The WebEx weekly meeting with all managers related to the program's issues, action items, inter-dependencies, updates, schedules, and progress reports.
O documento apresenta uma oportunidade de negócios em uma franquia que oferece garantias de reparo automotivo. A franquia oferece diferentes níveis de investimento e garantias, além de vários bônus e formas de ganho por vendas diretas e indicação de novos franqueados. O documento detalha também a estrutura de reconhecimento e progressão na carreira dentro da franquia.
Cisco Collaboration Architecture: Melhore a eficiência de seus funcionários p...Cisco do Brasil
O documento discute como a Arquitetura de Colaboração Cisco permite que empresas melhorem a eficiência dos funcionários através da colaboração em qualquer dispositivo. A arquitetura fornece uma experiência de usuário consistente, comunicação com base em padrões entre dispositivos e acesso seguro de qualquer lugar.
The document discusses the challenges faced by women in leadership positions and proposes several recommendations to address them. It notes that women leaders face biases that negatively impact their career progression. It recommends organizations implement training to address unconscious biases, establish formal mentoring programs for women, and set numerical goals for improving gender diversity in leadership roles. Diversifying leadership will help companies attract and retain top female talent and better reflect the customers and communities they serve.
El documento define el medio ambiente como el conjunto de componentes físicos, biológicos, sociales, económicos y culturales que afectan directa o indirectamente a los seres vivos a corto o largo plazo. Explica que el término proviene del latín y significa el entorno que rodea y condiciona la vida de las personas. Finalmente, señala que la deforestación es un factor que afecta negativamente el medio ambiente al disminuir los árboles y el oxígeno.
The document summarizes a Lean event held by the 694th ARSS Technical Support team from 12-14 December 2006 at the University of Florida REEF. The team developed a current state value stream map to analyze their technical support process from requirements generation to deobligation of funds. They identified areas of waste and inefficiency. The team then created a future state map with standardized processes and cross-trained personnel to reduce cycle time by over 50% and better meet customer needs. Action plans were made to implement the changes.
O documento apresenta uma oportunidade de negócios em uma franquia que oferece garantias de reparo automotivo. A franquia oferece diferentes níveis de investimento e garantias, além de vários bônus e formas de ganho por vendas diretas e indicação de novos franqueados. O documento detalha também a estrutura de reconhecimento e progressão na carreira dentro da franquia.
Cisco Collaboration Architecture: Melhore a eficiência de seus funcionários p...Cisco do Brasil
O documento discute como a Arquitetura de Colaboração Cisco permite que empresas melhorem a eficiência dos funcionários através da colaboração em qualquer dispositivo. A arquitetura fornece uma experiência de usuário consistente, comunicação com base em padrões entre dispositivos e acesso seguro de qualquer lugar.
The document discusses the challenges faced by women in leadership positions and proposes several recommendations to address them. It notes that women leaders face biases that negatively impact their career progression. It recommends organizations implement training to address unconscious biases, establish formal mentoring programs for women, and set numerical goals for improving gender diversity in leadership roles. Diversifying leadership will help companies attract and retain top female talent and better reflect the customers and communities they serve.
El documento define el medio ambiente como el conjunto de componentes físicos, biológicos, sociales, económicos y culturales que afectan directa o indirectamente a los seres vivos a corto o largo plazo. Explica que el término proviene del latín y significa el entorno que rodea y condiciona la vida de las personas. Finalmente, señala que la deforestación es un factor que afecta negativamente el medio ambiente al disminuir los árboles y el oxígeno.
The document summarizes a Lean event held by the 694th ARSS Technical Support team from 12-14 December 2006 at the University of Florida REEF. The team developed a current state value stream map to analyze their technical support process from requirements generation to deobligation of funds. They identified areas of waste and inefficiency. The team then created a future state map with standardized processes and cross-trained personnel to reduce cycle time by over 50% and better meet customer needs. Action plans were made to implement the changes.
The document discusses project management techniques including project planning, scheduling, and controlling. It describes tools like the work breakdown structure, Gantt charts, critical path method (CPM), and program evaluation and review technique (PERT) that are used to define projects, relate activities, and monitor schedule and resources. Bechtel is provided as an example of a large project management firm that uses these techniques to manage complex global construction projects.
8-step Problem Solving (Management)V2 (2)Steve Nails
This document summarizes an 8-step problem solving process used to address inspection delays at a 305th Maintenance Squadron. Step 1 identified 123 hours of delays during KC-10 inspections and 114 hours during C-17 inspections. Step 2 found issues with pre-dock meetings. Step 3 set a target to reduce delays by 20% by December 2013. Step 4 determined pre-dock planning, attendance and processes lacked standardization. Step 5 developed countermeasures like standardizing pre-dock meetings. Step 6 implemented countermeasures and Step 7 confirmed results, showing a 98.9% reduction in delays. Step 8 standardized successful processes to maintain improvements.
GALE: Geometric active learning for Search-Based Software EngineeringCS, NcState
Multi-objective evolutionary algorithms (MOEAs) help software engineers find novel solutions to complex problems. When automatic tools explore too many options, they are slow to use and hard to comprehend. GALE is a near-linear time MOEA that builds a piecewise approximation to the surface of best solutions along the Pareto frontier. For each piece, GALE mutates solutions towards the better end. In numerous case studies, GALE finds comparable solutions to standard methods (NSGA-II, SPEA2) using far fewer evaluations (e.g. 20 evaluations, not 1,000). GALE is recommended when a model is expensive to evaluate, or when some audience needs to browse and understand how an MOEA has made its conclusions.
The document discusses utilizing Earned Value Management Systems (EVMS) for project success. It provides tips for project managers at each phase: initiation, planning, execution, monitoring and control, and closeout. Examples are given for how to use EVMS metrics like SPI, CPI on a weekly basis to monitor program status and identify potential issues. Having both hard skills in EVMS and soft skills in communication and leadership are emphasized as important for program managers.
This document summarizes a Lean Six Sigma project to improve MILES tracking for the NTC Eagle Team. The project team, led by CPT Justin Webb, aimed to increase MILES tracking from 83.56% to 98% by streamlining the notification and troubleshooting process when vehicles are not tracking. Through process mapping, root cause analysis, and piloting improvements, the team reduced the average time vehicles were not tracking from 105 hours to 18 hours. The validated solution was transitioned to the process owner, LTC Jason Cook, and is achieving the goals of 98% tracking and less than 2 non-tracking vehicles per day. Key metrics show the process capability and quality have significantly improved.
Project Portfolio Management-PPM- is a crucial discipline within organizations. CII has published his first documents on this area, IR303 and RS303. Project Portfolio Formation is the most important phase of portfolio management. Those projects should be selected from the list of candidate projects that create balance in portfolios and make the organizational goals achievable.
Temp management measure & analyze tollgate presentation finalAshley Lucci-Vaughn
This document summarizes the results of a kaizen event to reduce spending on repairing and scrapping temporary equipment management tools. The team identified key issues like a lack of consistent scrap and repair policies and visibility into repair expense data. Solutions developed include setting clear criteria for scrapping units over 6 years old or previously repaired twice and redesigning reporting to capture repair history. Pilot testing will validate the new process before full implementation. The changes are expected to reduce annual repair expenses by $15,000 initially and $70,000 in subsequent years.
The document describes a project to streamline the military funeral honors mission tasking and tracking process. It notes that the current process takes too long, has too many opportunities for errors and variation. The project team's goal is to reduce process time by 25% by June 30, 2015. Various potential improvements are tested, including redefining data fields, utilizing automation, and combining documents. An Access database is selected for piloting that saves entered data only once and links all forms. A future state map shows reduced steps. Pilots in May and June save 7 total minutes. The new process will go live on July 1, 2015 after user training.
My presentation slides for a technical dinner presentation I delivered for the PMI\'s Arabian Gulf Chapter in Al-Khobar, KSA, on June 21, 2010.
Yousef Abugosh, PMP
This document summarizes an enterprise excellence project to reduce spending on repairing and scrapping temporary management equipment. The project charter establishes reducing total repair and scrap expense as the goal. A core team is defined and tollgate reviews are scheduled for defining, measuring, analyzing, improving, and controlling the process. Stakeholder needs are identified, including the need for clear repair/scrap criteria and invoice processes. Next steps include creating a measurement plan and assessing process improvements. The tollgate review for measuring the process is scheduled for January 26th.
The document describes an improvement project for a company's tender management process. The process was controlled by the Project Management Office (PMO) and had high quality standards but also room for improvement. The project team analyzed waste and delays, then improved the process by implementing a content management system, Scrum framework, training, and new roles. This reduced lead time and costs while maintaining quality standards. The improvements generated an estimated annual savings of 136,000 Euros.
This document discusses project scheduling techniques including identifying activity relationships, network diagrams, critical paths, slack times, and Gantt charts. It provides examples of computing earliest start times, earliest finish times, latest finish times, and slack for activities. Other relationship types beyond finish-to-start and use of lead and lag times are also covered. Microsoft Project is demonstrated for building a project schedule.
The document discusses PERT (Program Evaluation and Review Technique) and CPM (Critical Path Method), which are project management techniques developed in the 1950s to schedule, monitor, and control complex projects. It provides definitions of PERT and CPM, the six basic steps to use them, and their importance in answering questions about project timelines, resource needs, and costs. The techniques involve breaking a project into activities, determining their relationships and time estimates, and analyzing the network to identify the critical path requiring the closest monitoring. The document also reviews an example application of PERT and outlines advantages and limitations of the project management approaches.
Implementing Contract Manager On A Large Scale Construction Programheilmann
The document summarizes the implementation of Primavera Contract Manager for the I-95 New Haven Harbor Crossing Corridor Improvement Program in Connecticut. The $2 billion program involves replacing outdated infrastructure on 7.2 miles of I-95 through New Haven. Primavera Contract Manager was chosen for document submittal control and is used by over 180 people across multiple agencies and contractors. Key aspects discussed include setup, customization, training, usage statistics, and lessons learned from over 10 years of use on the large, complex program.
HCS Agile Evolution- HCM-F Rally Structure to Support Org ChangeAlejandro Perez
The document proposes structuring a Rally portfolio to support an agile evolution. It outlines setting up a main backlog, site backlogs for different teams, and sprint backlogs. Product backlog items would move from the main backlog to site backlogs and then to sprints as confidence increases. The proposal also covers tracking mechanisms, release management, and next steps to get approval and migrate data.
This document provides an overview of critical path method (CPM) and network analysis techniques for project management. It defines key CPM terms like critical path, float, crashing and activities. It explains the 6 steps to using CPM including specifying activities, establishing dependencies, drawing the network diagram, estimating times, identifying the critical path, and updating the diagram. An example network diagram is provided. Advantages of CPM include establishing a framework for planning, scheduling, and controlling projects. Disadvantages include reliance on accurate estimates and the potential complexity of large network diagrams.
The document provides an agenda and overview for an End User Services training on new processes and tools being implemented. It includes sections on why changes are being made, an overview of new ITIL processes like incident and change management, new terminology, and tools like Clarify and Robohelp that are being introduced. The training aims to familiarize participants with the new ways of working and help with the transition to the new processes and systems.
LASERGENERAL.COM - A RETRO MARKET ANALYSIS & BUSINESS PLAN ON THE LASER BROK...Alejandro Perez
A RETRO MARKET ANALYSIS & BUSINESS PLAN ON THE LASER BROKERING MARKET - DISCLAIMER | CREDIT TO: THERE IS A LARGER NARRATIVE TO ALL THE IMAGES FOUND AND RESEARCH, WHICH NOBODY HAS PUT TOGETHER. THIS IS THE NARRATIVE THAT FUSES AND REMIXES ALL MINOR PICTURES AND MINOR NARRATIVES INTO LARGER UNSPOKEN VISION OF THE DISRUPTION OF THE LASER BROKERING MARKETS WHICH CONSISTS OF BILLIONS OF DOLLARS AROUND THE GLOBE. MY CLAIMS ARE ONLY FOR THIS LARGER NARRATIVE TO THE US COPYRIGHT OFFICE. CREDIT TO THE BELOW:
HTTPS://WALLPAPERCAVE.COM/RETROWAVE-WALLPAPERS
THEREISALARGER NARRATIVE TO ALL THE IMAGES FOUND AND RESEARCH, WHICH NOBODY HAS PUT TOGETHER. THIS IS THE NARRATIVE THAT FUSES AND REMIXES ALL MINOR PICTURES AND MINOR NARRATIVES INTO LARGER UNSPOKEN VISION OF THE DISRUPTION OF THE LASER BROKERING MARKETS WHICH CONSISTS OF BILLIONS OF DOLLARS AROUND THE GLOBE. MY CLAIMS ARE ONLY FOR THIS LARGER NARRATIVE. CREDIT TO THE BELOW:
HTTPS://MEDICALSPABUSINESS.ORG/2011/06/14/BEWARE-OF-BUYING-USED-MEDICAL-LASERS-FROM-BROKERS/
HTTPS://WWW.QUORA.COM/WHAT-IS-THE-COMMON-PROBLEMS-FOUND-IN-LASER-MARKING-MACHINE-WHAT-NOTES-TO-TAKE-TO-BUY-A-LASER-MARKING-MACHINE
HTTPS://WWW.NCBI.NLM.NIH.GOV/PMC/ARTICLES/PMC4134647/
HTTPS://WWW.PSMARKETRESEARCH.COM/MARKET-ANALYSIS/MEDICAL-LASERS-MARKET
HTTPS://XCOM.COM/
HTTPS://STORE.STEAMPOWERED.COM/APP/298050/MASTER_OF_ORION/
HTTPS://WWW.PULSEWAY.COM/
HTTP://ELMAWOOD.COM/RETROWAVE-WALLPAPER.HTML
Project Themefication Style - Launch and Manage Projects with FunAlejandro Perez
User story format:
As a project leader, I want to explore THEMEFICATION & infotainment as mediums in order to create awareness of my initiatives, improve project team morale, and achieve desired results.
Acceptance Criteria:
Given project artifacts and abstracts in a presentation, when project leader reviews the presentation, then he/she will understand the usefulness of THEMEFICATION.
The document discusses project management techniques including project planning, scheduling, and controlling. It describes tools like the work breakdown structure, Gantt charts, critical path method (CPM), and program evaluation and review technique (PERT) that are used to define projects, relate activities, and monitor schedule and resources. Bechtel is provided as an example of a large project management firm that uses these techniques to manage complex global construction projects.
8-step Problem Solving (Management)V2 (2)Steve Nails
This document summarizes an 8-step problem solving process used to address inspection delays at a 305th Maintenance Squadron. Step 1 identified 123 hours of delays during KC-10 inspections and 114 hours during C-17 inspections. Step 2 found issues with pre-dock meetings. Step 3 set a target to reduce delays by 20% by December 2013. Step 4 determined pre-dock planning, attendance and processes lacked standardization. Step 5 developed countermeasures like standardizing pre-dock meetings. Step 6 implemented countermeasures and Step 7 confirmed results, showing a 98.9% reduction in delays. Step 8 standardized successful processes to maintain improvements.
GALE: Geometric active learning for Search-Based Software EngineeringCS, NcState
Multi-objective evolutionary algorithms (MOEAs) help software engineers find novel solutions to complex problems. When automatic tools explore too many options, they are slow to use and hard to comprehend. GALE is a near-linear time MOEA that builds a piecewise approximation to the surface of best solutions along the Pareto frontier. For each piece, GALE mutates solutions towards the better end. In numerous case studies, GALE finds comparable solutions to standard methods (NSGA-II, SPEA2) using far fewer evaluations (e.g. 20 evaluations, not 1,000). GALE is recommended when a model is expensive to evaluate, or when some audience needs to browse and understand how an MOEA has made its conclusions.
The document discusses utilizing Earned Value Management Systems (EVMS) for project success. It provides tips for project managers at each phase: initiation, planning, execution, monitoring and control, and closeout. Examples are given for how to use EVMS metrics like SPI, CPI on a weekly basis to monitor program status and identify potential issues. Having both hard skills in EVMS and soft skills in communication and leadership are emphasized as important for program managers.
This document summarizes a Lean Six Sigma project to improve MILES tracking for the NTC Eagle Team. The project team, led by CPT Justin Webb, aimed to increase MILES tracking from 83.56% to 98% by streamlining the notification and troubleshooting process when vehicles are not tracking. Through process mapping, root cause analysis, and piloting improvements, the team reduced the average time vehicles were not tracking from 105 hours to 18 hours. The validated solution was transitioned to the process owner, LTC Jason Cook, and is achieving the goals of 98% tracking and less than 2 non-tracking vehicles per day. Key metrics show the process capability and quality have significantly improved.
Project Portfolio Management-PPM- is a crucial discipline within organizations. CII has published his first documents on this area, IR303 and RS303. Project Portfolio Formation is the most important phase of portfolio management. Those projects should be selected from the list of candidate projects that create balance in portfolios and make the organizational goals achievable.
Temp management measure & analyze tollgate presentation finalAshley Lucci-Vaughn
This document summarizes the results of a kaizen event to reduce spending on repairing and scrapping temporary equipment management tools. The team identified key issues like a lack of consistent scrap and repair policies and visibility into repair expense data. Solutions developed include setting clear criteria for scrapping units over 6 years old or previously repaired twice and redesigning reporting to capture repair history. Pilot testing will validate the new process before full implementation. The changes are expected to reduce annual repair expenses by $15,000 initially and $70,000 in subsequent years.
The document describes a project to streamline the military funeral honors mission tasking and tracking process. It notes that the current process takes too long, has too many opportunities for errors and variation. The project team's goal is to reduce process time by 25% by June 30, 2015. Various potential improvements are tested, including redefining data fields, utilizing automation, and combining documents. An Access database is selected for piloting that saves entered data only once and links all forms. A future state map shows reduced steps. Pilots in May and June save 7 total minutes. The new process will go live on July 1, 2015 after user training.
My presentation slides for a technical dinner presentation I delivered for the PMI\'s Arabian Gulf Chapter in Al-Khobar, KSA, on June 21, 2010.
Yousef Abugosh, PMP
This document summarizes an enterprise excellence project to reduce spending on repairing and scrapping temporary management equipment. The project charter establishes reducing total repair and scrap expense as the goal. A core team is defined and tollgate reviews are scheduled for defining, measuring, analyzing, improving, and controlling the process. Stakeholder needs are identified, including the need for clear repair/scrap criteria and invoice processes. Next steps include creating a measurement plan and assessing process improvements. The tollgate review for measuring the process is scheduled for January 26th.
The document describes an improvement project for a company's tender management process. The process was controlled by the Project Management Office (PMO) and had high quality standards but also room for improvement. The project team analyzed waste and delays, then improved the process by implementing a content management system, Scrum framework, training, and new roles. This reduced lead time and costs while maintaining quality standards. The improvements generated an estimated annual savings of 136,000 Euros.
This document discusses project scheduling techniques including identifying activity relationships, network diagrams, critical paths, slack times, and Gantt charts. It provides examples of computing earliest start times, earliest finish times, latest finish times, and slack for activities. Other relationship types beyond finish-to-start and use of lead and lag times are also covered. Microsoft Project is demonstrated for building a project schedule.
The document discusses PERT (Program Evaluation and Review Technique) and CPM (Critical Path Method), which are project management techniques developed in the 1950s to schedule, monitor, and control complex projects. It provides definitions of PERT and CPM, the six basic steps to use them, and their importance in answering questions about project timelines, resource needs, and costs. The techniques involve breaking a project into activities, determining their relationships and time estimates, and analyzing the network to identify the critical path requiring the closest monitoring. The document also reviews an example application of PERT and outlines advantages and limitations of the project management approaches.
Implementing Contract Manager On A Large Scale Construction Programheilmann
The document summarizes the implementation of Primavera Contract Manager for the I-95 New Haven Harbor Crossing Corridor Improvement Program in Connecticut. The $2 billion program involves replacing outdated infrastructure on 7.2 miles of I-95 through New Haven. Primavera Contract Manager was chosen for document submittal control and is used by over 180 people across multiple agencies and contractors. Key aspects discussed include setup, customization, training, usage statistics, and lessons learned from over 10 years of use on the large, complex program.
HCS Agile Evolution- HCM-F Rally Structure to Support Org ChangeAlejandro Perez
The document proposes structuring a Rally portfolio to support an agile evolution. It outlines setting up a main backlog, site backlogs for different teams, and sprint backlogs. Product backlog items would move from the main backlog to site backlogs and then to sprints as confidence increases. The proposal also covers tracking mechanisms, release management, and next steps to get approval and migrate data.
This document provides an overview of critical path method (CPM) and network analysis techniques for project management. It defines key CPM terms like critical path, float, crashing and activities. It explains the 6 steps to using CPM including specifying activities, establishing dependencies, drawing the network diagram, estimating times, identifying the critical path, and updating the diagram. An example network diagram is provided. Advantages of CPM include establishing a framework for planning, scheduling, and controlling projects. Disadvantages include reliance on accurate estimates and the potential complexity of large network diagrams.
The document provides an agenda and overview for an End User Services training on new processes and tools being implemented. It includes sections on why changes are being made, an overview of new ITIL processes like incident and change management, new terminology, and tools like Clarify and Robohelp that are being introduced. The training aims to familiarize participants with the new ways of working and help with the transition to the new processes and systems.
LASERGENERAL.COM - A RETRO MARKET ANALYSIS & BUSINESS PLAN ON THE LASER BROK...Alejandro Perez
A RETRO MARKET ANALYSIS & BUSINESS PLAN ON THE LASER BROKERING MARKET - DISCLAIMER | CREDIT TO: THERE IS A LARGER NARRATIVE TO ALL THE IMAGES FOUND AND RESEARCH, WHICH NOBODY HAS PUT TOGETHER. THIS IS THE NARRATIVE THAT FUSES AND REMIXES ALL MINOR PICTURES AND MINOR NARRATIVES INTO LARGER UNSPOKEN VISION OF THE DISRUPTION OF THE LASER BROKERING MARKETS WHICH CONSISTS OF BILLIONS OF DOLLARS AROUND THE GLOBE. MY CLAIMS ARE ONLY FOR THIS LARGER NARRATIVE TO THE US COPYRIGHT OFFICE. CREDIT TO THE BELOW:
HTTPS://WALLPAPERCAVE.COM/RETROWAVE-WALLPAPERS
THEREISALARGER NARRATIVE TO ALL THE IMAGES FOUND AND RESEARCH, WHICH NOBODY HAS PUT TOGETHER. THIS IS THE NARRATIVE THAT FUSES AND REMIXES ALL MINOR PICTURES AND MINOR NARRATIVES INTO LARGER UNSPOKEN VISION OF THE DISRUPTION OF THE LASER BROKERING MARKETS WHICH CONSISTS OF BILLIONS OF DOLLARS AROUND THE GLOBE. MY CLAIMS ARE ONLY FOR THIS LARGER NARRATIVE. CREDIT TO THE BELOW:
HTTPS://MEDICALSPABUSINESS.ORG/2011/06/14/BEWARE-OF-BUYING-USED-MEDICAL-LASERS-FROM-BROKERS/
HTTPS://WWW.QUORA.COM/WHAT-IS-THE-COMMON-PROBLEMS-FOUND-IN-LASER-MARKING-MACHINE-WHAT-NOTES-TO-TAKE-TO-BUY-A-LASER-MARKING-MACHINE
HTTPS://WWW.NCBI.NLM.NIH.GOV/PMC/ARTICLES/PMC4134647/
HTTPS://WWW.PSMARKETRESEARCH.COM/MARKET-ANALYSIS/MEDICAL-LASERS-MARKET
HTTPS://XCOM.COM/
HTTPS://STORE.STEAMPOWERED.COM/APP/298050/MASTER_OF_ORION/
HTTPS://WWW.PULSEWAY.COM/
HTTP://ELMAWOOD.COM/RETROWAVE-WALLPAPER.HTML
Project Themefication Style - Launch and Manage Projects with FunAlejandro Perez
User story format:
As a project leader, I want to explore THEMEFICATION & infotainment as mediums in order to create awareness of my initiatives, improve project team morale, and achieve desired results.
Acceptance Criteria:
Given project artifacts and abstracts in a presentation, when project leader reviews the presentation, then he/she will understand the usefulness of THEMEFICATION.
Military + Civilian Best Practices: Risk Management ver 1.1Alejandro Perez
Topic: Military Risk Management
Program: Officer Development Program
Institution: Army National Guard
Uniqueness of Presentation:
1. ) Innovative Practices applied to Risk Managements
2.) Military + Civilian Best Practices Utilization
3.) Iterative Philosophy Application
4.) Common Sense integration with MDMP (Military Decision Making Process and TLPs (Troop Leading Procedures)
Echo 2-149 FSC conducts individual weapons qualification and executes M16/M4 range at Camp Bowie, Texas from 04-06 APR 2014 IOT meet Army standards and maintain the highest level of unit and soldier combat readiness.
CTR, an aerospace part manufacturer, was flow-charted. The company was broken down into 7 main processes from the "Quote to PO process" to the "Shipping to Invoice process". Instead of writing a 300 page manual, the above was created.
Keep in mind that the original is a hyper-linked PDF for ease of workflow navigation.
Epic Product Battles of History: Lego vs GI JoeAlejandro Perez
This session is about the epic fight about 2 very different products in the same market space. One was "a product looking for a theme", while the other was "a theme looking for a product". In a UFC (Ultimate Fighting Champion) format, their begins, their struggles, their "Pros and Cons" and their outcomes are good fables for all PMs to reflect on.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
Discover timeless style with the 2022 Vintage Roman Numerals Men's Ring. Crafted from premium stainless steel, this 6mm wide ring embodies elegance and durability. Perfect as a gift, it seamlessly blends classic Roman numeral detailing with modern sophistication, making it an ideal accessory for any occasion.
https://rb.gy/usj1a2
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
FIA officials brutally tortured innocent and snatched 200 Bitcoins of worth 4...jamalseoexpert1978
Farman Ayaz Khattak and Ehtesham Matloob are government officials in CTW Counter terrorism wing Islamabad, in Federal Investigation Agency FIA Headquarters. CTW and FIA kidnapped crypto currency owner from Islamabad and snatched 200 Bitcoins those worth of 4 billion rupees in Pakistan currency. There is not Cryptocurrency Regulations in Pakistan & CTW is official dacoit and stealing digital assets from the innocent crypto holders and making fake cases of terrorism to keep them silent.
In the Adani-Hindenburg case, what is SEBI investigating.pptxAdani case
Adani SEBI investigation revealed that the latter had sought information from five foreign jurisdictions concerning the holdings of the firm’s foreign portfolio investors (FPIs) in relation to the alleged violations of the MPS Regulations. Nevertheless, the economic interest of the twelve FPIs based in tax haven jurisdictions still needs to be determined. The Adani Group firms classed these FPIs as public shareholders. According to Hindenburg, FPIs were used to get around regulatory standards.
3. Meeting Transcript for HCM-F Weekly Program Meeting
Basic Meeting Information:
Meeting Topic: HCM-F Weekly Program Meeting
Host: Alejandro Perez
Meeting number: 206 637 108
Start Time: Thursday, February 06, 2014 05:59:33 AM(GMT -8:00)
End Time: Thursday, February 06, 2014 07:06:54 AM(GMT -8:00)
Meeting URL: https://cisco.webex.com/cisco
Attendee List:
Kurt, Teresa Walfield, Clint Entrop (centrop - TECHNICAL LEADER.ENGINEERING), Aditya Vats, Oscar E. Arenas, Herb,
Sreejith N T, Mark Bridges, Kevin Whitaker, Tom Hill (tomhill),Information
Controlled Chris Claytor, Nagendra Kunuturi, Craig Miller, Rick Kauten,
Mohammad Al-Taraireh (maltarai - PRODUCT MANAGER.ENGINEERING), Alejandro Perez, Mike Wheeler,
Record: https://cisco.webex.com/ciscosales/lsr.php?RCID=436fe135e1074fd0a9f11a6bfd9eb1cd
3
4. 06FEB14
Rank
Date / ID
Type
Action Item
1
20140127-1
Risk - Short Term
Test Resources Constrained / Shortage
2
20140128-01
Action - Short
Term
Release Def inition
3
20131113-01
Action - Long
Term
HCM-F "Hot Fix" / COP File Procedure
Development
4
20131016-02
Action – Long
Term
Policy Standing Updates
Ow ner
20131211-01
Action - Long
Term
Rally Portof olio Manager Transition
6
20140124-01
Action – Long
Term
EOL of HCM-F 8.6.X
Due Date /
Status
Tom Hill / Scrum
Masters /
Alejandro
10.0.1
2/06
Kurt/ Herb /
Alejandro
Program
2/10
Kurt H. / Herb /
Alejandro
Program
2/15
Kurt/ Herb /
Alejandro
HCM-F
10.0.1
2/15
Herb / Alejandro /
Craig / Mable
Program
2/15
Kurt H. / Herb /
Alejandro
HCM-F
8.6.X
3/30
Controlled
Information
5
Product
Status
2/06- Test ENGs and Scrum Masters review ing w ork to f it in Test Throttles.
Wiki and Rally to be updated. 1/27 - @ HCM-F Weekly Meeting (23JAN14)HCM-F test manager has ask f or an escalation and help f or test resources.
Team suggest shif ting resources, shif ting f ocus on 10.0.1 only, meetings,
etc. PgM asks Scrum Masters to ref lect new TT schedule f or both USn, in
2/06- PP Slides on Release Def inition w as provided. Team af f irmed w ith
Nancy Grif f in on compliance and level of Agile Commitment Overhead. 1/28HCM-F teams needs to determine the def inition of the releases (ES, SU, .X)
in order to determine the level of Admin OH such as Agile Commitments.
2/06- PgM upload COP f ile prof ess in EDCS f or f urther actions: EDCS1373795. 1/23- No changes. 1/15- No changes. 1/08- COP File process in
PRRQ - 911 COP File w as released under curernt process - 12/05- Kurt
stated the the f eature set drops are pretty clean and not longer need to be
2/06 - No update. 1/30- Action Item #201400129-01- now tracked here.
1/23- No changes. 1/15- No changes. 112/19- No changes. 11/12- Kurt
explained that this w ill be dow n the line around APR14 and FEB14. 10/31No updates. Other actions on higher priority. 10/16- Ref erence to action
items in AC5 Deck: Policy Standing Slide.
2/04 - Rally Structure w as presented to the ENG Managers f or f eedback.
ENG manager not aligned w ith Rally Strucutre Terminology. 1/28 - @ HCM-F
Backlog Ref ining Session- PdMs & Architects w ere trained and educated
by PgM in Rally usage in order to properly begin connecting HCM-F Features
2/06- No update - 1/23 - Conversation w / team on the matter. 8.6x options
presented. EOL or postpone w / a new er CM version. PdMs pref er EOL
8.6.x.
4
5. Key Leaders
Controlled Information
•
Product Management = Mohammed Al-Taraireh, Herb Sayre, and John (Van) Hammond
•
Program Manager = Alejandro Perez
•
Architecture = Michael Wheeler
•
Eng Dev = Mark Bridges, Eddie Bishop, Kurt Hamlin, Nagendra Kunuturi, Chuck Homola
•
Test = Tom Hill
Controlled Information
•
Doc Manager = Karla Ormsby
05DEC13
Extended Team:
•
Scrum Masters = Craig Miller, Kevin Whitaker, Sreejith N T
•
Leads = Bud Luck, Dan Linton, Nelson Gill, Steve Hand, Marc Elewitz, Vijayendra Shetty
•
Test Leads = Joe Chen, Subodh Shah
•
Solution Test = Ramanuj Kushwaha, Jay Khalil
Controlled Information
•
EFT Leads = Kai Xu
•
Doc Leads = Teresa Walfield, Joey Desmond, Ken Furlong
•
Other PgMs = Sreejith N T, Chris Claytor, Rick Kauten
•
Other PdMs = Mable Chiu (Vz Prime)
Documents (Hyperlinked)
•
Wiki Links:
•
•
•
HCM-F Wiki Central: http://wikicentral.cisco.com/display/HUCS/HCM-F+Wiki+Home
HCM-F EDCS Home Page: http://wwwin-eng.cisco.com/Eng/VTG/IPCBU/Managed_Services/Multiplicity/HCM-F/
HCM-F DoD: http://wikicentral.cisco.com/display/HCSDEV/HCM-F DoD
5
6. Program Balance Scorecards per Release
HCM-F Overall Schedule
HCM-F External Dependency Tracking
6
8. 05FEB14
HCM-F 10.0.1
AC / IR:
Scope
Schedule
Budget
Resources
AC5/IR5 + IR6: I89
85%
10.1.1?? I131
New Plan: Point 3679 3788 (+109 to Workload)
Features: 17
Current Point Estimate Changes: (Weekly)
3622 3788 (+166 to workload)
Increases in Scope
Accepted Points Changes: (Weekly)
2882 3215 (+333 Point increase)
No Formal AC
Current Plan: 88 Points
Features: 8
IR 5 LDAP Notification Carrier over - TBD
Frinde Node Tracked separately – Rally – Remote
Access Portal (RAP)
Host 1 (1/31/14) Linear Plan: 103% = Late by 18% (28 Days)
Host 2 (2/28/14) Linear Plan: 87% = Early by -2% (4 Days)
Excepted to slip due to BXB TRNG to critical path teams
Post 10.0
HOST 1: ~ 4/18/14
Total Value: $6.68 $6.97MM
Actual Value Earned: $5.92MM
Actual vs Host 1: Under by 18%
Actual vs Host 2: Under by 3%
64%
Total Value: $162K
Actual Value Earned: $102K
Actual vs Host: TBD
Sprint 2014#1: 647 Points
Current Workload: 484 Points = Light workload / or/ current planning
GAP to AVG Team Performance: Under 26%
GAP to Previous Iteration Team Performance: Under by 34%
GAP to Previous Budged Team Performance: Under by 65%
Controlled
Test Resources Needed: Over Capacity for FEB: Tom Hill’s Details
Information
Escalation Requested
HCM-F Managers will provide plan
8
9. 05FEB14
HCM-F 10.5.1
AC / IR:
25%
AC5/IR5 + IR6: I94
Scope
Total Features: 2
Current Point Estimate: (Weekly)
1190 1244 (+54 to workload)
Accepted Points: (Weekly)
302 320 (+18 Point Increase)
Schedule
AC6 Planning to begin – 12/01/13
No Official AC
10.5 HOST – TBD
Budget
Resources
Total Value: $2.29MM
Actual Value Earned: $589K
Actual vs 10.5 Host: TBD
Same as IR5 + IR6
9
10. 05FEB14
HCM-F 9.2.1 Sustaining
Release
Scope
Schedule
Budget
Resources
ES 1: I110
0%
COP File
F502 - CIA 3983: HLM Report Access
F535 - Fake Phones
F542 - Connect Location
F688 – ES Defect Fix Package
F727 – Release Basic
AT&T Requirement
Transfer Selected Files - CSCuc19723
Tracked in US153716
Item completed – COP File process beginning
SU2 Timeline – Agreed to move to SU3
Following SU3 Timeline
No current commitment – 2/12/14
HOST SU3 – TBD
TBD
TBD
--%
TBD
Rally: Need Point Estimates for Features / fixes need recording
Same as IR5 + IR6
10
11. 05FEB14
HCM-F 9.1.1 Sustaining
Release
Scope
Schedule
Budget
Resources
100%
COP File
SI Report Failure - CSCul48289
Complete – FET
PdM, ENG, & Test Approved
HCM-F COP File Guide under Review
HCM-F Team in agreement w/ COP File usage
Uploaded to PRRQ for review
Need HCM-F Manager Review
Minor Action Items:
Updated of Release Notes
COP Reuploaded – Waiting on Final Confirmation/“Go”
Inform TAC
Update TAC Case
Date of Delivery: 7JAN14
TBD
TBD
TBD
The HCM-F India Team & Support Personnel mobilized quickly and efficiently
11
12. 05FEB14
Internal OPS
Type:
Scope
Schedule
Budget
Resources
Defect Reduction
Scrap Rate
I92 Rally Initiative
Found to Fix Ratio: Increase in Defects
10.0 Defects:
SEV 1-3 Defects: (#) 73
(X<35 Goal): Over, but reducing
SEV 1- 6: (#) 416
9.2.1 Defects:
SEV 1-3 Defects: (#) 9
(X<25 Goal): Within & Lower
SEV 1-6: (#) 171
I93 Rally Initiative
PC4HCS Deprecation
Points: 117
Scrap % Goal: (X<10% Goal): Within
Ratio to Total Value Earned
Subject to Change
10.0.1 HOST 2/28/14 - effort to align w/ Goal Standards
PC4HCS – last know deprecated effort
Total Value: ???
Actual Value Earned: ????
3.16%
Total Value of Scrap: $215K
Same as 10.0 AC5/IR5
12
13. 06FEB14
Milestone
Related
Owner
Plan
IR5 Readout & Plan to Finish 10.0
10.0.1
Alejandro
1/10/14
Throttle pull, sanity, Image avail (TT2) Drop
10.0.1
Craig M
1/13/14
1/17/14
Throttle pull, sanity, Image avail (TT3) Drop
10.0.1
Craig M
1/27/14
1/31/14
HOST 1
10.0.1
Alejandro
1/27/14
1/31/14
HCM-F TOI docs ready – EFT
10.0.1
Mark B.
12/20
2/13
9.2.1 ES1
Alejandro
2/12
ES releases do not require ACs IAW Nancy Griffin
10.0.1
Craig M
2/14
Sanity Test Only / No Regression / Features slips
9.2.1 ES1
Alejandro
12/18/13
Throttle pull, sanity, Image avail (TT5) Drop
10.0.1
Craig M
2/25
Dev & Feat. test complete
10.0.1
Craig M
11/30/13
HOST 2 + TT5 Regression
10.0.1
Alejandro
2/28/14
HCM-F FCS candidate build
10.0.1
Release Note CDET list to Docs
10.0.1
HCM-F TOI draft docs ready – TAC
HCM-F 921 ES 1 Agile Commit 1
Throttle pull, sanity, Image avail (TT4) Drop
HCM-F 921 ES 1 Drop
Controlled
Craig M
Information
Forecast
Actual
1/10/14
2/27/14
Comments
Deviation Approved
Integrated with VOSS Drop 7
*Template was not filled out / No OH wanted
Date Change – agreed by team
2/27
2/28/14
4/02
Craig M
3/04/14
4/02
RR-10 days – adjusted to new FCS date
10.0.1
Mark B / Teresa
3/07/14
4/02
2/28 1st draft; Final 3/07 – adjusted to new FCS date
Release note review
10.0.1
Mary N/ Teresa
3/07/14
4/02
RR-1 week– adjusted to new FCS date
Complete COSI & Prod Security
10.0.1
Kurt H.
3/07/14
4/02
- adjusted to new FCS date
10.0.1 ??
Van H. / Kurt H.
TBD
Wait on high LVL schedule
HCM-F 10.0.1 FCS RR
10.0.1
Alejandro
4/09
EDCS - TBD – adjusted to new FCS date
HCM-F eLib / CCO
10.0.1
Kurt H.
4/09
– adjusted to new FCS date
TOI Review – TAC – Ready for FCS
10.0.1
Mark B.
3/19/14
4/18
Adjusted to new FCS date
HCS FCSRR
10.0.1
Chris
3/28/14
5/02
HCS FCS 5/02 - Adjusted to new FCS date
HOST 1 (for ???)
10.5.1
Alejandro
3/30/14
TBD
HCM-F 10.1.1 ??? Agile Commit 1
3/14/14
13
14. 06FEB14
Commitment / Functionality
CUCM SSO/SAML friendly drop
CUBE-SP deployment configuration: same
adjancency IP in CUBE-SP and SIP trunk with
"run on all nodes" + SU1 Patch
Localization Drop 1: HCM-F UI
Mark Bridges
CUCDM
HCM-F
Finish
Target
13-Jul
Chuck Homola / Chris
Claytor
HCM-F
Prime Collab
8-Nov
HCM-F
Localization
Team
8-Nov
On Track
13-NOV
11-NOV
Owner
Eddie Bishop / Fei Fei /
Emilio
Producer
Customer
Forecast
Actual
Comments
12-Oct Based on Italy-ICE Wiki Dependencies (link)
From PC4HCS to Prime Collab Dependency; From
HCS-Backlog-IR5-PC4HCS-V6 Excel---Craig Miller: No
longer required
11/13 – confirmed by Eddie Bishop
Moved to MVO: POC: Jim Briant & Bryce Bilinger- //
Mark – available- who will do the testing?
PCD drop to be used as a tool for HCS customer
migration
Mark B. / Bryce Bilinger
PrimeCollab
HST
11-Nov
On Track
CUCDM 10.0 – Flexible Structure
Kurt Hamlin
CUCDM
HCM-F
13-Nov
30-Nov
Local Provisioning for Prime Collab
Li Chen / Chris Claytor
HCM-F
Prime Collab
14-Nov
18-NOV
HCMF Platform takes releases from VOS (CUCM
– Platform)
Nagendra
VOS
Platform
15-Nov
VOS team reviews Platform team changes on
CC_mainline
Nagendra
VOS
Platform
Ongoing
On Track
CIM Node Serviceability / DRF / L2 Upgrades
Eddie Bishop
ICE Team
HCM-F
19-Nov
23DEC13 20DEC13 for improvements.
CIS Components from CCATG
Eddie Bishop / Man Loh
CCATG
HCM-F
20-Nov
23DEC13 20DEC13 functionality: they ask for resources Ongoing talks
HCM-F User/ Admin Documentation
Controlled
Eddie Bishop / Debbie
Bidwell
Information
HCM-F
Doc Team
9-Dec
CUCDM 2 - Drop 7
Kurt Hamlin / Bud Luck
CUCDM
HCM-F
13-Jan
Prime Collab: APIs
Chuck Homola / Lin Chang
NMTG
HCM-F
14-Jan
Eddie Bishop / Fei Fei /
Emilio
HCM-F
Localization
Team
1/27/14
2/04/14
Localization Drop 2: HCM-F UI
02-DEC
21-NOV
21-NOV
Part of Core functionality. Assumes this to be Hierarchy
Model.
From PC4HCS to Prime Collab Dependency; From
HCS-Backlog-IR5-PC4HCS-V6 Excel
IDed on 03OCT13. Time Period Oct-Nov13; not
expection in any VOS changes that HCMF platform
needs to take from VOS platform for 10.0.1
12/05 – Sreejith & India Team will monitor and keep the
team posted
12/05- TBD by ENG MGMT. Code issues and requset
12/05 – TBD by ENG MGMT. 12/02 – CIS is reducing
Must confirm the DOC plan
Controlled Information
TBD
CUCDM 10.0 - Drop 10
Kurt Hamlin / Bud Luck
CUCDM
HCM-F
1/20/14
On Track
CUCDM 10.0 - Drop 11
Kurt Hamlin / Bud Luck
CUCDM
HCM-F
2/3/14
2/11/14
HCM-F
Localization
Team
2/3/14
http://wikicentral.cisco.com/display/HCSDEV/HCS+Fulfi
1/14/14
llment+10.0+Install+and+Configuration+--+Drop+7
IAW Kevin Whitaker’s IM conversation: Item is
1/15/14
complete
2/06- No updated provided. 1/30-Deferred
Based on Game Changer AC3 & Bud Luck /Rick
Kauten Confirmation – Iteration 10 => HCM-F Drop 8
2/06- Bud Luck informed that the expected drop date
will be 2/11 ---Based on Game Changer AC3 & Bud
Luck /Rick Kauten Confirmation – Iteration 11=> HCMF Drop 9
On Track
Localization Drop: HCM-F OLH
Eddie Bishop / Fei Fei /
Emilio
CUCDM 10.0 - Drop 12
Kurt Hamlin / Bud Luck
CUCDM
HCM-F
2/17/14
On Track
CUCDM 10.0 - Drop 13
Kurt Hamlin / Bud Luck
CUCDM
HCM-F
3/3/14
On Track
CUCDM 10.0 – Complete Customer Admin
Function (GUI)
Kurt Hamlin
CUCDM
HCM-F
4/14/14
On Track
1/20/14
Based on Game Changer AC3 & Bud Luck /Rick
Kauten Confirmation – Iteration 12 => HCM-F Drop 10
Based on Game Changer AC3 & Bud Luck /Rick
Kauten Confirmation – Iteration 13 => HCM-F Drop 11
Continuous Drop (2 weeks) based on Functionality –
Batching – based on FCL - FCS (4/14)
14
15. 06FEB14
HCM-F Drops
The following drops are available. The
latest drop is generally the last one.
Drop 1 (complete)
Drop 2 (complete Oct 7)
Drop 3 (complete Oct 18)
Drop 4 (complete Oct 30)
Drop 5 (complete Nov 21)
Drop 6 (complete Dec 12)
Drop 7 (complete Jan 13)
Drop 8 (complete Jan 28)
Drop 9 (TBD- Target 2/11)
Controlled
Information
Needs
Updating
http://wikicentral.cisco.com/display/HUCS/HCM-F+10.0+Test+Throttle+Schedule
15
16. 05FEB14
Use for EL1 USn
drill down
TT
Date
EL1
USn
Update
Needed
Link:
https://us1.rallydev.com/#/5337664891d/detail/portfolioitem/initiative/1411473940
3/children
16
18. 29JAN14
HCM-F Template Work
• Need better IDing for quick Search
• Report in CDETS to RickControlled
Kauten
Information
o Bugs
o Issues
o SW Breakages
So Rick can quickly coordinate w/ VOSS and track their progress toward fixes
18
19. PdMs
ENG Managers
Test Team
Localization
Doc Team
19
20. 06FEB14
Sprint & Verizon 1-Day Workshop
HCM-F talks & expectations
Includes Agile talks
Sprint Planning
RTP
Extra consideration to RTP due to 6 scrum teams
RCDN
Technical Debt Handling - TBD
Working Backlog Grooming Prioritization
Meeting Schedule – TBD based on backlogs
http://wikicentral.cisco.com/display/HUCS/HCM-F+Backlog+Grooming
20
21. 30JAN14
10.0.1 TorreyPines
Release Basic
HCM-F/ CUCDM Integration
- LDAP User Identity Onboarding
- Integrated Admin Portal
- Seamless Admin Experience w/
SSO
- OSS/BSS Integration
- API Gateway
Service Inventory Reporting
Improvements
License Management Improvements
Shared UCM / Partitioned CUCxn
Prime Collaboration (*) Fulfillment
Improved Resiliency
IPA support of CUP
(*) PC4HCS EOL/Dropped
9.2.1 ES
HLM Report Access
Fake Phones
Connect Location
Country Dial Plan
Feature
10.0.1
SU/10.1.1
Remote Access
Portal (Fringe Node)
HLM Report Access
Fake Phones
Connect Location
Country Dial Plan
10.5.1 (AC6) Augusta
CSR 10.5 Release Alignment
CUCDM Evolution Fulfillment Automation
Enhancements
ID Management Improvements - CIM Node
Introduction
Dial Plan Enhancements
Localization - Arabic
License Reporting Enhancements
Service Inventory Enhancements
PCD positioning vs Platform Manager
Brownfield Migration to UC 10.0 using PCD
CUCDM/HCM-F Integration Improvements
21
22. Chuck Homola / Proxy: Kevin Whitaker
Eddie Bishop / Proxy: Kevin Whitaker
Kurt Hamlin / Proxy: Controlled Information
Craig Miller
Nagendra / Proxy: Sreejith NT /or/ Vijayendra Shetty
Mark Bridges / Proxy: Craig Miller
22
23. 06 February 2014
HCS-RCD-CHOMOLA/EBISHOP
Overall Status
Controlled Information
Issues/Risks/Open Items
• Engineers from both teams are working user stories for
Coexistence and OPA, and defect reduction.
Escalations:
None
Milestones -
US153124
US153125
US153131
US150611
US151585
US151586
US151587
defect reduction
Statu
s
Complete
By
21-Feb2014
Dependen
cy
Comments
Will complete by 21-Feb-2014.
23
28. Mark Bridges
Controlled Information
HCM-F Scrum Teams Status – Team1
Overall Status
2/6/14
Assumptions
Team is responsible for Common Services Framework; Platform;
Serviceability; HLM; POS; + CIS enhancements; CSF frameworks
• Iteration 2014#1 is Completed
• Work complete.
• Next iteration is planned
Issues/Risks/Open Items
• Iteration #1 Plan Estimate=99 86; Team Velocity/Capacity=147
• Accepted: 93 20 0
• Completed: 0 2 0
• In-Progress: 0 74 76 68
• Defined: 0 3 23 18
Key Decisions or system team attention needed
• None
Upcoming Milestones:
Complete
By
Dependency
Common Services Framework items
#1
None
TT2 regresssions; Feature Test + Automation; RTMT
HLM Feature Dev+Feature Test
#1
None
Scale, performance + feature test
Mulit-Node Cluster
#1
None
Add Sec passwd support, CIM node removal, RU App upgrade
Fringe Node investigation+prototype
#1
None
Prototype work
Feature 10.0/10.1
Status
Previou
s Status
Comments
28
29. HCM-F Scrum Teams Status – Team 4
Mark Bridges
Controlled Information
2/6/14
Assumptions
Overall Status
Issues/Risks/Open Items
• Iteration #1 is Completed
• Next iteration is in planning
•
•
•
•
•
Key Decisions or system team attention needed
Iteration #1 Plan Estimate=69 40 36; Team Velocity/Capacity= 75
Accepted: 69 26 2
Completed: 0 16 1
In-Progress: 0 28 21
Defined: 0 2 16 12 (Blocked=1; Cluster GUI page)
• SDR Vendor Move (Sybase – PostgreSQL)
Upcoming Milestones:
Feature 10.0/10.1
Status
Previous
Status
Complete
By
Dependency
Comments
PostgreSQL work
#1
LDM changes
LDM changes continue to roll in
Technical debt reduction
#1
None
General bug fixes + automation
UI changes: Cluster H/W page
#1
UI team
waiting for UI stubs
29
35. Controlled
Kurt Hamlin
Information
2/6/14
Controlled General
HCM-F Hamlin Information Scrum/Team
Overall Status
Key Decisions or system team attention needed
• Still have to work Versioning and Packaging Strategy for
HCM-F/CUCDM integration
• Good Progress this week, initial drop next week’s Drop 9
• Initial Upgrade tool form VOSS next week
• Bud in Boxboro next week
• Migration still to be groomed.
• Concern about SSO/RBAC schedule (RBAC Breakage, CUCDM Iter. 10)
• Overall Defect Backlog is still high. Will follow up with Dev. teams.
• Joint scrub of blocking defects with Test to focus VOSS. (ongoing)
• PSIRT fix and VOS increment for PSIRT:
• hcs_psirt branch created to incorportate this
• CXF changes are most concerning. Working options for that.
regression.
• Established Daily Stand-Ups with VOSS to address issues quicker.
Training others on HCM-F/CUCDM Workflows and Groovy.
Where to put resources opening up next week.
Feature / User Story
User ID Management/CUCDM Interop
Status
Behind
Issues/Risks/Open Items
• Largest Risk is with CUCDM Integration.
• Resolution of Blocking defects, prioritized for VOSS in Iter 11.
• Over capacity, with incoming Defect rate expected to go up, 1/31 HOST is
at risk (Throttles and content staging is only mitigating approach we have)
• CUCDM Refactoring impact to HCM-F unknown.
• Need script from VOSS to unblock Packaging, TBD. Werner back in Cape
Town this week will be focused on this.
• Boxboro Agile Training may introduce program delays. (TBD)
• Trying to handoff whatever we can to keep moving.
Complete
By
Dependency
Comments
Final RBAC content 2/17. Test will be
challenged to finish by End of Feb. Will
likely be some Automation bleed into
March.
LDM
On
Track
Final 10.0.1 Planning/Grooming
On
Track
Feb/MAr TBD, being scrubbed. Backlog
Grooming meetings underway, progress is
slow.
API Gateway Proxy (Regression Only), NBI Backwards Compatibility
On
Track
Regression has completed. NBI
performance Issue is now resolved.
NBI Conversion to REST
On
Track
Completed.
35
39. Tom Hill / Controlled Information
Proxy: Joe Chen
39
40. Controlled
Tom Hill
Information
2/06/14
HCM-F Feature Test Overview
Issues/Risks/Open Items
Overall Status
• SSO, User Management, RBAC and Multi Tenant features will not
make TT3, and are now planned to be delivered in TT5
• Automation work on the above feature targeted to be
completed in Feb.
• Minimal feature content expected in TT4
• Dropped regression testing on TT4, dev sanity only
• RCDN team picked up testing on OPA and Co-Existence features.
• Added regression run on new PSIRT branch, date not set yet.
Milestones
Status
• HOST 2 date at risk due to amount of work to be done in Feb. 4 features
to finish testing, 3 unscheduled feature to test, 9.2.1 HLM CIA, 2-3
regression cycles, automation to complete, doc reviews, Agile 2.0 training,
and team forming. There are also Voss dependencies in several areas
which is delaying some testing.
Escalations:
• The above risk
Plan Complete
By
Dependency
Comments
TT1 Feature Test + Regression
12/16
Complete 12/17
TT2 Feature Test + Targeted Regression
1/13
Complete 1/17
TT3 Feature Test + Targeted Regression
1/27
- Complete 1/31
- Not all TT3 features will meet definition of
done by 1/31.
TT4 Feature Test + Targeted Regression
2/15
TT4 regression dropped due to limited
content in the drop and to focus test team
on other important tasks.
TT5 Regression
2/28
Regression prior to HOST 2
Feature Automation
1/31
Automation of the TT5 features is planned to
be complete by 2/28
HOST 1
1/31
- Not all features will meet definition of done
by 1/31, so a HOST 2 has been added.
HOST 2
2/28
All 10.0 features will meet the definition of
done. Risks are listed above.
40
42. Teresa Walfield
Controlled
02/06/14
Information
HCM-F Documentation
Overall Status
Issues/Risks/Open Items
• EFT reviews send out.
• Authors working on CUCDM customizations, and HCMF updates
• EFT Review Sign Ups:
http://wikicentral.cisco.com/display/GROUP/10.0.1+Deliverable
s+and+Review+Information
• HCS Documentation integration is ongoing.
• Restructure work on HCM-F documents is complete
• HCM-F Doc Wiki and detailed schedule:
http://wikicentral.cisco.com/display/GROUP/HCMF+10.0.1+Documentation
Milestones
Escalations:
Target Date
Forecast
Date
Nov 8, 13
Jan 17, 14
Working on updating the doc plan to send out for
approval. Should be end of week.
All EFT source content received
Oct 25 – Dec 16
Jan 10, 14
Thank you everyone for providing as much content as
possible at this time.
Focus reviews of EFT updates
Dec 16 – Jan 20
Dec 16
Complete
PRRQ review of EFT documents
Jan 27 – Feb 10
Jan 27
EFT review notices have been sent out. Please review as
soon a possible. If you are not able to review , please
have your manager escalate.
Documentation Plan approval
Deliver OLH to localization
FCS Source Received
Focus reviews of FCS updates
Status
•Documentation plan approval
•Concern on documentation strategy for Core Vs. CUCDM.
•Reviewers participate in reviews
Actual Date
Comments
Feb 10
Dec 17 – Mar 31
Please continue to supply content as it becomes available.
Jan 9 – Apr 4
PRRQ for FCS Review
Apr 7 - 14
PRRQ FCS Approval
Apr 23 - 30
HCM-F docs posted to preview (ready
to go live)
May 6
42
43. Teresa Walfield
Controlled
Information
01/23/14
HCM-F Documentation Reviewers
Management Primes
Document Title
Document Doc Prime
Doc Aprovers
PdM
Architecture
Engineering
HCMF Component Documentation
HCMF Planning
Ken Furlong
Mohammad AlTaraireh, Mark
Kepke
Herb Sayre
Steve Clark
Mohammad AlTaraireh, Mark
Kepke
Herb Sayre
Mike Wheeler
Nelson Gill, Frank
Welty
Theresa Walfield
Mohammad AlTaraireh, Mark
Kepke
Herb Sayre
Mike Wheeler
Subodh Shah
Mike Wheeler
Craig Miller, Yuqian
Tu
Mike Wheeler
Pranab Mehta, Vikas
Patel
Mike Wheeler
Pranab Mehta
Mike Wheeler
Riya Kariath, Rini
Oommen
Mike Wheeler
Yuqian Tu
HCMF Planning Guide
Amit Dave, Jeff Batson,
Mike Wheeler
Bud Luck, Nick Glesg
HCMF Install & Configure
HCMF Install & Configuration Guide
HCMF Operate/Maintain
HCMF Maintain and Operate Guide
HCMF Reference
Ken Furlong
Mohammad AlTaraireh, Mark
Kepke
Herb Sayre
Mohammad AlTaraireh, Mark
Kepke Controlled Sayre
Herb Information
Mohammad AlTaraireh, Mark
Kepke
Herb Sayre
Mohammad AlTaraireh, Mark
Kepke
Herb Sayre
Theresa Walfield
Mohammad AlTaraireh, Mark
Kepke
Release Notes for Cisco HCMF
Steve Clark
Cisco HCS API Gateway Proxy Developer Guide
Joey Desmond
Developer Guide for Cisco HCM-F
Steve Clark
Command Line Interface Reference Guide for Cisco HCMF
HCMF Troubleshooting Guide
Herb Sayre
HCMF Online Help (not Docs)
Platform Manager OLH
Service Inventory OLH
Infrastructure Manager OLH
RTMT OLH
Theresa Walfield/Joey
Desmond
Theresa Walfield/Joey
Desmond
Theresa Walfield/Joey
Desmond
Theresa Walfield/Joey
Desmond
Herb Sayre
Yuqian Tu
Herb Sayre
Yuqian Tu
Herb Sayre
Yuqian Tu
Herb Sayre
Yuqian Tu
43
46. 1/29/2014
2013
2014
2015
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec Jan Feb Mar
UCM 9.1.2
FCS: 7/30/13
CUCM
HCS 9.2.1 SU1
UCM 10.0.1
E-Lib: 12/5/13
UCM 10.0.1 SU1 UCM 10.5.1
FCS: May ‘14 FCS: May ‘14
UCM 10.6.1 /11.0.1
FCS: Oct ‘14
FCS: 10/18/13
HCS 9.2.1 SU2
CC/EC: 10/22/13 FCS: 1/29/14
HCS 9.2.1 SU3
CC/EC: 2/7/14 FCS: 4/25/14
Controlled
Information
HCS 10.0.1
EC: 11/13/13
CC: 4/5/13
HCS 10.0.1 SU1 / 10.1.1
FCS: 5/02/14
AC1: Feb
FCS: July
HCS 10.5.1
AC1: March
FCS: 8/29/14
HCS 10.6.1 / 11.0.1
Complete
AC1: June
FCS: Nov
On track to Commit
At risk, mitigation plans in place
At risk, no mitigation
Planning
46
47. 12SEP13
Category:
Green
Yellow
Potential scope change that will
impact schedule and costs
Scope is in control
Scope
Approved resolution plan
Scope Change Management
Controls in place.
BC, CC, EC, FCS Readiness
Review, Post Project Assessment
Potential scope changes that will
have a critical impact to schedule
and cost.
Resolution is not known.
Scope Change Management
Controls in place.
Project is on schedule (Within
Gate):
Schedule
Red
Deviation of 10% to 19%
from the gate schedule
Scope Change Management
Controls are not in place.
Deviation of ≥ 20% from the gate
schedule
Approved resolution plan
≤ 9% from the gate schedule.
Budget
Resources
≤ +/- 9% over committed funding.
Deviation of +/- 10% to 24%
from committed funding
Deviation of ≥ +/- 25% from
committed funding
There are no FTE and/or vendor
resource gaps
Potential FTE and/or vendor
resource gaps that will impact
schedule and costs.
Potential FTE and/or vendor
resource gaps that will have a
critical impact to schedule and
costs.
Approved resolution plan
Risks
(Point in Time)
Additional factors have a potentially
low impact on Scope, Schedule,
Budget and Resources
Blue
Additional factors have a potentially
medium impact on Scope,
Schedule, Budget and Resources
Additional factors have a potentially
high impact on Scope, Schedule,
Budget and Resources
A mitigation plan is in place.
A mitigation plan is not in place.
Black
New Business
Text
Fill
No change / Relevant
Updates
Business / updates / Changes
> 2 weeks old
Current Week / Meeting
Changes
Complete
No Time Depends
NA
Resolution is not known.
Purple
Business 1-3 weeks old
Updates 1-3 weeks old
Gray
Dropped / NR
Changes 1-3 weeks old
No Change from previous
and/or date shown
Dropped / NR
47
Editor's Notes
Completed by: Program Management
To be added: Pending:Monitor the progress toward the targets.ENG Manager Slides will contain:Their associated ENG Epic LVL USn Each committed ENG Epic LVL USn containing:Points Estimated (from AC)Points Actually Allocated to the USnPoints Forecasted to CompletionDependenciesRisksRisk Plans w/ one of the following:Mitigation PlanAcceptance PlanAvoidance PlanTransfer PlanOpportunity PlanPoint Capacity Left to AllocationOther Committed Activities:Defects to Fix w/Same criteria as USnMinor Releases Same criteria as USnOptional: Links to support the above
To be added: Pending:Monitor the progress toward the targets.ENG Manager Slides will contain:Their associated ENG Epic LVL USn Each committed ENG Epic LVL USn containing:Points Estimated (from AC)Points Actually Allocated to the USnPoints Forecasted to CompletionDependenciesRisksRisk Plans w/ one of the following:Mitigation PlanAcceptance PlanAvoidance PlanTransfer PlanOpportunity PlanPoint Capacity Left to AllocationOther Committed Activities:Defects to Fix w/Same criteria as USnMinor Releases Same criteria as USnOptional: Links to support the above Sybase detail:1) SDR Component Install with Postgres2) sdrclient multi-node changes for Postgres3) sdrcli changes to work with Postgres4) SDR Pojo API modifications for Postgres5) Testgen modifications for Posgres6) Change Notifications working with Postgres: write to FIFO, created external procedure to write to FIFO, develPostgres rpm7) Upgrade Converter Tool to convert 8.6.2, 9.0.1, 9.1.1 and 9.2.1schemas to Posgress Export Data from Sybase into format that can be imported with tools into Postgres In Progress, SDR Upgrade tool: changes from 8.6.2 all the way to 10.0.1 make work with Postgres 8) In Progress: other component changes to Postgres - remove links to ODBC libraries, load correct driver9) SDR schema tweaks: unique constraints with nulls triggersMid September – SeptemberSDR Upgrade tool: changes from 8.6.2 all the way to 10.0.1 make work with Postgres September and onwards:To Do list: SDR backup, restore, incremental backup, 10_0 postfix changes, authentication to be revisited, selinux issues resolved, sizing, configuration tuning for Postgres, High Availability)