first draft has been reviewed, the meeting is over. Now the Process Analyst
photographs the wall (remember, ‘stickies’ often fall during the night; tape them if you want
them to remain), and maps it using a mapping tool (e.g. Visio, iGrafix).
10) Schedule a follow-up meeting with the same team (probably less time; perhaps half an hour).
Review the mapped process, to see if the SMEs have had any additional thoughts; make changes
if necessary.
The ‘current state’ mapping is now complete. What will be done with it depends on the reason the
exercise was undertaken in the first place. Since, in all likelihood, the process was documented to see
what improvements could be made to it, the Process Analyst now removes his/her ‘mapping’ hat, and
puts on their ‘analysis’ hat. Many ideas probably came to mind and were discussed with the SMEs; they
should be mapped, and then reviewed with the SMEs, before being presented to management.
Process Management, Analysis and Improvement are foundational to the efficient operation of any
organization. The ability to do them quickly and effectively will benefit the overall workings of individual
departments and entire companies.