This document discusses IBM's business analytics development strategy as part of its "Smarter Planet" initiative. It provides examples of how IBM analytics solutions have helped organizations gain insights from large amounts of data, improve business performance, and optimize processes like marketing campaigns. The solutions discussed use IBM analytics software like SPSS Modeler to perform tasks like customer segmentation, predictive modeling, and data mining. Overall the document promotes IBM's full suite of business intelligence and predictive analytics capabilities.
This document discusses IBM's business analytics development strategy as part of its "Smarter Planet" initiative. It provides examples of how IBM analytics solutions have helped organizations gain insights from large amounts of data, improve business performance, and optimize processes like marketing campaigns. The solutions discussed use IBM analytics software like SPSS Modeler to perform tasks like customer segmentation, predictive modeling, and data mining. Overall the document promotes IBM's full suite of business intelligence and predictive analytics capabilities.
Tikko uzgāju Projektu vadības prezentāciju, kuru ap 2007.gadu gatavoju CMC sertifikācijas programmai. Neiedziļinoties detaļās, sertifikācijas process mainīja formātu un šī prezentācija vairs nebija vajadzīga.
Mūsdienās pastāv uzskats, ka projektu vadība nozīmē dabūt naudu un pareizi rakstīt atskaites, lai tā nauda nav jādod atpakaļ.
Ja vēlies lejuplādējamu versiju ar animācijām un slaidu komentāriem, tad sazinies ar mani
Klasiskā un iteratīvā projektu vadīšanas metode - atšķirības un kopīgaisWhiteflo
Prezentācija aplūko populārākās klasiskās projektu vadīšanas metodes, kā arī iteratīvās metodes. Vai abas pieejas savietojamas, un kas tām ir atšķirīgs? Jautājums ir, vai tās var apvienot vienā projektā.
1. Ko projektu vadītājs sagaida no analītiķa IT projektā? Kādi ir analītiķa pienākumi, atbildība?
2. Kādi ir viedokļi par analītiķa iesaistīšanās dažādos projekta posmos?
3. Ko projektu vadītājs nesagaida no analītiķa, bet kur analītiķi mīl ielīst?
4. Kāda loma projektā analītiķim ir teorijā, un kāda tā ir praksē?
5. Cik projekta vadītājam jāzina par biznesu, jāiedziļinās problēmās? Vai projekta vadītājam jāvar aizvietot analītiķi?
6. Kādi ir plusi un mīnusi ja projekta vadītājs pilda analītiķa lomu?
7. Kāda ir labā prakse un veiksmes stāsti?
8. Ieteikumi projektu vadītājiem, kā veidot attiecības ar analītiķiem.
Prezentācija īsumā pastāstīts par CRM un kādus uzdevumus veic CRM risinājums, kādi būs uzņēmuma nodaļu vadītāju ieguvumi un kā notiek CRM risinājumu ieviešana.
Kas ir CRM?
Kādas funkcijas tas veic?
Kādi būs mārketinga un pārdošanas nodaļu ieguvumi?;
Iniciatīvas mērķis ir aicināt Latvijas reģionu 9.-12. klašu skolēnus un uzņēmējus kopīgi radīt jaunus risinājumus un inovācijas uzņēmuma ikdienas procesos, izstrādāt jaunus produktus un veicināt savstarpējo sadarbību. Jaunu ideju radīšana ir īpaši nozīmīga tieši reģionu attīstībai, lai veicinātu to izaugsmi un radītu aizvien jaunus veiksmes stāstus.
Imran Razzaq is the Director of Cloud Services at Microsoft CEE in Riga, Latvia. He discusses both external challenges facing nations like environmental issues, security threats, and economic competition as well as internal constraints facing nations from factors like election cycles, data privacy laws, and skills shortages. He argues that citizens and businesses now expect improved services and engagement from their leaders anytime, anywhere. Leaders expect tools that provide greater insight, accountability, privacy, and compliance. Data visualization technologies can help provide insights to shape policies and budget decisions and help decision making with easy to use analytic tools.
Mega trends will have far-reaching impacts on business, societies, economies and cultures through 2025. The document discusses 11 key mega trends: urbanization and the rise of cities as economic centers; connectivity and convergence of technologies; social trends like an aging population; economic power shifting to emerging markets; new business models focused on customer value; health, wellness and quality of life; innovating products and services towards zero waste and emissions; the future of energy focusing on renewables; growing infrastructure needs; advances in mobility including autonomous vehicles and ride-sharing; and smart, sustainable cities.
This document discusses trends in mobile biometric devices, including:
- The increasing demand for mobile identification and the need for smaller fingerprint sensors.
- A comparison of fingerprint sensor sizes for smartphones and larger fingerprint capture devices (FAPs).
- How fingerprint sensor size affects the ability to perform 1:1 verification and 1:N identification/enrollments.
- The potential for using thinner, lighter, and more efficient light-emitting semiconductor (LES) film technology to reduce the size of fingerprint sensors while maintaining image quality and capabilities.
- Predictions that future fingerprint collection will incorporate larger capture areas in smaller sizes using thinner-film touch sensors, lower power consumption, and multi-modal biometrics as a standard
Launching great enterprise mobile apps that beat the competitionebuc
The document discusses the importance of testing mobile apps in real-world conditions with real users. It notes that modern apps need testing where users live, work and play rather than just in testing labs. The document promotes the services of Applause, which provides in-the-wild testing of apps across devices, operating systems and carriers with real testers using real devices under real-world conditions throughout the software development lifecycle. It describes tools from Applause like its SDK, analytics and 360-degree quality dashboard to help developers improve app quality and user experience.
Tikko uzgāju Projektu vadības prezentāciju, kuru ap 2007.gadu gatavoju CMC sertifikācijas programmai. Neiedziļinoties detaļās, sertifikācijas process mainīja formātu un šī prezentācija vairs nebija vajadzīga.
Mūsdienās pastāv uzskats, ka projektu vadība nozīmē dabūt naudu un pareizi rakstīt atskaites, lai tā nauda nav jādod atpakaļ.
Ja vēlies lejuplādējamu versiju ar animācijām un slaidu komentāriem, tad sazinies ar mani
Klasiskā un iteratīvā projektu vadīšanas metode - atšķirības un kopīgaisWhiteflo
Prezentācija aplūko populārākās klasiskās projektu vadīšanas metodes, kā arī iteratīvās metodes. Vai abas pieejas savietojamas, un kas tām ir atšķirīgs? Jautājums ir, vai tās var apvienot vienā projektā.
1. Ko projektu vadītājs sagaida no analītiķa IT projektā? Kādi ir analītiķa pienākumi, atbildība?
2. Kādi ir viedokļi par analītiķa iesaistīšanās dažādos projekta posmos?
3. Ko projektu vadītājs nesagaida no analītiķa, bet kur analītiķi mīl ielīst?
4. Kāda loma projektā analītiķim ir teorijā, un kāda tā ir praksē?
5. Cik projekta vadītājam jāzina par biznesu, jāiedziļinās problēmās? Vai projekta vadītājam jāvar aizvietot analītiķi?
6. Kādi ir plusi un mīnusi ja projekta vadītājs pilda analītiķa lomu?
7. Kāda ir labā prakse un veiksmes stāsti?
8. Ieteikumi projektu vadītājiem, kā veidot attiecības ar analītiķiem.
Prezentācija īsumā pastāstīts par CRM un kādus uzdevumus veic CRM risinājums, kādi būs uzņēmuma nodaļu vadītāju ieguvumi un kā notiek CRM risinājumu ieviešana.
Kas ir CRM?
Kādas funkcijas tas veic?
Kādi būs mārketinga un pārdošanas nodaļu ieguvumi?;
Iniciatīvas mērķis ir aicināt Latvijas reģionu 9.-12. klašu skolēnus un uzņēmējus kopīgi radīt jaunus risinājumus un inovācijas uzņēmuma ikdienas procesos, izstrādāt jaunus produktus un veicināt savstarpējo sadarbību. Jaunu ideju radīšana ir īpaši nozīmīga tieši reģionu attīstībai, lai veicinātu to izaugsmi un radītu aizvien jaunus veiksmes stāstus.
Imran Razzaq is the Director of Cloud Services at Microsoft CEE in Riga, Latvia. He discusses both external challenges facing nations like environmental issues, security threats, and economic competition as well as internal constraints facing nations from factors like election cycles, data privacy laws, and skills shortages. He argues that citizens and businesses now expect improved services and engagement from their leaders anytime, anywhere. Leaders expect tools that provide greater insight, accountability, privacy, and compliance. Data visualization technologies can help provide insights to shape policies and budget decisions and help decision making with easy to use analytic tools.
Mega trends will have far-reaching impacts on business, societies, economies and cultures through 2025. The document discusses 11 key mega trends: urbanization and the rise of cities as economic centers; connectivity and convergence of technologies; social trends like an aging population; economic power shifting to emerging markets; new business models focused on customer value; health, wellness and quality of life; innovating products and services towards zero waste and emissions; the future of energy focusing on renewables; growing infrastructure needs; advances in mobility including autonomous vehicles and ride-sharing; and smart, sustainable cities.
This document discusses trends in mobile biometric devices, including:
- The increasing demand for mobile identification and the need for smaller fingerprint sensors.
- A comparison of fingerprint sensor sizes for smartphones and larger fingerprint capture devices (FAPs).
- How fingerprint sensor size affects the ability to perform 1:1 verification and 1:N identification/enrollments.
- The potential for using thinner, lighter, and more efficient light-emitting semiconductor (LES) film technology to reduce the size of fingerprint sensors while maintaining image quality and capabilities.
- Predictions that future fingerprint collection will incorporate larger capture areas in smaller sizes using thinner-film touch sensors, lower power consumption, and multi-modal biometrics as a standard
Launching great enterprise mobile apps that beat the competitionebuc
The document discusses the importance of testing mobile apps in real-world conditions with real users. It notes that modern apps need testing where users live, work and play rather than just in testing labs. The document promotes the services of Applause, which provides in-the-wild testing of apps across devices, operating systems and carriers with real testers using real devices under real-world conditions throughout the software development lifecycle. It describes tools from Applause like its SDK, analytics and 360-degree quality dashboard to help developers improve app quality and user experience.
The document discusses the security of cloud computing. It notes that insufficient knowledge and risk of security breaches are the main factors deterring adoption of cloud services. However, the statistics show that the vast majority of security breaches involve on-premises data centers, not public clouds. The document outlines how cloud providers and customers share responsibility for security, with providers handling physical and network security and customers responsible for data and applications. It addresses common concerns about cloud security like data access and location and notes the various security certifications and standards that cloud providers adhere to. The conclusion is that cloud security is at least equivalent to on-premises security when responsibilities are properly allocated.
This document discusses cloud security and authentication methods. It notes that security has limitations and existing solutions are not fully effective against cyberattacks. It then introduces an alternative no-password, single-factor authentication method called CaptureIn that uses a smartphone camera to log in without entering passwords or using multifactor authentication. CaptureIn aims to provide stronger authentication that is passwordless and does not rely on central databases of user credentials.
This document discusses enterprise asset management for aviation. It provides an overview of IBM's vision, which includes leveraging condition monitoring, visualization, mobility, analytics and intelligence to optimize asset management. Some key goals are improving reliability, reducing costs, recovering lost revenue, and assuring safety. The aviation industry faces challenges from factors like economic growth, passenger growth and globalization, which are driving new technology solutions to better predict demand, improve operations and customer experience, and increase efficiency and security.
All real time speed control cameras fix vehicles exceeding the speed limit and transmit data to a central data system for collection and processing, issuing penalties and identifying vehicle owners. Statistics show that the use of speed cameras reduced over-speeding by 50% and led to fewer administrative infringements over a given time period. Future intelligent transport systems would allow for centralized monitoring and data collection from devices like speed cameras, weather stations, and traffic surveillance to automatically identify vehicles, process data, store information and remotely control cameras.
This document discusses moving business applications and infrastructure to the cloud. It begins with an overview of trends driving cloud adoption like mobility, social media, analytics and cloud computing. Examples of cloud adoption from various companies are provided. The key pillars of developing a cloud strategy are then outlined, including addressing compliance, business cases, IT infrastructure, people readiness and change management. The benefits of the cloud for flexibility, disaster recovery, automatic updates and cost savings are highlighted. The presentation concludes with examples of good practices for hybrid cloud implementations from the Ministry of Education in Romania, Škoda Auto and EasyJet.
This document discusses big data and analytics. It predicts that by 2019, computers costing $4,000 will have processing power exceeding the human brain. Within the next 3-5 years, analytics will drive new business models and increase productivity by a factor of 100. Expert systems using knowledge bases, fact bases, and algorithms can replace "knowledge workers", making over 5,000 decisions per week in under 15 milliseconds.
Biznesa infrastruktūras un datu drošības juridiskie aspektiebuc
Biznesa infrastruktūras un datu drošības juridiskie aspekti. Carlos Trigoso, EY Eiropas, Vidējo Austrumu, Indijas un Āfrikas reģiona vadības konsultāciju centra Informācijas drošības virziena vecākais projektu vadītājs.
Smart business - is cloud part of the problem or part of the solutionebuc
David Balazic gave a presentation on cloud computing. He discussed the challenges of today's IT environment, including rigid application architectures, long procurement cycles, and inability to scale with unpredictable demand. He outlined trends driving cloud adoption like mobility, social, analytics and cloud technologies. Balazic suggested finding the right balance between cloud and on-premise solutions. He provided examples of companies successfully using cloud computing and concluded by offering Consalta's expertise in developing cloud strategies.
Kā organizācijas gūs labumu no datu analīzes rīku lietošanas? Aldis Ērglis. D...ebuc
The document discusses Microsoft Corporation and provides legal disclaimers. It states that Microsoft, Windows, and Windows Vista are registered trademarks belonging to Microsoft. It also notes that the information provided is current as of the date of presentation but is subject to change, and Microsoft cannot guarantee the accuracy of any future information. The document concludes by stating that Microsoft makes no warranties regarding the information in the presentation.
Kā organizācijas gūs labumu no datu analīzes rīku lietošanas? Aldis Ērglis. D...ebuc
The document discusses Microsoft Corporation and provides legal disclaimers. It states that Microsoft, Windows, and Windows Vista are registered trademarks belonging to Microsoft. It also notes that the information provided is current as of the date of presentation but is subject to change, and Microsoft cannot guarantee the accuracy of any future information. The document concludes by stating that Microsoft makes no warranties regarding the information in the presentation.
15. Kad lietot Scrum? Nepieciešams ātrs rezultāts Augsta izmaiņu nepieciešamības iespēja Izmaksu efektivitāte Iespēja zaudēt finansējumu
16. Kad nevar lietot tīru Scrum? Projekta sākumā precīzi jānosaka projekta tvērums, termiņš un izmaksas Pasūtītāja (ne) iesaiste Daudzas iesaistītās puses, kas nelieto Scrum
17. Scrum pielāgojumi Dokumentācija kā parasti, Scrum tikai izstrādei/testēšanai Dalītā dokumentācija Regulāri nodevumi Liela Pasūtītāja iesaiste ...
18. Scrum publiskajos iepirkumos? Cilvēki pret funkcionalitāti? Fiksēts budžets/termiņš Iepirkums Ātrs rezultāts Iespēja zaudēt finansējumu
19.
20. DPA piedāvājums Scrum ieviešana Autoruzraudzība Konsultācijas un atbalsts Iepirkumi Izmantot projektos
Excel?5-10%Produkts – OK, projekts – ne visai. 45-70% funkcionalitātes netiek izmantota vispār vai tiek reti izmantota.Kā iegūt to, ko vēlas / ietaupīt naudu uz to, kas nav vajadzīgs? – SCRUM!GuntaPastāstīšu par to ... ->1-4 – kāpēc; kāpēc man;15 – trīs daļāsPēdējais – DPA piedāvājums.
.. kas tad ir scrum, publiskais/privātais sektors kā un kad to var pielietot, kā un kad to labāk nepielietot, kā arī īsumā par DPA pieredzi saistībā ar to.Jautājumu uzdošana...
In 1986, Hirotaka Takeuchi and IkujiroNonaka described a new approach to commercial product development that would increase speed and flexibility, based on case studies from manufacturing firms in the automotive, computer, photocopier, and printer industries.[1] They called this the holistic or rugby approach, as the whole process is performed by one cross-functional team across multiple overlapping phases, where the scrum (or whole team) "tries to go the distance as a unit, passing the ball back and forth".[1]In 1991, DeGrace and Stahl first referred to this as the scrum approach.[2] In the early 1990s, Ken Schwaber used such an approach at his company, Advanced Development Methods, and Jeff Sutherland, with John Scumniotales and Jeff McKenna, developed a similar approach at Easel Corporation, and were the first to refer to it using the single word Scrum.[3]
Nedaudz detalizētāk par to, kas scrum ir un kāpēc tā notiek..
Nedaudz sīkāk tieši par SCRUM – būtībā ietvars, kas norāda svarīgākos notikumus, lomas un atribūtus, pie kā jāturas projekta gaitā. Trīs lomas – es, PO (Jūs), komanda.Tātad nedaudz par galvenajiem notikumiem/procesiem scrum:Produkta plānošana – pirmais solis projektā, kas turpinās visu projekta dzīvi; Nodefinē projekta mērķi, kā arī izveido prioritizētu sarakstu ar projektam nepieciešamo funkcionalitāti lietotāja stāstu veidā.Iterācija – visa izstrāde (ieskaitot dokumentāciju) tiek dalīta iterācijās, kur katra iterācija ir vienu līdz 4 nedēļas gara. Garums atkarīgs no projekta izmēra, komandas izmēra un projekta termiņa. Katra iterācija sākas ar iterācijas plānošanas sapulci – svarīgākā funkcionalitāte, komanda paņem, cik var, izrunā ar Pasūtītāju, ko tas nozīmē.. Un beidzas ar atskatu uz to, kā gāja konkrētajā iterācijā, kā arī izstrādātās funkcionalitātes demonstrāciju. Katras iterācijas beigās izstrādāto funkcionalitāti principā varētu laist ekspluatācijā, protams, jāskatās, kādā secībā funkcionalitāte tika izstrādāta (drošība, piemēram).Par pašu scrum mehāniku (iterācijas gaitu, tai skaitā ikdienas sapulcēm u.tml.) no izstrādes puses šobrīd sīkāk nestāstīšu, ja vēlaties, varēsiet uzdot jautājumus pēc prezentācijas. Tagad parunāsim par to, ko tas nozīmē Pasūtītājam
Vision is enough to start the work, we do not need specific details in the very beginningBusiness and IT meet very often and agree the functionality during those meetingsWe take active part in describing the requirements, can help with our experience – Glezna ir labs piemērsNecessary documentation is produced during the projectHigher efficiency thanks to absence of formal communication and bureaucracy
Vision is enough to start the work, we do not need specific details in the very beginningBusiness and IT meet very often and agree the functionality during those meetingsWe take active part in describing the requirements, can help with our experience – Glezna ir labs piemērsNecessary documentation is produced during the projectHigher efficiency thanks to absence of formal communication and bureaucracy
We show added functionality every weekBusiness can decide the functionality that will be added nextAll this provides business with:quick feedback about the real pace of the workall problems come up very quicklythe possbility to STOP the work at any momentWorking software is main metrics of progressIf there is no software to show to customers, then progress is 0%, not 25%, 50% or 90%Vienmēr zināms, cik tālu ir ticis.
Changes are OK in daily life, so can software requirements also changeWe never argue about the changed requirements in the manner like “but we agreed like this...”Priorities of functionality can be changed very easily as business people are deciding about the whole projectYou can erase the functionality that you don’t need any more
Resursu, ne funkciju pirkšanaĪsāka iepirkuma dokumentācija!!! – publiskajam sektoram.Drošāk, ka nebūs sūdzību.Ātrs rezultāts.Pietiek ar vīziju, lai sāktu.Kad atņem naudu... Prioritizētas prasībasPielāgots izmaiņu vadības processIteratīva pieejaAkceptēt funkcionalitāti, nevis nodevumus
Agendā – kāpēc scrum der publiskajiem iepirkumiem;1-4 – kāpēc; kāpēc man;15 – trīs daļāsPēdējais – DPA piedāvājums.Vienmēr zināms, cik tālu projekts ir ticis.Pēdējo bildi labāk sākumā. Vēsture, tad par to, kā bija (10:90) uz (50:50), tad kāpēc tas ir kruta valsts sektorāJa pietiek vietas