Release planning is especially challenging for Agile teams, since both the size of the effort and the team velocity has some degree of uncertainty. The Bayesian Agile Planner (BAP) is designed to facilitate release planning, fully accounting for these uncertainties. See http://murraycantor.com/recent-webinar-upcoming-workshop/release-planning-using-the-bayesian-agile-planner-bap/
Mi experiencia en la educacion a distancia UTPLJUANCARLOSLASSO
La UTPL fue fundada en 1971 en Loja, Ecuador por la Asociación Marista Ecuatoriana. Ofrece educación a distancia con centros regionales en diferentes partes del país, incluyendo Quito. Como universidad autónoma, tiene la libertad de impartir enseñanza, realizar investigación y otorgar títulos profesionales. Las tutorías son importantes para fortalecer el aprendizaje en la modalidad de educación a distancia.
La educación a distancia permite a los estudiantes estudiar y trabajar al mismo tiempo, ya que los horarios son flexibles y cada persona puede decidir qué y cuándo estudiar. El internet es la principal herramienta de estudio, mientras que las guías didácticas y los textos base proporcionan los contenidos de cada asignatura. Los estudiantes deben ser más responsables ya que el estudio es autónomo, aunque pueden comunicarse con tutores a través del EVA y mediante chats, foros y videoconferencias opcionales. Las evaluaciones a distancia y
Este documento describe el procedimiento para realizar un análisis granulométrico de un suelo mediante tamizado. Explica cómo seleccionar y preparar la muestra, usar un juego de tamices para separar las partículas por tamaño, calcular los porcentajes retenidos y pasantes, y construir una curva granulométrica. La curva muestra la distribución de tamaños de partículas en el suelo y se pueden obtener parámetros como el diámetro efectivo D10, D30, D60, coeficiente de uniformidad
El documento resume un libro de autoayuda que argumenta que el mejor estado emocional para realizar una tarea es estar de buen humor y con una actitud positiva. El autor enfatiza que el humor y la intención son fundamentales para realizar nuestras labores diarias de manera efectiva. El documento concluye que el libro ofrece buenos consejos sobre adoptar buenas intenciones que podemos aplicar en nuestra vida cotidiana.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise boosts blood flow, releases endorphins, and promotes changes in the brain which help enhance one's emotional well-being and mental clarity.
This document is a newsletter from January 2013 that provides summaries of important events, people and topics from each letter of the alphabet for the year. Some highlights include:
- A - Arvind Kejriwal forming a government in Delhi after entering politics.
- B - India successfully testing the BrahMos missile.
- C - CNR Rao being awarded the Bharat Ratna prize along with Sachin Tendulkar.
- E - Sachin Tendulkar retiring from cricket amid massive social media attention and being the first sportsman awarded the Bharat Ratna.
Leadership lessons from a great American Leader. Powell understands the difference between authority and leadership. Excellent ideas to use as meeting starters.
This document discusses Kanban boards, retrospectives, and process tailoring in Agile planning. It provides the following key points:
1. A Kanban board shows the current status of tasks within an iteration using cards or notes in different locations. Retrospectives are regular reviews where teams discuss what worked and improvements for the next iteration.
2. Techniques for effective retrospectives include Norm Keith's prime directive, brainstorming, and mute mapping.
3. Process tailoring involves customizing Agile processes for a situation, such as changing roles, processes, or milestones.
Mi experiencia en la educacion a distancia UTPLJUANCARLOSLASSO
La UTPL fue fundada en 1971 en Loja, Ecuador por la Asociación Marista Ecuatoriana. Ofrece educación a distancia con centros regionales en diferentes partes del país, incluyendo Quito. Como universidad autónoma, tiene la libertad de impartir enseñanza, realizar investigación y otorgar títulos profesionales. Las tutorías son importantes para fortalecer el aprendizaje en la modalidad de educación a distancia.
La educación a distancia permite a los estudiantes estudiar y trabajar al mismo tiempo, ya que los horarios son flexibles y cada persona puede decidir qué y cuándo estudiar. El internet es la principal herramienta de estudio, mientras que las guías didácticas y los textos base proporcionan los contenidos de cada asignatura. Los estudiantes deben ser más responsables ya que el estudio es autónomo, aunque pueden comunicarse con tutores a través del EVA y mediante chats, foros y videoconferencias opcionales. Las evaluaciones a distancia y
Este documento describe el procedimiento para realizar un análisis granulométrico de un suelo mediante tamizado. Explica cómo seleccionar y preparar la muestra, usar un juego de tamices para separar las partículas por tamaño, calcular los porcentajes retenidos y pasantes, y construir una curva granulométrica. La curva muestra la distribución de tamaños de partículas en el suelo y se pueden obtener parámetros como el diámetro efectivo D10, D30, D60, coeficiente de uniformidad
El documento resume un libro de autoayuda que argumenta que el mejor estado emocional para realizar una tarea es estar de buen humor y con una actitud positiva. El autor enfatiza que el humor y la intención son fundamentales para realizar nuestras labores diarias de manera efectiva. El documento concluye que el libro ofrece buenos consejos sobre adoptar buenas intenciones que podemos aplicar en nuestra vida cotidiana.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise boosts blood flow, releases endorphins, and promotes changes in the brain which help enhance one's emotional well-being and mental clarity.
This document is a newsletter from January 2013 that provides summaries of important events, people and topics from each letter of the alphabet for the year. Some highlights include:
- A - Arvind Kejriwal forming a government in Delhi after entering politics.
- B - India successfully testing the BrahMos missile.
- C - CNR Rao being awarded the Bharat Ratna prize along with Sachin Tendulkar.
- E - Sachin Tendulkar retiring from cricket amid massive social media attention and being the first sportsman awarded the Bharat Ratna.
Leadership lessons from a great American Leader. Powell understands the difference between authority and leadership. Excellent ideas to use as meeting starters.
This document discusses Kanban boards, retrospectives, and process tailoring in Agile planning. It provides the following key points:
1. A Kanban board shows the current status of tasks within an iteration using cards or notes in different locations. Retrospectives are regular reviews where teams discuss what worked and improvements for the next iteration.
2. Techniques for effective retrospectives include Norm Keith's prime directive, brainstorming, and mute mapping.
3. Process tailoring involves customizing Agile processes for a situation, such as changing roles, processes, or milestones.
The document discusses Agile planning, monitoring, and adoption. It covers concepts like velocity, iteration planning, burnup charts, burndown charts, and cumulative flow diagrams. Velocity is a measure of a team's progress per iteration calculated by adding the story points of completed user stories. Iteration planning involves selecting user stories and tasks for an iteration. Burnup, burndown, and cumulative flow charts can be used to monitor progress against the release plan.
Este documento presenta varias combinaciones de refranes populares españoles. Cada combinación resume dos refranes en una sola oración para transmitir una idea fundamental. Algunos ejemplos son: "Calumnia, mala es de guardar" (la verdad siempre sale a la luz), "Con pan y vino se pierden las memorias" (todo se olvida con el tiempo), y "El saber todo lo cura" (mientras más sabiduría se tiene, menos errores se cometen). El documento ofrece estas frases combinadas como forma concisa de transmitir consejos y enseñ
This document discusses techniques for estimating story points in Agile projects. It describes current estimation practices like fixed story pointing based on person hours or days, expert influence, and guestimating. These can lead to inaccurate estimates and not reflect improved productivity over time. The document proposes an approach called MAGIC which uses a story point matrix based on functional and technical analysis to measure and analyze stories, and an empirical data model using historical project data to improve and control estimates. Templates are provided for the story point matrix and empirical data model.
[Trung Hoang] Creating a compelling product visionTrung Hoang Nhac
How well are you communicating your product strategy?
How to create a product vision that motivates and aligns people, acts as the product's true north, and facilities collaboration?
This webinar will take a deeper dive into interpretation of elements of the new ISO 14001, especially: how auditors view ‘context’ of the organization and, practically speaking, what identifying relevant stakeholders means. Auditor Gary McRae will respond to questions on how auditors interpret these and other aspects of the revised standard.
El cronograma detalla las fechas clave para presentar un proyecto, reunirse con el director, obtener el permiso del cementerio, enviar autorizaciones a los apoderados, completar las primeras y segundas etapas, realizar una salida a terreno y entregar el informe sobre la salida.
This document discusses concepts related to estimation and velocity in Scrum projects. It describes how to estimate product backlog items using story points or ideal days with relative sizing. Velocity is defined as the amount of work completed each sprint by totaling the sizes of completed backlog items. A team's velocity range is used for planning and process improvement. Planning poker is presented as a consensus-based technique for sizing items through discussion.
Walkthrough - Capacity Planning for PI Planning (1).pptxssuser7241331
The document outlines an agenda for capacity planning for a News Team. It discusses determining team capacity through calculating average engineer velocity, computing team capacity, and determining program scope. It describes measuring and analyzing capacity using steps like calculating story points completed. The document provides an example of how the News Team performed capacity planning for a specific release, including determining their workload, reducing it using techniques like breaking programs into phases, and conducting a Fist of Five vote to get team consensus. The benefits of capacity planning include optimizing resource use and improved forecasting.
Walkthrough - Capacity Planning for PI Planning.pptxssuser7241331
The document discusses the News Team's agile capacity planning process. It defines agile capacity planning and its goals of realistically committing a team to deliver work within a timeframe while keeping resources optimally engaged. The News Team's 3-step process determines team velocity, quarterly capacity accounting for unknowns, and quarterly workload. Workload is reduced through scoping or phasing until the team reaches an 80% confidence level to commit. Benefits include improved forecasting, staff well-being, and prioritizing work.
This document discusses best practices for implementing a planning tool to replace annual budgeting with a quarterly rolling forecast process. It recommends establishing "foundation stones" like abandoning inefficient old processes, using in-house resources to build the model, and forecasting at category rather than account code level. The process should link to strategic drivers, separate targets from realistic forecasts, and be completed within a week. Implementing these practices will help organizations get the most value from their planning tool.
Scrum uses relative estimation and velocity to aid in planning and making trade-off decisions. Relative estimation involves comparing the effort of new requirements to previously estimated ones, which humans are better at than absolute estimates. Velocity is the amount of work completed in an iteration, measured in story points or hours, and varies over time so is useful for longer-term planning. There are two types of Scrum planning: fixed-date planning estimates how much can be completed by a date based on velocity, while fixed-scope planning estimates the timeframe to complete all backlog items based on velocity. Both use velocity as a range rather than a precise prediction.
The Master Production Schedule (MPS) is a plan for the production of individual final items. The MPS breaks down the production plan to show, in each period, the quantity to produce of each final article.
#masterproduction #mps #mrp #erp #manufacturing #manufacturingsoftware #erpsoftware #mrpeasy
Effort estimation for software developmentSpyros Ktenas
Software effort estimation has been an important issue for almost everyone in software industry at some point. Below I will try to give some basic details on methods, best practices, common mistakes and available tools.
You may also check a tool implementing methods for estimation at http://effort-estimation.gatory.com/
Spyros Ktenas
http://open-works.org/profiles/spyros-ktenas
How Traditional Risk Reporting Has Let Us DownAcumen
This white paper discusses risk reporting techniques and ways of interpreting risk analysis results that actually enable the project team to make pro-active changes in reducing their risk exposure.
Given at Axial HQ for the New York chapter of Venwise, this talk details how Axial approaches building products predictably through a combination of focus, objectives, prioritization and forecasting. We call it stack.
Check out more of what we're building over at: axialcorps.com
This document discusses strategies for effectively implementing the Balanced Scorecard methodology for translating organizational strategy into action. It summarizes Kaplan's five-stage system for deploying the Balanced Scorecard and recommends tools that can help with each stage. These include using SWOT analysis for strategy development, setting SMART objectives linked to metrics, utilizing the planning phase of Deming's PDCA cycle to develop detailed implementation plans, and employing the PDCA cycle's check and act phases to analyze results and modify actions. The document argues that using these tools can help organizations overcome strategic dilemmas and operational barriers that often derail Balanced Scorecard implementation efforts.
Branchout 2017 - Day 1 Session - Effi Fuks-LeichtagBranch
Growth Unhacking - Oversimplified Lessons from Growing Things
By Effi Fuks-Leichtag, Group Product Manager at Yelp
Growth hacking has become such a popular practice adopted by many startups and bigger brands alike. However, misunderstanding and less-than-optimal practices are also prevalent. Join Effi, Group Manager from Yelp, as he dissects the key elements in growth to "Unhack" the process.
This document provides an overview of simple and complex approaches to HR metrics and considerations for calculating return on investment (ROI) for HR programs. The simple metrics approach measures on two dimensions and is fast to deploy but more arbitrary, while the complex approach measures four dimensions and is more comprehensive but time-consuming. An impact template is also presented, inspired by a learning value chain model. An example is given showing the calculation of benefits, costs and ROI for an HR training program aimed at improving time to market and reducing errors. The ROI in this case is 4.51%, demonstrating the value of ROI analysis for justifying and improving HR programs.
Essay on Planning Retirement
Essay about project Planning
Succession Planning Essay
Essay on Plan for Success
Essay on Wedding Planning
Planning Process Paper
Management Planning Essay
1) Keeping detailed logs of continuous improvement projects provides benefits like collecting knowledge, predicting future needs, and assessing the organization's lean maturity.
2) Accountants are well-suited to document projects because they are neutral and understand financial impacts. Recording financial and non-financial data in a centralized database allows learning across the organization.
3) An effective project log should capture details like the project goal, team members, tools used, and financial results. This allows analyzing trends and outcomes to guide future projects.
1. Backwards planning and strategy planning involves assessing the current state of a program by analyzing key metrics like members, sales meetings, customers, raises, matches, and realizations. This helps identify gaps to focus strategies on improving specific metrics.
2. Strategies are then brainstormed to address the identified gaps, potentially involving different functions across the organization. Strategies are developed into strategic projects targeting certain program clusters.
3. The strategies and projects are prioritized using an impact/feasibility matrix to determine which should be implemented in the near future to work towards goals. This ensures efforts are focused on strategies that can significantly impact growth.
The document discusses Agile planning, monitoring, and adoption. It covers concepts like velocity, iteration planning, burnup charts, burndown charts, and cumulative flow diagrams. Velocity is a measure of a team's progress per iteration calculated by adding the story points of completed user stories. Iteration planning involves selecting user stories and tasks for an iteration. Burnup, burndown, and cumulative flow charts can be used to monitor progress against the release plan.
Este documento presenta varias combinaciones de refranes populares españoles. Cada combinación resume dos refranes en una sola oración para transmitir una idea fundamental. Algunos ejemplos son: "Calumnia, mala es de guardar" (la verdad siempre sale a la luz), "Con pan y vino se pierden las memorias" (todo se olvida con el tiempo), y "El saber todo lo cura" (mientras más sabiduría se tiene, menos errores se cometen). El documento ofrece estas frases combinadas como forma concisa de transmitir consejos y enseñ
This document discusses techniques for estimating story points in Agile projects. It describes current estimation practices like fixed story pointing based on person hours or days, expert influence, and guestimating. These can lead to inaccurate estimates and not reflect improved productivity over time. The document proposes an approach called MAGIC which uses a story point matrix based on functional and technical analysis to measure and analyze stories, and an empirical data model using historical project data to improve and control estimates. Templates are provided for the story point matrix and empirical data model.
[Trung Hoang] Creating a compelling product visionTrung Hoang Nhac
How well are you communicating your product strategy?
How to create a product vision that motivates and aligns people, acts as the product's true north, and facilities collaboration?
This webinar will take a deeper dive into interpretation of elements of the new ISO 14001, especially: how auditors view ‘context’ of the organization and, practically speaking, what identifying relevant stakeholders means. Auditor Gary McRae will respond to questions on how auditors interpret these and other aspects of the revised standard.
El cronograma detalla las fechas clave para presentar un proyecto, reunirse con el director, obtener el permiso del cementerio, enviar autorizaciones a los apoderados, completar las primeras y segundas etapas, realizar una salida a terreno y entregar el informe sobre la salida.
This document discusses concepts related to estimation and velocity in Scrum projects. It describes how to estimate product backlog items using story points or ideal days with relative sizing. Velocity is defined as the amount of work completed each sprint by totaling the sizes of completed backlog items. A team's velocity range is used for planning and process improvement. Planning poker is presented as a consensus-based technique for sizing items through discussion.
Walkthrough - Capacity Planning for PI Planning (1).pptxssuser7241331
The document outlines an agenda for capacity planning for a News Team. It discusses determining team capacity through calculating average engineer velocity, computing team capacity, and determining program scope. It describes measuring and analyzing capacity using steps like calculating story points completed. The document provides an example of how the News Team performed capacity planning for a specific release, including determining their workload, reducing it using techniques like breaking programs into phases, and conducting a Fist of Five vote to get team consensus. The benefits of capacity planning include optimizing resource use and improved forecasting.
Walkthrough - Capacity Planning for PI Planning.pptxssuser7241331
The document discusses the News Team's agile capacity planning process. It defines agile capacity planning and its goals of realistically committing a team to deliver work within a timeframe while keeping resources optimally engaged. The News Team's 3-step process determines team velocity, quarterly capacity accounting for unknowns, and quarterly workload. Workload is reduced through scoping or phasing until the team reaches an 80% confidence level to commit. Benefits include improved forecasting, staff well-being, and prioritizing work.
This document discusses best practices for implementing a planning tool to replace annual budgeting with a quarterly rolling forecast process. It recommends establishing "foundation stones" like abandoning inefficient old processes, using in-house resources to build the model, and forecasting at category rather than account code level. The process should link to strategic drivers, separate targets from realistic forecasts, and be completed within a week. Implementing these practices will help organizations get the most value from their planning tool.
Scrum uses relative estimation and velocity to aid in planning and making trade-off decisions. Relative estimation involves comparing the effort of new requirements to previously estimated ones, which humans are better at than absolute estimates. Velocity is the amount of work completed in an iteration, measured in story points or hours, and varies over time so is useful for longer-term planning. There are two types of Scrum planning: fixed-date planning estimates how much can be completed by a date based on velocity, while fixed-scope planning estimates the timeframe to complete all backlog items based on velocity. Both use velocity as a range rather than a precise prediction.
The Master Production Schedule (MPS) is a plan for the production of individual final items. The MPS breaks down the production plan to show, in each period, the quantity to produce of each final article.
#masterproduction #mps #mrp #erp #manufacturing #manufacturingsoftware #erpsoftware #mrpeasy
Effort estimation for software developmentSpyros Ktenas
Software effort estimation has been an important issue for almost everyone in software industry at some point. Below I will try to give some basic details on methods, best practices, common mistakes and available tools.
You may also check a tool implementing methods for estimation at http://effort-estimation.gatory.com/
Spyros Ktenas
http://open-works.org/profiles/spyros-ktenas
How Traditional Risk Reporting Has Let Us DownAcumen
This white paper discusses risk reporting techniques and ways of interpreting risk analysis results that actually enable the project team to make pro-active changes in reducing their risk exposure.
Given at Axial HQ for the New York chapter of Venwise, this talk details how Axial approaches building products predictably through a combination of focus, objectives, prioritization and forecasting. We call it stack.
Check out more of what we're building over at: axialcorps.com
This document discusses strategies for effectively implementing the Balanced Scorecard methodology for translating organizational strategy into action. It summarizes Kaplan's five-stage system for deploying the Balanced Scorecard and recommends tools that can help with each stage. These include using SWOT analysis for strategy development, setting SMART objectives linked to metrics, utilizing the planning phase of Deming's PDCA cycle to develop detailed implementation plans, and employing the PDCA cycle's check and act phases to analyze results and modify actions. The document argues that using these tools can help organizations overcome strategic dilemmas and operational barriers that often derail Balanced Scorecard implementation efforts.
Branchout 2017 - Day 1 Session - Effi Fuks-LeichtagBranch
Growth Unhacking - Oversimplified Lessons from Growing Things
By Effi Fuks-Leichtag, Group Product Manager at Yelp
Growth hacking has become such a popular practice adopted by many startups and bigger brands alike. However, misunderstanding and less-than-optimal practices are also prevalent. Join Effi, Group Manager from Yelp, as he dissects the key elements in growth to "Unhack" the process.
This document provides an overview of simple and complex approaches to HR metrics and considerations for calculating return on investment (ROI) for HR programs. The simple metrics approach measures on two dimensions and is fast to deploy but more arbitrary, while the complex approach measures four dimensions and is more comprehensive but time-consuming. An impact template is also presented, inspired by a learning value chain model. An example is given showing the calculation of benefits, costs and ROI for an HR training program aimed at improving time to market and reducing errors. The ROI in this case is 4.51%, demonstrating the value of ROI analysis for justifying and improving HR programs.
Essay on Planning Retirement
Essay about project Planning
Succession Planning Essay
Essay on Plan for Success
Essay on Wedding Planning
Planning Process Paper
Management Planning Essay
1) Keeping detailed logs of continuous improvement projects provides benefits like collecting knowledge, predicting future needs, and assessing the organization's lean maturity.
2) Accountants are well-suited to document projects because they are neutral and understand financial impacts. Recording financial and non-financial data in a centralized database allows learning across the organization.
3) An effective project log should capture details like the project goal, team members, tools used, and financial results. This allows analyzing trends and outcomes to guide future projects.
1. Backwards planning and strategy planning involves assessing the current state of a program by analyzing key metrics like members, sales meetings, customers, raises, matches, and realizations. This helps identify gaps to focus strategies on improving specific metrics.
2. Strategies are then brainstormed to address the identified gaps, potentially involving different functions across the organization. Strategies are developed into strategic projects targeting certain program clusters.
3. The strategies and projects are prioritized using an impact/feasibility matrix to determine which should be implemented in the near future to work towards goals. This ensures efforts are focused on strategies that can significantly impact growth.
1. Backwards planning and strategy planning involves assessing the current state of a program by analyzing key metrics like members, sales meetings, customers, raises, matches, and realizations. This helps identify gaps to focus strategies on improving specific metrics.
2. Strategies are then brainstormed to address the identified gaps, potentially involving different functions across the organization. Strategies are developed into strategic projects targeting certain program clusters.
3. The strategies and projects are prioritized using an impact/feasibility matrix to determine which should be implemented in the near future to work towards goals. This ensures efforts are focused on strategies that can realistically drive the most growth.
Why Scheduling Mustn't Be Allowed to Become an Extinct ScienceAcumen
The document discusses the importance of effective project planning and scheduling. It argues that [1] unrealistic project plans and [2] inability to execute plans according to schedule are the main causes of project failure. It advocates for top-down, deliverable-based planning with uncertainty analysis to create realistic plans. It also recommends visualizing projects in phases and disciplines to aid understanding, and using metrics and trend analysis to continuously improve plans and monitor performance. The goal is to tie effective planning to successful execution to reduce project failures.
12 Chapter 5 • Forecasting and Planning 127
Chapter 5 • Forecasting and Planning 127
The competition for good employees is particularly fierce for smaller companies, who, despite providing the majority of new jobs in the United States,8 have a more difficult time hiring in general. Forecasting and planning let firms better manage talent shortages and surpluses. By understanding business cycles, the business needs of their firms, the current talent in their firms, and the pipelines for finding future talent, HR professionals can proactively reduce the impact the greater competition for talent will have.
Workforce planning is a strategic process that allows an organization to predict and manage its talent supply and demand. The goal of this process is to enable the organization to attain its business goals and execute its strategy. Because business leader input is as important as HR input, workforce planning is an organizational initiative, not something solely done by HR.
Despite the clear advantages of forecasting and planning, many organizations respond to their staffing needs reactively rather than proactively. In other words, they do little planning and simply work to fill positions as they open up. Jim Robbins, the former president and CEO of Cox Communications, put it this way: "We spend four months per year on the budget process, but we hardly spend any time talking about our talent, our strengths and how to leverage them, our talent needs and how to build them. Everyone is held accountable for their budget. But no one is held accountable for the strength of their talent pool. Isn't it the talent we have in each unit that drives our results? Aren't we missing something?"
At Corning, a leader in specialty glass and ceramics, talent planning is the "bridge that translates business strategy into talent strategy."10 Corning knows that its talent portfolio influences its success. Over- or understaffed units affect the company's cost structure, cash flow, and ability to deliver its products. The wrong skill mix can mean missed market opportunities if the workforce is underskilled or, if the workforce is overskilled, cost structures that undermine profitability. To keep its skill mix optimized, every spring Corning models its future talent needs across multiple scenarios and then analyzes strategies to close any gaps.11
In this chapter, we discuss the importance of understanding the organization's business strategy, goals, and competitive environment to identify what talents the firm will need. Ensuring that the right people are in place at the right time requires forecasting the firm's labor demand and maintaining an awareness of the relevant pipelines for its labor supply. Action plans can then be developed to address any gaps between the two. After reading this chapter, you will have a good understanding of the workforce forecasting and planning process.
THE WORKFORCE PLANNING PROCESS
The workforce planning process, which is illustrated.
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This document contains questions and prompts from multiple checkpoints in a project management course. It includes questions about case studies, simulations, and scenarios involving project planning, scheduling, budgeting, resource management, and overcoming challenges. The student is asked to analyze situations, propose solutions, and discuss best practices for project management.
Taking AI to the Next Level in Manufacturing.pdfssuserfac0301
Read Taking AI to the Next Level in Manufacturing to gain insights on AI adoption in the manufacturing industry, such as:
1. How quickly AI is being implemented in manufacturing.
2. Which barriers stand in the way of AI adoption.
3. How data quality and governance form the backbone of AI.
4. Organizational processes and structures that may inhibit effective AI adoption.
6. Ideas and approaches to help build your organization's AI strategy.
Unlock the Future of Search with MongoDB Atlas_ Vector Search Unleashed.pdfMalak Abu Hammad
Discover how MongoDB Atlas and vector search technology can revolutionize your application's search capabilities. This comprehensive presentation covers:
* What is Vector Search?
* Importance and benefits of vector search
* Practical use cases across various industries
* Step-by-step implementation guide
* Live demos with code snippets
* Enhancing LLM capabilities with vector search
* Best practices and optimization strategies
Perfect for developers, AI enthusiasts, and tech leaders. Learn how to leverage MongoDB Atlas to deliver highly relevant, context-aware search results, transforming your data retrieval process. Stay ahead in tech innovation and maximize the potential of your applications.
#MongoDB #VectorSearch #AI #SemanticSearch #TechInnovation #DataScience #LLM #MachineLearning #SearchTechnology
Skybuffer AI: Advanced Conversational and Generative AI Solution on SAP Busin...Tatiana Kojar
Skybuffer AI, built on the robust SAP Business Technology Platform (SAP BTP), is the latest and most advanced version of our AI development, reaffirming our commitment to delivering top-tier AI solutions. Skybuffer AI harnesses all the innovative capabilities of the SAP BTP in the AI domain, from Conversational AI to cutting-edge Generative AI and Retrieval-Augmented Generation (RAG). It also helps SAP customers safeguard their investments into SAP Conversational AI and ensure a seamless, one-click transition to SAP Business AI.
With Skybuffer AI, various AI models can be integrated into a single communication channel such as Microsoft Teams. This integration empowers business users with insights drawn from SAP backend systems, enterprise documents, and the expansive knowledge of Generative AI. And the best part of it is that it is all managed through our intuitive no-code Action Server interface, requiring no extensive coding knowledge and making the advanced AI accessible to more users.
Digital Marketing Trends in 2024 | Guide for Staying AheadWask
https://www.wask.co/ebooks/digital-marketing-trends-in-2024
Feeling lost in the digital marketing whirlwind of 2024? Technology is changing, consumer habits are evolving, and staying ahead of the curve feels like a never-ending pursuit. This e-book is your compass. Dive into actionable insights to handle the complexities of modern marketing. From hyper-personalization to the power of user-generated content, learn how to build long-term relationships with your audience and unlock the secrets to success in the ever-shifting digital landscape.
Salesforce Integration for Bonterra Impact Management (fka Social Solutions A...Jeffrey Haguewood
Sidekick Solutions uses Bonterra Impact Management (fka Social Solutions Apricot) and automation solutions to integrate data for business workflows.
We believe integration and automation are essential to user experience and the promise of efficient work through technology. Automation is the critical ingredient to realizing that full vision. We develop integration products and services for Bonterra Case Management software to support the deployment of automations for a variety of use cases.
This video focuses on integration of Salesforce with Bonterra Impact Management.
Interested in deploying an integration with Salesforce for Bonterra Impact Management? Contact us at sales@sidekicksolutionsllc.com to discuss next steps.
Have you ever been confused by the myriad of choices offered by AWS for hosting a website or an API?
Lambda, Elastic Beanstalk, Lightsail, Amplify, S3 (and more!) can each host websites + APIs. But which one should we choose?
Which one is cheapest? Which one is fastest? Which one will scale to meet our needs?
Join me in this session as we dive into each AWS hosting service to determine which one is best for your scenario and explain why!
Dive into the realm of operating systems (OS) with Pravash Chandra Das, a seasoned Digital Forensic Analyst, as your guide. 🚀 This comprehensive presentation illuminates the core concepts, types, and evolution of OS, essential for understanding modern computing landscapes.
Beginning with the foundational definition, Das clarifies the pivotal role of OS as system software orchestrating hardware resources, software applications, and user interactions. Through succinct descriptions, he delineates the diverse types of OS, from single-user, single-task environments like early MS-DOS iterations, to multi-user, multi-tasking systems exemplified by modern Linux distributions.
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5th LF Energy Power Grid Model Meet-up SlidesDanBrown980551
5th Power Grid Model Meet-up
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Power Grid Model
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What to expect
For the upcoming meetup we are organizing, we have an exciting lineup of activities planned:
-Insightful presentations covering two practical applications of the Power Grid Model.
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-An interactive brainstorming session to discuss and propose new feature requests.
-An opportunity to connect with fellow Power Grid Model enthusiasts and users.
1. Murray Cantor, Ph.D.
Development Organization Management Consultant
Release Planning Using the Bayesian
Agile Planner (BAP)
December 2015
By:
Murray Cantor, Ph.D.
2. Murray Cantor, Ph.D. BAP for Release Planning December 2015
Murray Cantor, Ph.D.
mcantor@murraycantor.com
(781) 801-9510
Page 2 of 13
Introduction
Often, businesses have what, to some, are contradictory development team goals:
1. Creating delivery plans that can be counted on to support business plans;
2. Employing agile methods for improving development efficiency;
The key mechanism for achieving these goals, for coordinating the needs of the business
with the delivery capability of an agile team is release planning, and determining what
features or epics can be planned for in the next release. However, release planning is
especially challenging for Agile teams, since both the size of the effort and the team
velocity has some degree of uncertainty. The Bayesian Agile Planner (BAP) is designed
to facilitate release planning, fully accounting for these uncertainties.
Agile teams plan releases in terms of both large and small chunks of functionality. Large
chunks are usually called features or epics. Features are used in product or system
planning to specify, in broad terms, what the system or product does.
Some examples of features:
Online check depositing is a feature of a mobile bank portal;
Printing to .pdf format is a feature of a word processor;
Displaying usage analytics is a feature of a Web hosting system;
At the highest level, an Agile release plan is the set of features, either partial or
complete, that will be delivered on a certain date. Often, the business needs the
development team’s assurance that the planned features will be available in order to
support other business plans.
Small chunks of functionality are called stories, pieces of functionality that:
1. Describe some small piece of functionality from the users’ perspective;
2. Is containable in a sprint, usually by a single programmer;
In Agile, the features or epics are decomposed into stories. Planning to deliver some of
the functionality of a feature entails specifying a subset of that feature’s stories that
deliver the functionality. Therefore, a high-level release plan consists of a set of features,
3. Murray Cantor, Ph.D. BAP for Release Planning December 2015
Murray Cantor, Ph.D.
mcantor@murraycantor.com
(781) 801-9510
Page 3 of 13
and a detailed Agile release plan consists of the features, and for each feature, the
included stories. The release planning challenge is to find plans that are not:
Too aggressive – so large that it is unlikely the team can deliver as planned; or
Too conservative – so small that the team is not delivering sufficient value to the
business;
BAP is designed to help Management and the team agree on the ‘just right’ plan.
Any release plan can be characterized as a sort of bet made by the development team
and the business. They are betting that the team will deliver the planned content on the
delivery date. The team could increase its odds of winning by committing to minimal
content, but this can result in the team delivering less value than it might. On the other
hand, committing too much content in the release can negatively impact the business
process with many missed deadlines.
What follows describes how BAP uses Agile planning methods to compute the odds of
winning the bet. This begins with a discussion of uncertainty.
Uncertainty, Innovation, and Learning
Often, the role of software and IT departments is to deliver and maintain novel,
innovative solutions to the business and/or to the market. By definition, novel things are
new, and consequently not completely understood. To deliver anything novel requires
experimentation, false starts, and learning. At the onset of a novel effort, the team has
much to learn. The more novel the effort, the more the team has to learn.
It stands to reason that a team is unable to make predictions with certainty for novel
effort – they simply do not know enough. Asking the team to commit to a firm, fixed
delivery plan for a novel effort is unreasonable and inconsistent with Agile principles
and practices. A key insight behind BAP is that the certainty of estimates will vary with
the team knowledge of what it takes to deliver. This relationship between novelty and
uncertainty raises a dilemma for managing a development team. The stakeholders need
both:
Novelty – Creative solutions to business problems or market competiveness;
4. Murray Cantor, Ph.D. BAP for Release Planning December 2015
Murray Cantor, Ph.D.
mcantor@murraycantor.com
(781) 801-9510
Page 4 of 13
Certainty – The ability to make business plans based on the availability of the
code;
You cannot have both! Agile release planning is not an oxymoron but a way to find the
balance between the novelty and certainty. BAP is sensitive to the team’s learning and
provides the means for both sides to see the odds of winning the bet and agreeing on the
‘just right’ balance.
BAP Output
Reasoning about bets entails probabilities. As discussed in the following section, BAP
uses the team’s best understanding of the effort sizings and team velocity to give the
probability of delivering on time. The results are given as red/green diagrams and
associated betting tables (see Figures 1, 2, and 3 below).
The Red/Green Diagram
The red/green diagram shows the range of outcomes for the release effort, along with
the probability of the outcomes. The outcomes are described in terms of how early or
late the release is expected to be. The X-axis’ zero point is the target date; negative
values are weeks prior to the target date (early), and positive values are weeks after the
target date (late). Early dates are shown as green areas in the chart; late dates are shaded
in red.
Interpreting the charts:
If the chart is all green (see Figure 1), the plan is too conservative. Committing to
this plan essentially entails no risk.
If the chart is all red (see Figure 2), the plan is too aggressive with no chance of
delivering on time.
If the chart is a mixture of red and green, then there is some chance of delivering
on time. The more green, the higher the odds and the safer the bet. For example,
Figure 3 is an example of a ‘just right’ plan.
5. Murray Cantor, Ph.D. BAP for Release Planning December 2015
Murray Cantor, Ph.D.
mcantor@murraycantor.com
(781) 801-9510
Page 5 of 13
Figure 1: A too conservative plan.
Figure 2: A too aggressive plan.
6. Murray Cantor, Ph.D. BAP for Release Planning December 2015
Murray Cantor, Ph.D.
mcantor@murraycantor.com
(781) 801-9510
Page 6 of 13
Figure 3: A ‘just right’ plan.
The ratio of red to green that makes up a ‘just right’ plan depends on your
organization’s risk appetite.
A plan’s mixture of red and green is supported by the betting table values.
The Betting Table
BAP output also includes a different betting perspective on the plan. If you were to bet
on when you were to deliver on the planned content, what would be a good bet? The
betting table provides of view of this from an odds-maker’s perspective.
If you were an odds-maker, you would set the odds as:
Winning the bet that the team will deliver the number of weeks late (recall,
negative is early) in column 1 is three to one odds against. This is the poor bet.
Winning the bet that the team will deliver on the weeks late in column 2 as even;
7. Murray Cantor, Ph.D. BAP for Release Planning December 2015
Murray Cantor, Ph.D.
mcantor@murraycantor.com
(781) 801-9510
Page 7 of 13
Winning the bet that the team will deliver the number of weeks late in the third
column is three to one for. This is the good bet.
For example, it is an even bet that the plan in Figure 1 would be 3 weeks early. Similarly,
there are three to one odds that the plan in Figure 3 would be on time.
Eliciting Uncertain Values
As discussed above, asking the team for a precise estimate on the time or effort it will
take to do something novel is not sensible. However, the team members do have some
idea, if imprecise, of the sizing. BAP leverages the ideas of Douglas Hubbard1 by asking
the estimator not for a number but, rather, the triplet of: {low guess, likely guess, high
guess} of the sizing.
For example, suppose a team lead and a developer were having a discussion on how
long a task would take. The conversation could go like this:
The lead asks, “How long will it take to do the work?”
The worker says, “Beats me. I have never done this before.”
The lead then might say, “Well, could you get it done in a year?”
If the worker is being constructive and trusting, she could say, “I know I could get it
done in a year, probably sooner.”
Lead: “Great, what is the longest it might take?”
Developer: “Let’s say six months.”
Lead: “Okay, if all goes well, what is the least time?”
Developer: “I would say three months.”
Lead: “Fine, and what is your best guess?”
Developer: “My gut feeling is four months, but I will have a better estimate after I find
out a few things.”
8. Murray Cantor, Ph.D. BAP for Release Planning December 2015
Murray Cantor, Ph.D.
mcantor@murraycantor.com
(781) 801-9510
Page 8 of 13
The lead now has the best possible information. She now knows it is very unlikely to be
done in under three months, and it is a very likely that it will be available before six. The
most likely sizing is four months. The triplet {3 months, 4 months, 6 months} is better
information than any single number. It guides the lead how to place her bets, what sort of
risks she is assuming. Further, the conversation can be followed up by the following
discussion:
Lead says, “That is a pretty wide estimate. What would it take for you to be more
certain? What information would you need?”
Developer might say something like, “We are using some technology that we have never
used before. Once we have used it, I will know better how much effort is required.”
Lead then says, “Let’s start immediately experimenting with the technology and revisit
the estimate when you know more.”
The same sort of discussion applies to the sizes of stories and features; they are also
uncertain. The story points, too, should be specified as triplets, {low, medium, high}.
Note that eliciting the story points as triples is a small modification of planning poker, a
standard Agile practice2.
In planning poker, each member estimates the size of the story using planning poker
cards that are valued using modified Fibonacci numbers (1, 2, 3, 5, 8, 13, 21, 40…). Each
team, perhaps after some discussion, settles on the middle value of the choices. For
example, for a given story, if some team members choose 5 story points, some 8, and
some 13, the team will settle on 8 story points. If there are more extreme choices, those
are ignored. Note that even though the team has settled on value, the team, overall, is
uncertain as to the size of the story. Rather than ignoring this uncertainty, the team can
use the range of values they came up with to specify the triplet.
It is important to note that providing the triplet is generally less work than standard
planning poker. The team can agree on the triplet more readily than the single value.
2 See, for example, https://en.wikipedia.org/wiki/Planning_poker
9. Murray Cantor, Ph.D. BAP for Release Planning December 2015
Murray Cantor, Ph.D.
mcantor@murraycantor.com
(781) 801-9510
Page 9 of 13
BAP Input
For each planning scenario, BAP requires a spreadsheet of the feature sizes, specified as
the triplet.
There are two cases:
1) Decomposed – The feature is decomposed into stories, each story sizing as a
triplet {high, middle, low}. For example, the input for a planning poker 8 story-
point story would be [5, 8, 13}. BAP is not restricted to the planning poker
triplets. For example, the team could enter {10, 15, 15}. Also, if the team is entirely
certain of the size, they could use the same number for each value of the triplet.
For example, if all agree that the story size is 8, they can specify {8, 8, 8}.
2) Not Decomposed – If it is early in the planning cycle, a feature may be under
consideration for inclusion but not yet decomposed. In this case, the team
provides the triplet for the overall feature. For example, a feature size could be
the triplet {70, 90, 120}.
BAP also requires the following project data:
For partially implemented features, just a list of which stories to include;
An estimate of the team’s velocity, also provided as a triplet {best case, likely
case, worse case}. For example, the team expects to deliver about 40 story points
per sprint but believe that they might be able to do as much as 60. At a
minimum, they can be counted on to deliver 25. In this case, the velocity would
be entered as the triplet {25, 50, 60}.
The number of weeks in the plan;
After specifying size, velocity and project data, one can then use BAP to generate the
likelihood of successful completion for different scenarios, combinations of features and,
if entered, stories per feature. Figures 1, 2, 3 are examples of different scenarios.
To specify more than one scenario, one would enter:
1) A list of scenarios;
2) For each scenario, which features to include and which to exclude;
10. Murray Cantor, Ph.D. BAP for Release Planning December 2015
Murray Cantor, Ph.D.
mcantor@murraycantor.com
(781) 801-9510
Page 10 of 13
3) If features are decomposed, for each scenario and feature, which stories to
include and exclude;
Release Planning and Tracking
Unlike most parameter-based estimation tools, BAP is useful throughout the lifecycle of
the program:
Early planning
It is often important to make planning decisions about a feature without
investing the time and effort for the feature decomposition. Using the Hubbard-
based techniques and the undecomposed version of BAP, one can get a good-
enough estimate on the long-term prospects of delivering a set of large features
and perhaps decide which ones warrant further decomposition. For example,
one might discover a desired feature is an even bet, but the safe bet is far too late.
In short, there is a lot of uncertainty. In this case, you might decide to invest in
the decomposition to reduce the uncertainty to make a more-informed decision.
Detailed planning
In shorter-term release plans (i.e. 3 to 6 months), you may have to select from a
backlog of decomposed features. As discussed above, in this case, the decision of
what features to include should be based on the business’ risk appetite and the
criticality of the features. Detailed plans can include partial delivery of a feature
by choosing a subset of the stories.
Marking progress
In a well-managed Agile effort, the odds of completing on-time should improve.
Once the release is underway, BAP can and should be applied to see if the bets’
odds are increasing for making the delivery date.
In well-managed innovation-oriented programs, one should expect the width of the
red/green to narrow, reflecting the certainty that comes from learning. An example of
the BAP output for a well-run project can be seen in figure 4. In this example, the team
decided to take on a risky, but high value, project. By identifying and working off the
riskier items (those with widest triplet), they were able to improve the bet by the end of
sprint 2. Continuing in the same manner, they removed the risk by the end of sprint 4.
11. Murray Cantor, Ph.D. BAP for Release Planning December 2015
Murray Cantor, Ph.D.
mcantor@murraycantor.com
(781) 801-9510
Page 11 of 13
These charts can be used to effectively communicate the actual status of the project to
Management and avoiding the ‘green–green–green–red’ anti-pattern. This anti-pattern
consists of the team taking on the less risky stories early, the low hanging fruit, to show
progress. They report ‘green’ status at each review. When they finally get to the risky
stories toward the end of the project, they suddenly have to go red. By then, it is too late
for the business to adjust easily. A bad time is had by all.
Figure 4: An example of the BAP output after several sprints of a project.
Adopting BAP
BAP is available as a standalone Web service or in conjunction with a broader release
planning consulting engagement.
12. Murray Cantor, Ph.D. BAP for Release Planning December 2015
Murray Cantor, Ph.D.
mcantor@murraycantor.com
(781) 801-9510
Page 12 of 13
The BAP Service
Once subscribed to the Web service, the client uploads an Excel spreadsheet with the
inputs described above, and various alternative scenarios. The service returns the
Red/Green/Betting diagrams as shown in the various figures above as .pdf files. It also
returns a workbook with the Scenarios Summary statistics and Weeks-late distribution.
Contact Murray at mcantor@murraycantor.com.
Release Planning Consulting
While BAP is a standalone service, one of its advantages is that it implements release
planning best practices, such as:
Maintaining a backlog of features of stories;
Sizings with uncertainties;
Tracking the teams’ velocity;
Communicating clearly the risks and status of the release;
I provide release-planning services to help organizations plan for and take full
advantage of the power of BAP. Release planning engagements initially begin with
interaction and reporting as described above under The BAP Service. As with all
consulting engagements, the objective is knowledge transfer and empowerment for my
clients.
Once the decision to adopt BAP for Release Planning is made, the next task is to
integrate the tool and its use into the organization’s release-planning process and
infrastructure.
The engagement often begins with a one-day workshop with the goal of embedding the
use of BAP in the organization’s day-to-day release planning. At the end of the
workshop, the organization and my team will have defined a plan to customize BAP,
develop the BAP-enabled release-planning workflow to populate the model, develop the
release-plan alternatives, generate the reports to support the process and train the staff.
The specific workshop topics include:
13. Murray Cantor, Ph.D. BAP for Release Planning December 2015
Murray Cantor, Ph.D.
mcantor@murraycantor.com
(781) 801-9510
Page 13 of 13
Review of the organization’s release-planning process;
Use of the BAP report in the process;
Presentation of scenario building;
Development of the specific workflow;
Review of needed and available data;