This document discusses project planning and management for systems analysis and design projects. It covers the principles of project management, including why many IT projects fail and the importance of effective project managers. It describes the core processes of identifying problems, obtaining approval, and planning and monitoring projects. Key activities covered include developing a system vision document, estimating timelines, costs and benefits, and conducting a cost/benefit analysis to obtain approval for a new project. The document also discusses the Project Management Body of Knowledge and the differences between traditional and Agile project management approaches.
Here are the slides from the Kanban Coaching Exchange talk from Daidree Tofano. In this talk she talks about coaching leaders. Please see the you tube channel if you wish to watch the video.
The document provides information on using Atlassian JIRA and GreenHopper for agile project management. It describes GreenHopper as a plugin for JIRA that allows issues in JIRA to be displayed and organized in different modes for planning, work, and reporting. It then covers how to use GreenHopper for Scrum and Kanban workflows, including configuring boards, columns, statuses and versions to support agile planning, tracking and reporting.
Postgresql 12 streaming replication holVijay Kumar N
This is a step by step hands on lab for PostgreSQL 12 , setup of replication, replication slot, failover (promoting) to standby as new master cluster and also covering the scenario where old master has to be reinstated using the utility "pg_rewind"
This document discusses transitioning from a business analyst to a project manager. It begins by outlining the key differences between BAs and PMs, noting that PMs focus on activities like planning and risk management, while BAs recommend solutions. The document then shares lessons learned from the author's experience as a BA, including the importance of understanding both business and technology needs. It also discusses challenges of being a PM, such as managing stakeholders and communicating issues. Finally, it provides tips for transitioning to a PM role, like getting a coach, involving the team in planning, and properly managing issues and risks.
This document provides instructions for adding a project milestone tracking table to JIRA issues using the Table Grid Editor add-on. It includes steps to add a custom field, configure the table grid with columns like internal milestone, planned and actual start dates, and comments. It also explains how to define column properties and find projects starting late using filters and a JQL query to access the table grid data.
In this Business Analysis Training session, you will learn, basics of Business Analysis. Topics covered in this session are:
Introduction to Business Analysis
• What is a Project?
• Business Process – What and Why?
• Who is a Project Manager?
• Who is a Business Analyst?
• What is Business Analysis and why is it important?
• Roles, Responsibilities and necessary Skills for a Business Analyst
To learn more about this course, visit this link: https://www.mindsmapped.com/courses/business-analysis/foundation-level-business-analyst-training/
Scrum is an agile framework that focuses on rapid delivery of working software in short cycles called sprints. It consists of self-organizing cross-functional teams, regular sprints with daily stand-ups, and artifacts like a product backlog, sprint backlog, and burn-down charts. The product owner prioritizes the backlog, the scrum master facilitates the process, and teams work to complete items in sprints usually 2-4 weeks long. Scrum enables rapid, flexible response to change through inspection and adaptation at the end of each sprint.
Kanban is a scheduling and inventory control system used in lean manufacturing that focuses on limiting work-in-progress. It was developed by Toyota to improve production flow and involves visualizing and limiting work, continuously improving processes, and focusing on smooth workflow. Kanban boards make work visible and help teams collaborate to improve communication, identify issues, and empower self-managed processes.
Here are the slides from the Kanban Coaching Exchange talk from Daidree Tofano. In this talk she talks about coaching leaders. Please see the you tube channel if you wish to watch the video.
The document provides information on using Atlassian JIRA and GreenHopper for agile project management. It describes GreenHopper as a plugin for JIRA that allows issues in JIRA to be displayed and organized in different modes for planning, work, and reporting. It then covers how to use GreenHopper for Scrum and Kanban workflows, including configuring boards, columns, statuses and versions to support agile planning, tracking and reporting.
Postgresql 12 streaming replication holVijay Kumar N
This is a step by step hands on lab for PostgreSQL 12 , setup of replication, replication slot, failover (promoting) to standby as new master cluster and also covering the scenario where old master has to be reinstated using the utility "pg_rewind"
This document discusses transitioning from a business analyst to a project manager. It begins by outlining the key differences between BAs and PMs, noting that PMs focus on activities like planning and risk management, while BAs recommend solutions. The document then shares lessons learned from the author's experience as a BA, including the importance of understanding both business and technology needs. It also discusses challenges of being a PM, such as managing stakeholders and communicating issues. Finally, it provides tips for transitioning to a PM role, like getting a coach, involving the team in planning, and properly managing issues and risks.
This document provides instructions for adding a project milestone tracking table to JIRA issues using the Table Grid Editor add-on. It includes steps to add a custom field, configure the table grid with columns like internal milestone, planned and actual start dates, and comments. It also explains how to define column properties and find projects starting late using filters and a JQL query to access the table grid data.
In this Business Analysis Training session, you will learn, basics of Business Analysis. Topics covered in this session are:
Introduction to Business Analysis
• What is a Project?
• Business Process – What and Why?
• Who is a Project Manager?
• Who is a Business Analyst?
• What is Business Analysis and why is it important?
• Roles, Responsibilities and necessary Skills for a Business Analyst
To learn more about this course, visit this link: https://www.mindsmapped.com/courses/business-analysis/foundation-level-business-analyst-training/
Scrum is an agile framework that focuses on rapid delivery of working software in short cycles called sprints. It consists of self-organizing cross-functional teams, regular sprints with daily stand-ups, and artifacts like a product backlog, sprint backlog, and burn-down charts. The product owner prioritizes the backlog, the scrum master facilitates the process, and teams work to complete items in sprints usually 2-4 weeks long. Scrum enables rapid, flexible response to change through inspection and adaptation at the end of each sprint.
Kanban is a scheduling and inventory control system used in lean manufacturing that focuses on limiting work-in-progress. It was developed by Toyota to improve production flow and involves visualizing and limiting work, continuously improving processes, and focusing on smooth workflow. Kanban boards make work visible and help teams collaborate to improve communication, identify issues, and empower self-managed processes.
Building Active Directory Monitoring with Telegraf, InfluxDB, and GrafanaBoni Yeamin
Building Active Directory Monitoring with Telegraf, InfluxDB, and Grafana: A Brief Overview
Active Directory (AD) Monitoring is essential for maintaining network security, performance, and compliance. One powerful approach to achieve this is by utilizing the combination of Telegraf, InfluxDB, and Grafana.
Telegraf: Data Collection
Telegraf acts as a versatile data collector, capable of retrieving various metrics from your AD environment. It offers a range of plugins to monitor AD-related parameters, including event logs, replication status, user activity, and more. Telegraf gathers these metrics and prepares them for further processing.
InfluxDB: Data Storage
InfluxDB serves as a robust time-series database, designed to handle high-frequency data updates. It's an ideal choice for storing the metrics collected by Telegraf. The schemaless architecture accommodates evolving data requirements. Metrics are stored with timestamps, making historical analysis and trend identification seamless.
Grafana: Data Visualization
Grafana excels in turning data into meaningful insights. It connects to InfluxDB and transforms raw metrics into interactive, visually appealing dashboards. You can design custom visualizations, such as line charts for monitoring replication status, gauges for real-time user login activity, and tables for critical event logs. Alerts can also be set up to notify administrators of anomalies.
Scrum is a framework for project management developed by Ken Schwaber and Jeff Sutherland. It is lightweight, simple, and difficult to master. Scrum uses self-organizing cross-functional teams, sprints, daily stand-ups, and artifacts like product backlogs and sprint backlogs. The goals are transparency, inspection, and adaptation. Scrum aims to deliver working software frequently through short development cycles and continuous improvement.
O documento discute melhorias de performance no MySQL 5.6, incluindo: (1) melhorias no otimizador para lidar com subqueries e ordenação de arquivos; (2) novas funcionalidades como thread pool plug-in e performance schema; (3) dicas de tuning do servidor MySQL, como configuração de hardware e variáveis.
The document provides an overview of the Agile SCRUM methodology. It defines Agile as lightweight iterative software development processes that emphasize collaboration and adaptation over rigid planning. Scrum is introduced as one of the most commonly used Agile frameworks. Key Scrum components are summarized as roles like Product Owner and Scrum Master, ceremonies like sprint planning and review meetings, and artifacts like the product and sprint backlogs. The document outlines the Scrum process, history, characteristics, and pros and cons.
BABOK Summer Bootcamp - Chapter 3: Business Analysis Planning & MonitoringIIBA UK Chapter
Pierre's Restaurant is a popular French restaurant that currently takes reservations by phone, with owner Mr. Pierre recording the bookings in a paper diary, but the phone line is often busy and he wants to expand operations by opening for lunch; in response, Mr. Pierre has decided to invest in an online booking system to reduce phone calls and provide customers an alternative way to book that will still enable him and his staff to perform necessary functions like checking special diets and creating seating plans.
Life cycle of user story: Outside-in agile product management & testing, or...Ravi Tadwalkar
It has always been my pleasure and fun to facilitate workshops for PM (product management) community at and outside Cisco, although this was first time I did a BDD workshop with PMs alone. And I realized today how PayPal has been a really great venue for SVPMA annual product camp "unconference" for 1k+ PMs with 550 waitlisted this year! I look forward to this event every year now...huge success!
Abstract:
As Product Owners and Managers are driving innovation thru' those fuzzy ideas in terms of scenarios, testers have always been thinking about those in form of test cases which take form of acceptance criteria for those scenarios. When you talk about those scenarios to your teams or even peers, you see those diverging ideas converging to something concrete.
That's how BDD helps you shape that idea. That fuzzy scenario, when validated thru' an engineering "spike", can be useful for product management MRD/PRD/use-case-models/stories...whatever it is that you want to use to drive product development.
And this is where Agile Tester role begins! So instead of doing top-down or bottoms-up product management & testing, try this outside-in approach. Go for it!
My workshop on BDD is about what I term as "Outside-in agile product management". To understand what I really mean by that, here is my slideshare presentation used rarely when teaching from the back of the class during this hyper-interactive workshop.
In this quality assurance training session, you will learn JIRA. Topics covered in this course are:
• What is JIRA?
• JIRA Scheme
• JIRA Issues & Types
• Issue Types
• JIRA Components
• Priority
• Jira Workflow
TO know more, visit this link: https://www.mindsmapped.com/courses/quality-assurance/get-practical-training-on-software-testing-quality-assurance-qa/
Agile software development is an iterative approach that emphasizes collaboration between self-organizing teams. It promotes adaptive planning, evolutionary development, and rapid response to change. Key characteristics include breaking work into small increments, short iterations of 1-4 weeks with full development cycles, cross-functional teams without hierarchy, and face-to-face communication. Agile differs from traditional methods by focusing more on collaboration and working software than documentation. Common challenges to adopting agile include getting individuals to work as cohesive teams and increasing transparency.
This document discusses advanced features in JIRA and Confluence. It covers JQL (JIRA Query Language) for advanced searching in JIRA using fields, operators, values and keywords. It also discusses filters for saving queries and email reports. For Confluence, it discusses macros for expanding page capabilities and including things like attachments and code blocks. It also covers JIRA reports that can be included in Confluence pages like change logs and status reports.
Introduction to Agile Estimation & PlanningAmaad Qureshi
Presented by Natasha Hill & Amaad Qureshi
In this session, we will be covering the techniques of estimating Epics, Features and User Stories on an Agile project and then of creating iteration and release plans from these artefacts.
Agenda
1. Why traditional estimation approaches fail
2. What makes a good Agile Estimating and Planning approach.
3. Story points vs. Ideal Days
4. Estimating product backlog items with Planning Poker
5. Iteration planning - looking ahead and estimating no more than a few week ahead.
6. Release planning - creating a longer term plan, typically looking ahead, 3-6 months
7. Q&A
Nailing Measurement: a Framework for Measuring Metrics that MatterAtlassian
When it comes to designing apps and new features, we just can't get enough of metrics. In an age where we can collect data from almost anything, how can we cut through the noise and focus on the right metrics to measure the success and failures of the apps that we’re building?
Join Atlassian Product Manager Josephine Lee as she delves through what exactly makes a good metric. Throughout the talk, we’ll walk through real Atlassian examples of good and bad metrics. By exploring a framework for measurement, we’ll cover detailed features that showcase how best to measure and choose the right set of success, supportive, and counter metrics.
You'll walk away with tips and learnings from Atlassian’s approach to measuring success, and learn how to use data and metrics to inspire action in your apps.
This one is about advanced indexing in PostgreSQL. It guides you through basic concepts as well as through advanced techniques to speed up the database.
All important PostgreSQL Index types explained: btree, gin, gist, sp-gist and hashes.
Regular expression indexes and LIKE queries are also covered.
Scrum role introduction – the scrum masterLê Trọng-Hiệp
This document discusses the role of the Scrum Master. It provides an overview of the Scrum Master's responsibilities which include removing impediments, facilitating meetings like the daily scrum, and ensuring the team follows the Scrum process. It also gives examples of scenarios a Scrum Master may face and how they could address them, such as a team member being late or a team not being on track to finish a sprint. The document recommends tools a Scrum Master can use to help guide their work, like a checklist to review how the team and product owner are adhering to Scrum practices.
The Essence of Sprint Planning : Presented by Sprint PlanningoGuild .
This document outlines an effective approach to sprint planning in agile software development. It discusses the need for sprint planning to balance predictability and adaptability. The key steps in sprint planning are explained as understanding stories, selecting stories for a sprint, planning each story, and closing the sprint planning. Challenges that can occur are also presented. Effective sprint planning helps teams achieve the benefits of agility through progressive planning, early and frequent releases, limiting work in progress, and collaboration.
Fundamental modeling constructs of BPMN 2.0 - Activity, Gateway, Sequence Flow, Pool and Lane. Part of the Business Process Management coursework at Stevens Institute of Technology.
It is the team who does all the work. Team is self-organising. Team decides and plans. So what is the role of scrum master? Is it a full time role? How is it different from a project manager? Can a project lead or manager be a scrum master? It is probably the least understood and the most abused role in scrum. Let's explore these points in details further on April 10, 3:00 PM.
3 Roles in Scrum
Role of scrum master
Challenges of a scrum master
Skills, Knowledge & mindset required
Full time or part time?
Future career path of scrum master
Benefits:
Uncover the true role of a scrum master which is that of a facilitator, protector, negotiator and a coach.
Understand the true meaning of coaching.
Learn how scrum master can coach the team.
Understand the skills, knowledge and mindset required as a scrum master.
Perform better as a scrum master by getting introduced to some magical techniques and fad words like gamestorming, innovation games and visual thinking to facilitate collaborative decision making.
Learn points which you can use to make people understand the vital role a scrum master plays.
Appreciate the difference between project manager and a scrum master.
Learn who can be a good scrum master.
Attend the webinar and separate yourself from the crazy herd of people blindly accepting or discarding the role of scrum master!!
1) Behaviour-driven development (BDD) is an agile methodology that focuses on delivering working, tested software through collaboration between developers, testers and stakeholders.
2) BDD implements an application by describing its behavior through features and scenarios written from the perspective of stakeholders. Stories, acceptance criteria, executable examples and other tools are used to define requirements and guide development.
3) BDD aims to produce software that provides tangible value to stakeholders by being delivered incrementally, being easy to deploy and manage, and by adapting quickly to feedback through frequent testing and deployment.
Navigating Transactions: ACID Complexity in Modern DatabasesShivji Kumar Jha
Transactions are anything but straightforward, with each database vendor offering its unique interpretation of the term. By scrutinising the internal architectures of these databases, engineers can gain valuable insights, enabling them to write more stable applications.This talk explores the intricacies of transactions, focusing on modern databases. Delving into distributed transactions, we discuss network challenges and cloud deployments in the contemporary era. The session provides a concise examination of the internal architectures of cloud-scale, multi-tenant databases such as Spanner, DynamoDB, and Amazon Aurora.
Presented on Oct 28, 2014 at the Greater Atlanta Chapter IIBA.
People seek to make connections of items to make sense of them in a larger context. As children (or adults), we connect the dots to form a picture of something recognizable. As a business analyst, we connect requirements and other analysis outputs to get the bigger picture of an initiative and to check the completeness of our work.
We will explore how IIBA® has defined requirement traceability, how traceability works, and the benefits of the practice to the current project and future analysis.
Introduction to JIRA & Agile Project ManagementDan Chuparkoff
This document provides an introduction to using JIRA for agile project management. It discusses key concepts like defining tasks, estimating task effort in story points, and using JIRA's agile tools like boards and burndowns. Screenshots show how to create and manage tasks in JIRA's different modes for Scrum and Kanban workflows.
The document discusses the Unified Process (UP) as an iterative and adaptive system development methodology. It describes the traditional predictive systems development life cycle and explains when an adaptive approach may be better. The UP uses four phases of iterative development. It also describes object-oriented concepts, system development models, tools, and techniques that are part of the UP methodology.
The document discusses using UML (Unified Modeling Language) diagrams to aid in database design specification. It provides an overview of UML, describes common UML diagrams like use case diagrams, class diagrams, sequence diagrams, and state diagrams. An example of modeling a hotel reservation system is also presented to demonstrate how to implement UML diagrams.
Building Active Directory Monitoring with Telegraf, InfluxDB, and GrafanaBoni Yeamin
Building Active Directory Monitoring with Telegraf, InfluxDB, and Grafana: A Brief Overview
Active Directory (AD) Monitoring is essential for maintaining network security, performance, and compliance. One powerful approach to achieve this is by utilizing the combination of Telegraf, InfluxDB, and Grafana.
Telegraf: Data Collection
Telegraf acts as a versatile data collector, capable of retrieving various metrics from your AD environment. It offers a range of plugins to monitor AD-related parameters, including event logs, replication status, user activity, and more. Telegraf gathers these metrics and prepares them for further processing.
InfluxDB: Data Storage
InfluxDB serves as a robust time-series database, designed to handle high-frequency data updates. It's an ideal choice for storing the metrics collected by Telegraf. The schemaless architecture accommodates evolving data requirements. Metrics are stored with timestamps, making historical analysis and trend identification seamless.
Grafana: Data Visualization
Grafana excels in turning data into meaningful insights. It connects to InfluxDB and transforms raw metrics into interactive, visually appealing dashboards. You can design custom visualizations, such as line charts for monitoring replication status, gauges for real-time user login activity, and tables for critical event logs. Alerts can also be set up to notify administrators of anomalies.
Scrum is a framework for project management developed by Ken Schwaber and Jeff Sutherland. It is lightweight, simple, and difficult to master. Scrum uses self-organizing cross-functional teams, sprints, daily stand-ups, and artifacts like product backlogs and sprint backlogs. The goals are transparency, inspection, and adaptation. Scrum aims to deliver working software frequently through short development cycles and continuous improvement.
O documento discute melhorias de performance no MySQL 5.6, incluindo: (1) melhorias no otimizador para lidar com subqueries e ordenação de arquivos; (2) novas funcionalidades como thread pool plug-in e performance schema; (3) dicas de tuning do servidor MySQL, como configuração de hardware e variáveis.
The document provides an overview of the Agile SCRUM methodology. It defines Agile as lightweight iterative software development processes that emphasize collaboration and adaptation over rigid planning. Scrum is introduced as one of the most commonly used Agile frameworks. Key Scrum components are summarized as roles like Product Owner and Scrum Master, ceremonies like sprint planning and review meetings, and artifacts like the product and sprint backlogs. The document outlines the Scrum process, history, characteristics, and pros and cons.
BABOK Summer Bootcamp - Chapter 3: Business Analysis Planning & MonitoringIIBA UK Chapter
Pierre's Restaurant is a popular French restaurant that currently takes reservations by phone, with owner Mr. Pierre recording the bookings in a paper diary, but the phone line is often busy and he wants to expand operations by opening for lunch; in response, Mr. Pierre has decided to invest in an online booking system to reduce phone calls and provide customers an alternative way to book that will still enable him and his staff to perform necessary functions like checking special diets and creating seating plans.
Life cycle of user story: Outside-in agile product management & testing, or...Ravi Tadwalkar
It has always been my pleasure and fun to facilitate workshops for PM (product management) community at and outside Cisco, although this was first time I did a BDD workshop with PMs alone. And I realized today how PayPal has been a really great venue for SVPMA annual product camp "unconference" for 1k+ PMs with 550 waitlisted this year! I look forward to this event every year now...huge success!
Abstract:
As Product Owners and Managers are driving innovation thru' those fuzzy ideas in terms of scenarios, testers have always been thinking about those in form of test cases which take form of acceptance criteria for those scenarios. When you talk about those scenarios to your teams or even peers, you see those diverging ideas converging to something concrete.
That's how BDD helps you shape that idea. That fuzzy scenario, when validated thru' an engineering "spike", can be useful for product management MRD/PRD/use-case-models/stories...whatever it is that you want to use to drive product development.
And this is where Agile Tester role begins! So instead of doing top-down or bottoms-up product management & testing, try this outside-in approach. Go for it!
My workshop on BDD is about what I term as "Outside-in agile product management". To understand what I really mean by that, here is my slideshare presentation used rarely when teaching from the back of the class during this hyper-interactive workshop.
In this quality assurance training session, you will learn JIRA. Topics covered in this course are:
• What is JIRA?
• JIRA Scheme
• JIRA Issues & Types
• Issue Types
• JIRA Components
• Priority
• Jira Workflow
TO know more, visit this link: https://www.mindsmapped.com/courses/quality-assurance/get-practical-training-on-software-testing-quality-assurance-qa/
Agile software development is an iterative approach that emphasizes collaboration between self-organizing teams. It promotes adaptive planning, evolutionary development, and rapid response to change. Key characteristics include breaking work into small increments, short iterations of 1-4 weeks with full development cycles, cross-functional teams without hierarchy, and face-to-face communication. Agile differs from traditional methods by focusing more on collaboration and working software than documentation. Common challenges to adopting agile include getting individuals to work as cohesive teams and increasing transparency.
This document discusses advanced features in JIRA and Confluence. It covers JQL (JIRA Query Language) for advanced searching in JIRA using fields, operators, values and keywords. It also discusses filters for saving queries and email reports. For Confluence, it discusses macros for expanding page capabilities and including things like attachments and code blocks. It also covers JIRA reports that can be included in Confluence pages like change logs and status reports.
Introduction to Agile Estimation & PlanningAmaad Qureshi
Presented by Natasha Hill & Amaad Qureshi
In this session, we will be covering the techniques of estimating Epics, Features and User Stories on an Agile project and then of creating iteration and release plans from these artefacts.
Agenda
1. Why traditional estimation approaches fail
2. What makes a good Agile Estimating and Planning approach.
3. Story points vs. Ideal Days
4. Estimating product backlog items with Planning Poker
5. Iteration planning - looking ahead and estimating no more than a few week ahead.
6. Release planning - creating a longer term plan, typically looking ahead, 3-6 months
7. Q&A
Nailing Measurement: a Framework for Measuring Metrics that MatterAtlassian
When it comes to designing apps and new features, we just can't get enough of metrics. In an age where we can collect data from almost anything, how can we cut through the noise and focus on the right metrics to measure the success and failures of the apps that we’re building?
Join Atlassian Product Manager Josephine Lee as she delves through what exactly makes a good metric. Throughout the talk, we’ll walk through real Atlassian examples of good and bad metrics. By exploring a framework for measurement, we’ll cover detailed features that showcase how best to measure and choose the right set of success, supportive, and counter metrics.
You'll walk away with tips and learnings from Atlassian’s approach to measuring success, and learn how to use data and metrics to inspire action in your apps.
This one is about advanced indexing in PostgreSQL. It guides you through basic concepts as well as through advanced techniques to speed up the database.
All important PostgreSQL Index types explained: btree, gin, gist, sp-gist and hashes.
Regular expression indexes and LIKE queries are also covered.
Scrum role introduction – the scrum masterLê Trọng-Hiệp
This document discusses the role of the Scrum Master. It provides an overview of the Scrum Master's responsibilities which include removing impediments, facilitating meetings like the daily scrum, and ensuring the team follows the Scrum process. It also gives examples of scenarios a Scrum Master may face and how they could address them, such as a team member being late or a team not being on track to finish a sprint. The document recommends tools a Scrum Master can use to help guide their work, like a checklist to review how the team and product owner are adhering to Scrum practices.
The Essence of Sprint Planning : Presented by Sprint PlanningoGuild .
This document outlines an effective approach to sprint planning in agile software development. It discusses the need for sprint planning to balance predictability and adaptability. The key steps in sprint planning are explained as understanding stories, selecting stories for a sprint, planning each story, and closing the sprint planning. Challenges that can occur are also presented. Effective sprint planning helps teams achieve the benefits of agility through progressive planning, early and frequent releases, limiting work in progress, and collaboration.
Fundamental modeling constructs of BPMN 2.0 - Activity, Gateway, Sequence Flow, Pool and Lane. Part of the Business Process Management coursework at Stevens Institute of Technology.
It is the team who does all the work. Team is self-organising. Team decides and plans. So what is the role of scrum master? Is it a full time role? How is it different from a project manager? Can a project lead or manager be a scrum master? It is probably the least understood and the most abused role in scrum. Let's explore these points in details further on April 10, 3:00 PM.
3 Roles in Scrum
Role of scrum master
Challenges of a scrum master
Skills, Knowledge & mindset required
Full time or part time?
Future career path of scrum master
Benefits:
Uncover the true role of a scrum master which is that of a facilitator, protector, negotiator and a coach.
Understand the true meaning of coaching.
Learn how scrum master can coach the team.
Understand the skills, knowledge and mindset required as a scrum master.
Perform better as a scrum master by getting introduced to some magical techniques and fad words like gamestorming, innovation games and visual thinking to facilitate collaborative decision making.
Learn points which you can use to make people understand the vital role a scrum master plays.
Appreciate the difference between project manager and a scrum master.
Learn who can be a good scrum master.
Attend the webinar and separate yourself from the crazy herd of people blindly accepting or discarding the role of scrum master!!
1) Behaviour-driven development (BDD) is an agile methodology that focuses on delivering working, tested software through collaboration between developers, testers and stakeholders.
2) BDD implements an application by describing its behavior through features and scenarios written from the perspective of stakeholders. Stories, acceptance criteria, executable examples and other tools are used to define requirements and guide development.
3) BDD aims to produce software that provides tangible value to stakeholders by being delivered incrementally, being easy to deploy and manage, and by adapting quickly to feedback through frequent testing and deployment.
Navigating Transactions: ACID Complexity in Modern DatabasesShivji Kumar Jha
Transactions are anything but straightforward, with each database vendor offering its unique interpretation of the term. By scrutinising the internal architectures of these databases, engineers can gain valuable insights, enabling them to write more stable applications.This talk explores the intricacies of transactions, focusing on modern databases. Delving into distributed transactions, we discuss network challenges and cloud deployments in the contemporary era. The session provides a concise examination of the internal architectures of cloud-scale, multi-tenant databases such as Spanner, DynamoDB, and Amazon Aurora.
Presented on Oct 28, 2014 at the Greater Atlanta Chapter IIBA.
People seek to make connections of items to make sense of them in a larger context. As children (or adults), we connect the dots to form a picture of something recognizable. As a business analyst, we connect requirements and other analysis outputs to get the bigger picture of an initiative and to check the completeness of our work.
We will explore how IIBA® has defined requirement traceability, how traceability works, and the benefits of the practice to the current project and future analysis.
Introduction to JIRA & Agile Project ManagementDan Chuparkoff
This document provides an introduction to using JIRA for agile project management. It discusses key concepts like defining tasks, estimating task effort in story points, and using JIRA's agile tools like boards and burndowns. Screenshots show how to create and manage tasks in JIRA's different modes for Scrum and Kanban workflows.
The document discusses the Unified Process (UP) as an iterative and adaptive system development methodology. It describes the traditional predictive systems development life cycle and explains when an adaptive approach may be better. The UP uses four phases of iterative development. It also describes object-oriented concepts, system development models, tools, and techniques that are part of the UP methodology.
The document discusses using UML (Unified Modeling Language) diagrams to aid in database design specification. It provides an overview of UML, describes common UML diagrams like use case diagrams, class diagrams, sequence diagrams, and state diagrams. An example of modeling a hotel reservation system is also presented to demonstrate how to implement UML diagrams.
The document discusses object-oriented requirements analysis and modeling techniques using the Unified Modeling Language (UML). It describes how use case diagrams, use case descriptions, activity diagrams, system sequence diagrams, and state machine diagrams are used together to define functional requirements from the user perspective and model object behavior. The relationships between these object-oriented requirements models provide a complete specification of system requirements using an iterative approach.
This chapter discusses approaches to system development, including the systems development life cycle (SDLC) and methodologies. It describes both predictive and adaptive approaches to the SDLC, and compares traditional sequential models to iterative models. The chapter also covers the support phase, system development methodologies and models, structured versus object-oriented approaches, and agile development principles.
The document describes the traditional structured approach to systems design. This includes using data flow diagrams with system boundaries to partition processes. Designers then describe the processes using structured models like system flowcharts, structure charts, and pseudocode. Structure charts can be developed through transaction and transform analysis and may follow a three-layer architecture. The structured design approach aims to produce modular and cohesive system designs.
The document discusses the role of the systems analyst as a business problem solver. The analyst's chief tasks are to define problems and outline solutions. They develop system requirements, designs, and models to provide alternatives that are consistent with corporate strategies. The analyst works within an environment that involves many types of technologies and locations. They must maintain integrity, ethics, and confidentiality. Analysts may also advise on strategic issues and projects like enterprise resource planning.
The document discusses using object-oriented analysis (OOA) to define system requirements through modeling. It describes using use case diagrams, system sequence diagrams, class diagrams, and statechart diagrams to capture requirements from different perspectives. The key models are use cases defining system processes and interactions, class diagrams identifying object structures, and statecharts describing object behaviors and status changes. Integrating these models provides a comprehensive yet divided view of the system requirements.
The document describes the requirements discipline which focuses on gathering information to define functional and non-functional system requirements through various techniques like interviews, observation, and prototypes. It discusses different types of models used like mathematical, descriptive, and graphical models including UML diagrams to reduce complexity and communicate requirements. Validation of requirements is done through prototypes or structured walkthroughs to ensure accuracy.
This chapter discusses systems design and the major design activities involved in systems development. It outlines the difference between systems analysis and systems design, and describes the key design activities which include designing the environment, application architecture, user interfaces, system interfaces, database, and security controls. The chapter also covers designing for internal deployment on a local network as well as external deployment over the internet, and various hosting alternatives for internet deployment.
This chapter provides an overview of systems analysis and design. It discusses the systems development lifecycle and iterative development approaches. As an example, it walks through planning the initial iteration of developing a tradeshow system for Ridgeline Mountain Outfitters. Key activities covered in the iteration include identifying the problem, planning the project, analyzing requirements through use cases and class diagrams, designing system components like the user interface and database, and architectural designs. The chapter covers the core processes of systems analysis, design, and project planning.
The document discusses identifying requirements for a system by analyzing events, use cases, and problem domain classes. It explains how to identify events and decompose them into use cases, and identify problem domain classes from nouns mentioned. It also covers modeling these using UML class diagrams, including attributes, associations, hierarchies, and matrices to define requirements.
This chapter discusses user and system interfaces in systems analysis and design. It describes the difference between user interfaces, which involve direct human interaction, and system interfaces, which require minimal human intervention. Guidelines are provided for designing usable user interfaces, including consistency, feedback, and reducing memory loads. Use cases and storyboards help design system dialogs. The chapter also covers identifying system inputs and outputs, and guidelines for designing reports and other outputs that will be easy for users to understand.
The document discusses the key activities and deliverables of the inception phase of a project using the Unified Process (UP) methodology. The inception phase involves identifying business needs, creating a system vision, developing preliminary schedules and budgets, and performing initial risk analysis. Key tasks include developing a work breakdown structure, using tools like Microsoft Project to create a project schedule, and conducting a cost/benefit analysis to evaluate the financial feasibility of the project. The inception phase establishes the foundation for further iterations in developing the software system.
System Analysis and Design 6th edition chapter 14Matthew McKenzie
This chapter discusses current trends in systems analysis and design methodologies, technologies, and applications. It outlines three influential agile methodologies: the Unified Process (UP), Extreme Programming (XP), and Scrum. The UP uses iterative development, UML modeling, and defines phases and disciplines. XP is based on core values like communication and focuses on practices like pair programming and testing. Scrum uses sprints, daily scrums, and product backlogs to iteratively develop software. Emerging trends in devices, software deployment, and web applications are also discussed.
Dokumen tersebut membahas beberapa metode untuk menyelesaikan masalah keputusan dengan alternatif terbatas, seperti tabel keputusan, pohon keputusan, dan metode Multi Attribute Decision Making (MADM) seperti Simple Additive Weighting dan Weighted Product untuk perankingan alternatif.
The document discusses decision making and decision support systems. It covers Simon's four phases of decision making: intelligence, design, choice, and implementation. It also discusses how decision support systems can support each phase of the decision making process through tools like data mining, OLAP, expert systems, modeling, and knowledge management systems. Finally, it covers some factors that affect human decision making like personality, gender, cognitive styles, and individual decision styles.
The document discusses management support systems and decision support systems. It defines key concepts like decision making, decision support systems, and different types of decision support systems. It also outlines various management roles, factors affecting decision making, and technologies that support decision making processes, including management information systems, data warehousing, business intelligence, knowledge management systems, and expert systems.
The document discusses traditional systems analysis and design approaches, including data flow diagrams (DFDs). DFDs use graphical symbols to show system processes, data flows, external influences, and data stores. They can model systems at varying levels of abstraction. Each DFD component must be thoroughly defined. Additional techniques like structured English, decision tables, and object-oriented analysis may also be used. Information Engineering models can supplement DFDs to show aspects like process relationships and data access across locations. The goal is to accurately represent system requirements through comprehensive analysis models.
discuss about System system analysis, system design, system analyst's role, Development of System through analysis, SDLC, Case Tools of SAD, Implementation, etc.
Chapter06 initiating and planning systems development projectsDhani Ahmad
The document discusses the steps involved in initiating and planning a systems development project. It describes creating a project initiation team and establishing relationships with customers. Key deliverables include a Baseline Project Plan that outlines the project scope, benefits, costs, risks, and resources, as well as a Statement of Work that describes deliverables and work to be performed. Feasibility is assessed across several categories, and a cost-benefit analysis is conducted to evaluate tangible and intangible benefits and costs, as well as one-time and recurring amounts. The Baseline Project Plan and Statement of Work are reviewed using a structured walkthrough method.
Asset finance system project initiation 101. “Selecting and implementing a new asset finance system? In the second of three articles, we go back to basics to take a look at what you need to consider at the start of your project to give yourself the best chance of success.” This has necessarily been a brief look at Project Initiation. We welcome comments and would be happy to help you get your project off to a good start.
“Selecting and implementing a new asset finance system? In the second of three articles, we go back to basics to take a look at what you need to consider at the start of your project to give yourself the best chance of success.”
This has necessarily been a brief look at Project Initiation. We welcome comments and would be happy to help you get your project off to a good start.
Introduction to Agile Project ManagementSemen Arslan
This document provides an overview of project management methodologies, including Waterfall, SDLC, RAD, and Agile. It discusses the key aspects of each methodology such as phases, pros and cons. The Waterfall methodology is explained in more detail covering its linear phases from requirements to maintenance. Agile project management is also summarized, outlining its key principles of focusing on customer value, working in small batches with integrated teams, and making continuous improvements. Complexity theory and how Agile projects can be viewed as complex adaptive systems is briefly introduced.
Overview Of System Development Life Cycle (SDLC)Nicole Savoie
The document discusses the system development life cycle (SDLC), which is a process used for developing systems from planning through implementation. It contains four main steps: analysis, planning, design, and implementation. During analysis, data flow diagrams are used to model the system's processes. Consistency between context and lower-level data flow diagrams is important for an easy-to-follow process model. SDLC is also used to determine how an information system can support business needs by designing, building, and delivering the system to users through the analysis, design, implementation, and testing phases. Procedure models created during analysis help define requirements graphically. Reliability of the process model is key to improving later SDLC stages.
This document discusses project management for information systems. It begins with an introduction to project management and why learning it is important. It then lists the objectives of the document, which are to explain the main tasks of project managers, introduce software project management, discuss project planning and risk management, and show how schedules are represented graphically. The document also defines what a project and project management are, and discusses the traditional approach to project management called the System Development Life Cycle (SDLC).
Process Mapping for Credit Suisse AVP Goal & Rising Star ProgramKelly Fairbairn
The document discusses using process mapping to prototype ideas. It states that prototyping creates an early version of an idea to explore it and get feedback through iterations. Process mapping shows all activities in a process through inputs, outputs, approvals and hand-offs. It is used to break down complexity, improve understanding of flows, identify issues, and facilitate communication. The document provides examples of how to create process maps using post-its and symbols. It also explains how process mapping prototypes can be used to map existing processes, consider changes, create alternative scenarios, and discuss impacts to improve understanding and identify process improvements.
This chapter discusses systems analysis activities for understanding requirements for a new Consolidated Sales and Marketing System (CSMS) project at Ridgeline Mountain Outfitters (RMO). It covers gathering information through techniques like interviews and documentation, defining functional and non-functional requirements, prioritizing requirements, and modeling workflows with activity diagrams. The CSMS project aims to upgrade and integrate RMO's existing sales and marketing systems to better support customer expectations and compete in the industry.
APSI - Analisa Perancangan Sistem InformasiFauzi Rakhman
The document discusses various topics related to systems analysis and design projects. It covers project phases like planning, analysis, design, and implementation. It discusses methodologies like prototyping and object-oriented approaches. It emphasizes that the goal is to create business value and that the systems analyst plays a key role in analyzing needs and designing solutions. Projects require identifying tasks, creating workplans, staffing roles, and controlling the project schedule and budget.
The document discusses the system development life cycle, which includes five phases: planning, analysis, design, implementation, and support. It describes the activities in each phase, including gathering requirements, designing system components, developing programs, testing the system, and training users. Project management is important throughout the life cycle to plan, schedule, and control the project. Various tools are used for modeling system processes and objects, such as data flow diagrams, entity-relationship diagrams, and data dictionaries.
This document provides an overview of the project initiation and planning process for systems development projects. It describes the key deliverables and outcomes of this process, including developing a business case, baseline project plan, and project scope statement. It also covers assessing project feasibility from economic, technical, operational, scheduling, legal and other standpoints. Methods for evaluating project benefits, costs, risks and determining economic feasibility like cost-benefit analysis are explained. The time value of money concepts and techniques for reviewing and finalizing the baseline project plan like structured walkthroughs are also outlined.
A project audit evaluates the progress and performance of a project compared to its planned objectives. It examines all aspects of a project including its management, methodology, budgets, and completion status. The audit report assesses the current status, future projections, critical tasks, risks, and lessons learned. It follows a life cycle of initiation, baseline definition, data collection, analysis, reporting, and termination. The auditor maintains independence and objectivity to truthfully evaluate the project's strengths and weaknesses.
The document discusses requirement management practices such as documenting, analyzing, tracing, prioritizing, and controlling changes to requirements. It describes key practices like creating a requirements baseline, managing requirement versions and changes, and using a requirements management tool. Requirements attributes and status tracking are important. Impact analysis is required for requirement changes. Traceability between requirements and other project artifacts is important for change management and quality.
The CTA implemented an ISO 9001 quality management system and ProjectNet, a web-based project management system, to improve efficiency in managing its multi-billion dollar capital improvement program. The systems were designed to streamline processes, focus on customer satisfaction, and enable continuous quality improvement. After implementing the systems over 12 months, the CTA received ISO 9001 certification. ProjectNet and the quality system provided benefits like reduced project durations, improved collaboration, and cost savings. Examples showed projects being completed ahead of schedule and under budget. The quality initiatives improved the CTA's capital program management and delivered benefits to citizens through more efficient transportation improvements.
The document provides an overview of the Software Development Life Cycle (SDLC), which is a process used to develop software in a logical, structured manner. It consists of six phases - system planning, system analysis, system design, system coding, system testing, and deployment and maintenance. The goal of the SDLC is to produce high-quality software that meets customer expectations with the highest quality, lowest cost, and shortest time. Each phase results in deliverables for the next phase and aims to gradually develop the system from inception of an idea through implementation and delivery.
The document summarizes the nine disciplines of the Rational Unified Process (RUP):
1) The Business Modeling Discipline involves understanding the business and domain model.
2) The Requirements Discipline involves eliciting, documenting, and agreeing on system requirements.
3) The Analysis and Design Discipline involves analyzing requirements and designing the system architecture and components.
4) The Implementation Discipline involves transforming the design into code and unit testing.
5) The Test Discipline involves defining and executing test plans and cases.
6) The Deployment Discipline involves planning and executing the system deployment.
7) The Configuration and Change Management Discipline involves managing versions and changes
System Analysis & Design (CHAPTER TWO) (1).pptAynetuTerefe2
This document discusses project management concepts related to developing information systems. It begins by explaining that while technology aspects of IS development are attractive, project management is an important skill. It then outlines the four main phases of project management: initiating, planning, executing, and closing. For each phase, it describes key elements and activities involved, such as establishing teams, defining tasks, scheduling, monitoring progress, communication, and post-project reviews. Graphical tools for representing project plans like Gantt charts are also introduced.
Lean Six Sigma is a methodology that combines Lean (focused on eliminating waste) and Six Sigma (focused on reducing variation and defects). It uses the DMAIC process - Define, Measure, Analyze, Improve, Control. Projects follow this 5 step process and are led by Black Belts and Green Belts trained in statistical quality tools. The goal is to reduce costs and improve processes, products and services by removing sources of defects and minimizing variability.
This document provides an algebra cheat sheet that summarizes many common algebraic properties, formulas, and concepts. It covers topics such as arithmetic operations, properties of inequalities and absolute value, exponent properties, factoring formulas, solving equations, graphing functions, and common algebraic errors. The cheat sheet is a concise 3-page reference for the basics of algebra.
The chapter discusses implementation and deployment activities for a new system. It covers various types of software testing including unit testing, integration testing, usability testing, system testing, and user acceptance testing. Implementation includes programming and testing, while deployment includes data conversion, training users, system testing, and deploying the final solution. Effective planning and management of implementation, testing, and deployment is also discussed.
This chapter discusses databases, database management systems, and relational databases. It covers how to design a relational database schema based on a domain model class diagram, including representing classes as tables and associations as foreign keys. The chapter also discusses database normalization, distributed database architectures, and the importance of designing integrity and security controls.
This chapter discusses extending requirements models in systems analysis and design. It describes developing use case descriptions, activity diagrams, system sequence diagrams, and state machine diagrams to provide more detail on functional requirements. The chapter aims to integrate these different modeling techniques to fully define requirements.
This chapter discusses use cases, which define the functional requirements of a system. It describes two techniques for identifying use cases: user goal technique and event decomposition technique. It also discusses use case diagrams, which graphically show use cases and their relationships to actors. The key learning objectives are to explain the importance of use cases in defining requirements and to identify use cases using various techniques.
This document discusses domain classes and domain modeling. It begins by explaining how domain classes represent "things" in the problem domain that need to be modeled by the system. Two techniques for identifying domain classes are described: brainstorming and using a noun analysis. The document then discusses how to represent domain classes and their attributes, associations, and relationships in a domain model class diagram. It provides examples of domain model class diagrams for various systems. Finally, it discusses how domain model class diagrams can be developed for subsystems of a large project and how they relate to entity-relationship diagrams.
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2. Project Planning and
Project Management
Chapter 9
Systems Analysis and Design
in a Changing World 6th Ed
Satzinger, Jackson & Burd
3. Chapter 9 Outline
Principles
of Project Management
Activities of SDLC Core Process 1:
Identify the Problem and Obtain Approval
Activities
of SDLC Core Process 2:
Plan and Monitor the Project
Systems Analysis and Design in a Changing World, 6t
3
4. Learning Objectives
Describe the factors that cause a software
development project to succeed or fail
Describe the responsibilities of a project manager
Describe the knowledge areas in the project
management body of knowledge (PMBOK)
Describe the Agile approach to the project
management knowledge areas
Explain the activities required to get a project
approved (Core Process 1)
Explain the activities required to plan and monitor
a project (Core Process 2)
Systems Analysis and Design in a Changing World, 6t
4
5. Overview
Chapter
8 covered the various alternatives
for the SDLC and approaches to
development
You should be asking yourself:
“How are all these activities coordinated?”
“How do I know which tasks to do first?”
“How is the work assigned to the different
teams and team members?”
“How do I know which parts of the new system
should be developed first?”
Systems Analysis and Design in a Changing World, 6t
5
6. Principles of Project Management:
The Need for Project Management
Standish Group CHAOS Report shows too many
IT project fail (only 32% completely successful)
Reasons for failure
Undefined project management practices
Poor IT management and poor IT procedures
Inadequate executive support for the project
Inexperienced project managers
Unclear business needs and project objectives
Inadequate user involvement
Systems Analysis and Design in a Changing World, 6t
6
7. The Role of the Project Manager
Project
Organizing and directing other people to achieve
a planned result within a predetermined schedule
and budget
The processes used to plan the project and then
to monitor and control it.
Project
Management
Manager
Great need for effective project managers
Internally managing people and resources
Externally conducting public relations
Systems Analysis and Design in a Changing World, 6t
7
8. Project Manager Responsibilities
Internal Responsibilities
Developing the project schedule
Recruiting and training team members
Assigning work to teams and team members
Assessing project risks
Monitoring and controlling project deliverables and
milestones
External Responsibilities
Reporting the project’s status and progress
Working directly with the client (the project’s sponsor) and
other stakeholders
Identifying resource needs and obtaining resources
Systems Analysis and Design in a Changing World, 6t
8
9. Additional Project Stakeholders
Client
the person or group that funds the project
Oversight
Committee
clients and key managers who review the
progress and direct the project
Users
the person or group of people who will use the
new system
Systems Analysis and Design in a Changing World, 6t
9
11. Project Management
Body of Knowledge (PMBOK)
PMPOK is organized into 9 knowledge areas:
Project Scope Management—Defining and controlling the
functions that are to be included in the system as well as the
scope of the work to be done by the project team
Project Time Management—Creating a detailed schedule of
all project tasks and then monitoring the progress of the
project against defined milestones
Project Cost Management—Calculating the initial
cost/benefit analysis and its later updates and monitoring
expenditures as the project progresses
Project Quality Management—Establishing a
comprehensive plan for ensuring quality, which includes
quality control activities for every phase of a project
Systems Analysis and Design in a Changing World, 6t
11
12. Project Management
Body of Knowledge (PMBOK)
Project Human Resource Management—Recruiting and
hiring project team members; training, motivating, and team
building; and implementing related activities to ensure a
happy, productive team
Project Communications Management—Identifying all
stakeholders and the key communications to each; also
establishing all communications mechanisms and schedules
Project Risk Management—Identifying and reviewing
throughout the project all potential risks for failure and
developing plans to reduce these risks
Project Procurement Management—Developing requests
for proposals, evaluating bids, writing contracts, and then
monitoring vendor performance
Project Integration Management—Integrating all the other
knowledge areas into one seamless whole
Systems Analysis and Design in a Changing World, 6t
12
13. Project Management and Ceremony
Ceremony
High Ceremony
The level of formality of a project; the rigor of holding meetings
and producing documentation
Meetings are often held on a predefined schedule, with specific
participants, agendas, minutes, and follow-through
Specifications are formally documented with an abundance of
diagrams and documentation and are frequently verified through
formal review meetings between developers and users.
Low Ceremony
Meetings occur in the hallway or around the water cooler.
Written documentation, formal specifications, and detailed
models are kept to a minimum
Developers and users usually work closely together on a daily
basis to define requirements and develop the system
Systems Analysis and Design in a Changing World, 6t
13
14. “Agile” Project Management
Agile Scope Management
Agile Time Management
Costs are more difficult to estimate
Agile Risk Management
Schedule must be flexible due to changes
Agile Cost Management
Scope is not well understood, but needs to be
controlled
Higher risk aspects of project are completed first
Agile Quality Management
Quality assessed after each iteration
Systems Analysis and Design in a Changing World, 6t
14
15. Activities of Core Process 1:
Identify Problem and Obtain Approval
Systems Analysis and Design in a Changing World, 6t
15
16. Identify the Problem
IS
Development Projects usually:
Respond to an opportunity
Resolve a problem
Strategic initiative
Something that provides competitive advantage
Operational issues keep coming up
User needs aren’t being met
Respond to an external directive
Legislation requires new form of reporting
Changes in tax laws or regulations
Systems Analysis and Design in a Changing World, 6t
16
17. Identify the Problem
System
Problem Description
What is the problem and idea for the solution?
System Capabilities
Vision Document
What are the capabilities the new system will have?
Helps define the scope
Business Benefits
The benefits that accrue to the organization
Tangible (in dollars) and intangible benefits
Systems Analysis and Design in a Changing World, 6t
17
19. RMO CSMS Vision Document (1)
Systems Analysis and Design in a Changing World, 6t
19
20. RMO CSMS Vision Document (2)
Systems Analysis and Design in a Changing World, 6t
20
21. RMO CSMS Vision Document (3)
Systems Analysis and Design in a Changing World, 6t
21
22. Quantify Project Approval Factors
Estimated
Time for Completion
Systems Analysis and Design in a Changing World, 6t
22
23. Quantify Project Approval Factors
Estimated
Cost for Development
Systems Analysis and Design in a Changing World, 6t
23
24. Quantify Project Approval Factors
Estimated
Cost for Support
Systems Analysis and Design in a Changing World, 6t
24
25. Quantify Project Approval Factors
Estimated
Benefits from New System
Opening up new markets with new services, products, or
locations
Increasing market share in existing markets
Enhancing cross-sales capabilities with existing customers
Reducing staff by automating manual functions or increasing
efficiency
Decreasing operating expenses, such as shipping charges for
“emergency shipments”
Reducing error rates through automated editing or validation
Reducing bad accounts or bad credit losses
Reducing inventory or merchandise losses through tighter
controls
Collecting receivables (accounts receivable) more rapidly
Systems Analysis and Design in a Changing World, 6t
25
26. Quantify Project Approval Factors
Tangible
“Dollar” Benefits
Used for Cost/Benefit Analysis--process of comparing
costs and benefits to see whether investing in a new
system will be beneficial--
Systems Analysis and Design in a Changing World, 6t
26
27. Cost/Benefit Analysis
Net
Present Value (NPV)
the present value of dollar benefits and dollar costs of
a particular investment
Payback
the time period after which the dollar benefits have
offset the dollar costs
Tangible
Period
Benefit
a benefit that can be measured or estimated in terms
of dollars
Intangible
Benefit
a benefit that accrues to an organization but that can’t
be measured quantitatively or estimated accurately
Systems Analysis and Design in a Changing World, 6t
27
28. Cost/Benefit Analysis
Use present value (after discount factor) for all
dollar values
Estimate the useful life of the system
The NPV after 5 years is $1,713,097
Payback Period is 2 years amd 128 days
Systems Analysis and Design in a Changing World, 6t
28
29. Examples of Intangible Benefits
Increased
levels of service (in ways that
can’t be measured in dollars)
Increased customer satisfaction (not
measurable in dollars)
Survival—need to do it to compete
Need to develop in-house expertise (such
as a pilot program with new technology)
Systems Analysis and Design in a Changing World, 6t
29
30. Determine Project Risk and
Feasibility
Determine the organizational risks and feasibility
Evaluate the technological risks and feasibility
Can the system be built by the team using technology
needed? Training available?
Assess the resource risks and feasibility
How well does the new system fit the organizational
culture? Risk of negative impacts?
Are the needed resources available? Skilled people?
Identify the schedule risks and feasibility
Can the system be built in the amount of time
available? Fixed Deadline?
Systems Analysis and Design in a Changing World, 6t
30
31. Review with Client and Obtain
Approval
Executive committee reviews and approves
Board must review and approve for very large
projects
Involved stakeholders need to understand what
is expected of them
IS department needs to know what to do for
staffing and support
Whole organization should be made aware of
the project and its importance
Systems Analysis and Design in a Changing World, 6t
31
32. Activities of Core Process 2:
Plan and Monitor the Project
Systems Analysis and Design in a Changing World, 6t
32
33. Establish the Project Environment
Project manager must establish project
parameters and the work environment:
Recording and communicating—internal and external
Work environment
Workstations, software development tools (IDE), servers and
repositories, office and meeting space, support staff
Process and procedures followed
Who, what, when, and how
Reporting and documentation, programming approach,
testing, deliverables, code and version control
In other words, tailor and operationalize the
methodology being used
Systems Analysis and Design in a Changing World, 6t
33
37. Schedule the Work
Project manager must establish initial project
schedule and keep adjusting:
Project Iteration Schedule
The list of iterations and use cases or user stories assigned to
each iteration
Detailed Work Schedule
Within an iteration, the schedule that lists, organizes, and
describes the dependencies of the detailed work tasks
As each iteration is finished, a detailed work schedule is
prepared for the next iteration
The next detailed work schedule takes into account the
changes necessary based on feedback/progress
Systems Analysis and Design in a Changing World, 6t
37
38. Schedule the Work
Developing Detailed Work Schedule takes three
steps:
Develop a Work Breakdown Structure (WBS)
Estimate effort and identify dependencies
The list or hierarchy of activities and tasks used to estimate
the work to be done in a project or iteration
Task times
Tasks that must be completed before another task begins
Critical path--a sequence of tasks that can’t be delayed
without causing the entire project to be delayed
Create a schedule using a Gantt chart
Bar chart that portrays the schedule by the length of horizontal bars
superimposed on a calendar
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40. Schedule the Work
Gantt Chart for first iteration
Shows task, duration, start date, predecessors, and resources
assigned to task
Generates chart graphically showing dates, predecessors, tasks,
and critical path
See Online Chapter C for more examples
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41. Staff and Allocate Resources
Staffing
activity tasks consists of 5 tasks:
Developing a resource plan for the project
Identifying and requesting specific technical
staff
Identifying and requesting specific user staff
Organizing the project team into work groups
Conducting preliminary training and teambuilding exercises
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42. Evaluate Work Processes:
How are we doing?
Are our communication procedures adequate?
How can they be improved?
Are our working relationships with the user
effective?
Did we hit our deadlines? Why or why not?
Did we miss any major issues? How can we
avoid this in the future?
What things went especially well? How can we
ensure it continues?
What were the bottlenecks or problem areas?
How can we eliminate them?
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43. Monitor Project Progress and
Make Corrections
Process to monitor and control project execution
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44. Monitor Project Progress and
Make Corrections
Sample Issues-Tracking Log
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45. Summary
Project management is an important and challenging career
role. Information systems projects do not have a great
success rate, and project management knowledge and skills
are valued and needed to improve this record.
Project management is directing other people to achieve a
planned result on schedule and on budget. Project managers
have internal and external responsibilities.
Project managers work with clients, who fund the project, an
oversight committee which approves and reviews progress,
and users who will directly interact with the system.
The discipline of project management is organized into the
Project Management Body of Knowledge (PMBOK) that
includes nine knowledge areas. Project managers should
study and digest this body of knowledge.
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46. Summary (continued)
Managing a project can be at a high or low level of ceremony,
meaning the degree that the project management processes
are formal and documented. Agile project management is
usually used with adaptive life cycles and low ceremony.
The SDLC in this text includes two Core Processes that
involve the project manager: 1) Identify the problem and
obtain approval and 2) Plan and monitor the project. This
chapter discusses the activities or both Core Process.
The core process Identify the problem and obtain approval
includes the following activities: 1) identify the problem, 2)
quantify project approval factors, 3) perform risk and
feasibility analysis, and 4) review with client and obtain
approval.
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47. Summary (continued)
A key deliverable is the System Vision Document, which
includes a problem description, an overview of system
capabilities, and a list of business benefits. Key project
approval factors include time estimate, cost estimate, and
cost/benefit analysis. Additionally, risk and feasibility factors
are organizational, technological, resource, and schedule.
The core process Plan and monitor the project includes the
following activities: 1) establish the project environment, 2)
schedule the work, 3) staff and allocate resources, 4)
evaluate work processes, and 5) monitor progress and make
corrections.
Scheduling the work includes a project iteration schedule and
detailed work schedules. A work breakdown structure (WBS)
lists tasks to be completed. Dependencies and time
estimates are also considered and shown in a Gantt chart.
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