This document provides an overview of the Cost Benefit Analysis Method (CBAM) for analyzing architectural decisions. CBAM considers both the technical impacts of decisions as well as the associated costs and financial benefits. It involves stakeholders prioritizing scenarios, assigning utility values to quality attributes, developing architectural strategies to address scenarios, and calculating the costs and benefits of strategies to determine the highest return on investment. The process is iterative, with the second iteration incorporating uncertainty through risk assessment. CBAM aims to help organizations optimally allocate resources by selecting strategies that maximize financial gains and minimize risks.
Unified Modeling Language (UML) is a modeling language, used for design. Designed based on OMG Standard, Object this helps to express and design documents, software. This is particularly useful for OO design. Here is a brief tutorial that talks about UML usage.
Unified Modeling Language (UML) is a modeling language, used for design. Designed based on OMG Standard, Object this helps to express and design documents, software. This is particularly useful for OO design. Here is a brief tutorial that talks about UML usage.
Making Smart Choices: Strategies for CMMI Adoptionrhefner
The CMMI® was written to apply to a variety of project environments -- defense, commercial; development, maintenance, services; small to large project teams. The authors used words like “adequate”, “appropriate”, “as needed”, and “selected”. When a project or organization adopts the CMMI model for process improvement, they (consciously or unconsciously) make choices about how it will be implemented – scope, scale, documentation, and decision-making to name a few. These choices have a profound effect on the speed and cost of CMMI® adoption. Rick Heffner describes the strategic implications of the CMMI on planning and implementing project processes. He identifies the decisions to be made, the options available, and the relationships between these options and project contexts and business objectives. Take away a deeper understanding of the model, and better strategies for its adoption. By understanding your options and making smart choices, CMMI® adopters can ensure that the promised benefits of CMMI®-based improvement are realized.
Agile Project Management Meets Earned Value ManagementGlen Alleman
Earned Value Management (EV) provides information for planning and controlling complex projects including software development. However, EV’s emphasis on retrospective data and the concept of driving in the rearview mirror is its primary shortcoming. Agile software development systems provide mechanisms to adapt to changing requirements in low ceremony environments. The primary shortcoming of Agile development is its inability to participate in government and commercial development environments where requirements, staffing, and funding are managed informal ways. Instead of requiring the high ceremony environment to abandon its methods, combining Agile development activities with earned value management is the approach used in this experience report. The principle management concern in every environment, high or low ceremony, is how much value is being delivered for the invested funds? The answer to this question is the domain of the metrics of EV. Merging EV with Agile development processes creates new synergies by leveraging the best of both processes in a variety of domains.
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
“ help.mbaassignments@gmail.com ”
or
Call us at : 08263069601
(Prefer mailing. Call in emergency )
OL 325 Final Project Guidelines and Rubric Overvie.docxcherishwinsland
OL 325: Final Project Guidelines and Rubric
Overview
Acting as a recently hired compensation consultant, you will assist the burgeoning online music firm e-sonic to develop an internally consistent and market-
competitive compensation system that recognizes the achievements of individual contributors. The major portion of the project is divided into three milestones,
which will build upon the previous milestone. The milestones are submitted in Modules Three, Five, and Six. The final version of the entire project will be due at
the end of Module Seven.
Sample report outlines are included in the project text found in MyManagementLab. Each of the sections for this assignment will be submitted via Blackboard.
Outcomes
The project helps students to meet the following course outcomes:
• Students will gain an understanding of the evolution and administration of compensation and benefit programs for organizations
• Students will explore wage theory, principles and practices, unemployment security, worker income security, group insurance, disability insurance,
and pension plans and how these compensation and benefit items are balanced to provide incentive and recruitment of a high-performance
workforce
• The connection between the organization’s mission, objectives, policies, and the implementation and revision of their respective compensation and
benefit systems will be analyzed to gain a deeper understanding of the importance of such systems to the organization’s overall human resource
management
• At the conclusion of this course, students will be able to demonstrate the acquisition and application of theories and concepts that support the
enhancement and proficiency in 7 primary competencies: strategic approach, research, teamwork, communication, analytical skills, problem solving,
and legal and ethical practices
Preparation
1. Read the Building Strategic Compensation Project narrative linked in the course menu of the MyManagementLab home page. Note: Section 3:
Recognition of Individual Achievements WILL NOT be included in the course project.
2. Download the Comp Analysis Software Microsoft Excel file. Directions on accessing this file are located in the Module Resources section of Module One.
To run on a PC, the file requires Microsoft Excel 2007 or later. To run on a Mac, the version requires Excel 2011 or later.
o NOTE: Users of the CompAnalysis software must set the macros to a low level in order for the software to work. If the macros are set on too high of a
security level, then the software will be disabled and will not work properly. Navigate to the Tools menu, click Macros, and then click Security. Lower
the security level, save the spreadsheet, close, and re-open.
o Click on the External Market Survey feature, which will be used in Section 2 of the project, titled Market Competitiveness. Make your decisions first
by following the directions in the Building Strategic.
Chapter16For all types of project and in their different sizes, .docxchristinemaritza
Chapter16
For all types of project and in their different sizes, prioritizing its requirements is a very critical phase in the requirements development process. Prioritizing is also called requirements triage, which helps reveal competing goals, resolve conflicts, plan for staged or incremental deliveries, control scope creep, and make the necessary trade-offs decisions. It is also a way to deal with competing demands for limited resources.
In requirements prioritization, various stakeholders need to participate in the process, from customers, project managers, and developers. A successful prioritization techniques requires an understanding of six issues, which are the needs of the customers, the relative importance of requirements to the customers, the timing at which capabilities need to be delivered, requirements that serve as predecessors for other requirements, which requirements must be implemented as a group, and the cost to satisfy each requirements.
On a small project, the stakeholders should be able to agree on requirements priorities informally. In contrast to larger projects stakeholders demand a more structured approach that removes some of the emotions, politics, and guesswork from the process. There are five techniques for requirements prioritization. The first one is in or out approach, which is the simplest of all prioritization methods is to have a group of stakeholders work down a list of requirements and make a binary decision: is it in, or is it out? The second technique is pairwise comparison and rank ordering. People try to assign to assign a unique priority sequence number to each requirement. Rank ordering a list of requirements involves making pairwise comparison between all of them so you can judge which number of each pair has higher priority. The third technique is three-level scale, which is a common approach that groups the requirements into three levels, high, medium, and low. One way to assess priority is to consider the two dimensions of importance and urgency. The fourth techniques is the MoSCoW, it changes the three-level scale of high, medium, and low to a four-level scale must, should, could, and won’t. The last approach is the $100 technique, where the prioritization team has 100 imaginary dollars to work with. Team members allocate these dollars to “buy” items that they would like to have implemented from the complete set of requirements. They weight the higher priority requirements more heavily by allocating more dollars to them.
A definitive, rigorous way to relate customer value to proposed product features is with a technique called Quality Function Deployment or QFD. This technique was ranked in the top tier of effectiveness in a comparative evaluation of 17 requirements prioritization methods. This scheme borrows from the QFD concept of basing customer value on both the benefit provided to the customer if a specific product feature is present and the penalty paid if that feature is absent. A ...
Smart TV Buyer Insights Survey 2024 by 91mobiles.pdf91mobiles
91mobiles recently conducted a Smart TV Buyer Insights Survey in which we asked over 3,000 respondents about the TV they own, aspects they look at on a new TV, and their TV buying preferences.
Kubernetes & AI - Beauty and the Beast !?! @KCD Istanbul 2024Tobias Schneck
As AI technology is pushing into IT I was wondering myself, as an “infrastructure container kubernetes guy”, how get this fancy AI technology get managed from an infrastructure operational view? Is it possible to apply our lovely cloud native principals as well? What benefit’s both technologies could bring to each other?
Let me take this questions and provide you a short journey through existing deployment models and use cases for AI software. On practical examples, we discuss what cloud/on-premise strategy we may need for applying it to our own infrastructure to get it to work from an enterprise perspective. I want to give an overview about infrastructure requirements and technologies, what could be beneficial or limiting your AI use cases in an enterprise environment. An interactive Demo will give you some insides, what approaches I got already working for real.
Search and Society: Reimagining Information Access for Radical FuturesBhaskar Mitra
The field of Information retrieval (IR) is currently undergoing a transformative shift, at least partly due to the emerging applications of generative AI to information access. In this talk, we will deliberate on the sociotechnical implications of generative AI for information access. We will argue that there is both a critical necessity and an exciting opportunity for the IR community to re-center our research agendas on societal needs while dismantling the artificial separation between the work on fairness, accountability, transparency, and ethics in IR and the rest of IR research. Instead of adopting a reactionary strategy of trying to mitigate potential social harms from emerging technologies, the community should aim to proactively set the research agenda for the kinds of systems we should build inspired by diverse explicitly stated sociotechnical imaginaries. The sociotechnical imaginaries that underpin the design and development of information access technologies needs to be explicitly articulated, and we need to develop theories of change in context of these diverse perspectives. Our guiding future imaginaries must be informed by other academic fields, such as democratic theory and critical theory, and should be co-developed with social science scholars, legal scholars, civil rights and social justice activists, and artists, among others.
Connector Corner: Automate dynamic content and events by pushing a buttonDianaGray10
Here is something new! In our next Connector Corner webinar, we will demonstrate how you can use a single workflow to:
Create a campaign using Mailchimp with merge tags/fields
Send an interactive Slack channel message (using buttons)
Have the message received by managers and peers along with a test email for review
But there’s more:
In a second workflow supporting the same use case, you’ll see:
Your campaign sent to target colleagues for approval
If the “Approve” button is clicked, a Jira/Zendesk ticket is created for the marketing design team
But—if the “Reject” button is pushed, colleagues will be alerted via Slack message
Join us to learn more about this new, human-in-the-loop capability, brought to you by Integration Service connectors.
And...
Speakers:
Akshay Agnihotri, Product Manager
Charlie Greenberg, Host
Key Trends Shaping the Future of Infrastructure.pdfCheryl Hung
Keynote at DIGIT West Expo, Glasgow on 29 May 2024.
Cheryl Hung, ochery.com
Sr Director, Infrastructure Ecosystem, Arm.
The key trends across hardware, cloud and open-source; exploring how these areas are likely to mature and develop over the short and long-term, and then considering how organisations can position themselves to adapt and thrive.
Transcript: Selling digital books in 2024: Insights from industry leaders - T...BookNet Canada
The publishing industry has been selling digital audiobooks and ebooks for over a decade and has found its groove. What’s changed? What has stayed the same? Where do we go from here? Join a group of leading sales peers from across the industry for a conversation about the lessons learned since the popularization of digital books, best practices, digital book supply chain management, and more.
Link to video recording: https://bnctechforum.ca/sessions/selling-digital-books-in-2024-insights-from-industry-leaders/
Presented by BookNet Canada on May 28, 2024, with support from the Department of Canadian Heritage.
Software Delivery At the Speed of AI: Inflectra Invests In AI-Powered QualityInflectra
In this insightful webinar, Inflectra explores how artificial intelligence (AI) is transforming software development and testing. Discover how AI-powered tools are revolutionizing every stage of the software development lifecycle (SDLC), from design and prototyping to testing, deployment, and monitoring.
Learn about:
• The Future of Testing: How AI is shifting testing towards verification, analysis, and higher-level skills, while reducing repetitive tasks.
• Test Automation: How AI-powered test case generation, optimization, and self-healing tests are making testing more efficient and effective.
• Visual Testing: Explore the emerging capabilities of AI in visual testing and how it's set to revolutionize UI verification.
• Inflectra's AI Solutions: See demonstrations of Inflectra's cutting-edge AI tools like the ChatGPT plugin and Azure Open AI platform, designed to streamline your testing process.
Whether you're a developer, tester, or QA professional, this webinar will give you valuable insights into how AI is shaping the future of software delivery.
Slack (or Teams) Automation for Bonterra Impact Management (fka Social Soluti...Jeffrey Haguewood
Sidekick Solutions uses Bonterra Impact Management (fka Social Solutions Apricot) and automation solutions to integrate data for business workflows.
We believe integration and automation are essential to user experience and the promise of efficient work through technology. Automation is the critical ingredient to realizing that full vision. We develop integration products and services for Bonterra Case Management software to support the deployment of automations for a variety of use cases.
This video focuses on the notifications, alerts, and approval requests using Slack for Bonterra Impact Management. The solutions covered in this webinar can also be deployed for Microsoft Teams.
Interested in deploying notification automations for Bonterra Impact Management? Contact us at sales@sidekicksolutionsllc.com to discuss next steps.
GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
UiPath Test Automation using UiPath Test Suite series, part 3DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 3. In this session, we will cover desktop automation along with UI automation.
Topics covered:
UI automation Introduction,
UI automation Sample
Desktop automation flow
Pradeep Chinnala, Senior Consultant Automation Developer @WonderBotz and UiPath MVP
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Neuro-symbolic is not enough, we need neuro-*semantic*Frank van Harmelen
Neuro-symbolic (NeSy) AI is on the rise. However, simply machine learning on just any symbolic structure is not sufficient to really harvest the gains of NeSy. These will only be gained when the symbolic structures have an actual semantics. I give an operational definition of semantics as “predictable inference”.
All of this illustrated with link prediction over knowledge graphs, but the argument is general.
3. Agenda
CBAM, Cost Benefit Analysis Method.
Decision Making Context.
The Basics of CBAM.
CBAM Steps.
CBAM Outcomes and Strengths
4. Cost-Benefit Analysis Method (CBAM)
CBAM an architecture for analyzing the costs,
benefits and schedule implications of architectural
decisions.
ATAM (Architecture Trade-off Analysis Method)
considered the design decisions with respect to
architectural quality attributes like modifiability,
performance, availability, usability, and so on.
CBAM is different from the former method, it add the
costs (and implicit budgets or money) as quality
attributes.
5. Cont..
The biggest tradeoffs in large, complex systems
usually have to do with finance.
How should an organization invest its resources in a
manner that will maximize its gains and minimize its
risk?
“…perhaps more important than costs, are the
benefits than an architecture decision may bring to an
organization.”
CBAM provides an assessment of the technical and
economic issues and architectural decisions
6. Decision-Making Context
The CBAM does not make decisions for the stakeholders. It
simply aids in the documentation of the costs and benefits
analysis.
The
CBAM can aid the stakeholders in choosing
architectural strategies based on their return on investment
(ROI) – the ratio of benefit to cost.
7. Calculating ROI
R (ROI) = (B (Benefit) / C (Cost))*100
This can be used to determine the optimal order for
implementation the various strategies.
Investment= $2000
Benefit = $500
R (ROI)=(B(benefit)/C(cost))*100
R(ROI)=($500/$2000)*100= 25%
9. The Basis for the CBAM
Variations of Scenarios
a way to strongly express and represent specific quality attributes
(performance, cost, trademark etc. )
Utility-Response
Every incentive in a scenario provides some utility to the
stakeholders.
Priorities of Scenarios
Different scenarios within a given system have different levels of
importance to the stakeholders and hence different utilities.
To characterize the relative importance of each scenario, a weigh is
assigned through a two-step voting exercise.
10. The Basis for the CBAM {2}
Architectural Strategies
In order to move from the current
utility attribute response level to the
desired or even best-case level.
Side
Effects
Impact of the changes
11. The importance of Cost Modeling
“How do I convince my boss to investing in
availability ?”
Maintain high availability requires a high level of
redundancy(duplication) with a rollover capability
This takes time an personnel
Personnel cost money as do purchasing highly available
software and adapting it for particular needs
Cost models are imperfect for a wide variety of
reasons, but they are the only tools available to
constrain requirements.
12. The CBAM steps:
This section first describes the steps of the CBAM
and then explores how to quantify uncertainty
to aid in making decisions.
13. Iteration I: Establish an Initial
Ranking
In the first iteration of the CBAM, each step is executed
to establish an initial ranking that will then be refined
in the second iteration. These steps serve to reduce the
size of the decision space, refine the scenarios, collect
sufficient information for decision making, and
establish an initial ranking of ASs.
14. Step 1:
Collate scenarios
Collate the scenarios elicited during the ATAM
exercise, and allow stakeholders to contribute new
ones. Prioritize these scenarios based on satisfying the
business goals of the system and choose the top onethird for further study.
15. Step 2:
Refine scenarios
Refine the scenarios by focusing on their
stimulus/response measures. Elicit the worst, current,
desired, and best-case QA response level for each
scenario.
16. Step 3:
Prioritize scenarios
Allocate 100 votes to each stakeholder and have them
distribute the votes among the scenarios by considering
the desired response value for each scenario. Total the
votes and choose the top 50% of the scenarios for
further analysis. Assign a weight of 1.0 to the highest
rated scenario, and assign the other scenarios a weight
relative to that scenario. This becomes the scenario
weight that appears in the calculation of the overall
benefit of an AS. Make a list of the QAs that concern
the stakeholders
17. Step 4:
Assign utility.
Determine the utility for each QA response level
(worst-case, current, desired, or best-case) for all
scenarios. The QAs of concern are the ones in the list
generated in step
18. Step 5:
Develop ASs for scenarios and determine their
expected QA response levels.
Develop (or capture the already-developed) ASs that
address the top 50% of the scenarios chosen in step 3,
and determine the expected QA response levels that
will result from implementing these ASs. Given that an
AS may affect multiple scenarios, this calculation must
be performed for each affected scenario.
19. Step 6:
Determine the utility of the expected QA response
level by interpolation.
Using the elicited utility values (that form a utility
curve) determine the utility of the “expected” QA
response level. We perform this calculation for each
affected scenario.
20. Step 7:
Calculate the total benefit obtained from an AS.
Subtract the utility value of the “current” level from the
“expected” level and normalize it using the votes
elicited in step 3. Sum the benefit of a particular AS
across all scenarios and across all relevant QAs
21. Step 8
Choose ASs based on ROI, subject to cost and
schedule constraints.
Determine the cost and schedule implications of each
AS. Calculate the ROI value for each remaining AS as a
ratio of benefit to cost. Rank order the ASs according to
their ROI values, and choose the top ones until the
budget or schedule is exhausted.
22. Step 9:
Confirm the results with intuition.
Of the chosen ASs, consider whether these seem to
align with the organization’s business goals. If not,
consider issues that may have been overlooked during
the analysis. If significant issues exist, perform another
iteration of these steps.
24. Iteration II: Incorporating
Uncertainty
A more sophisticated and realistic version of the CBAM
can be created by expanding on the steps enumerated
above. Secondary information can be added about risk
estimation and uncertainty and the allocation of
development resources. Each category of secondary
information may potentially affect the investment
decisions under consideration. Therefore, the ways they
augment the steps of the method must be considered
carefully for correctness and for practicality
25. Iteration II: Incorporating
Uncertainty(cont.…)
Augmenting the Steps.
The CBAM relies on stakeholder judgments for its
valuations of software benefits and costs. But these
judgments will naturally be uncertain, due to
differences in beliefs and experiences. One way to think
rigorously about the uncertainty of the results collected
in Iteration I is to collect and consider the risks
inherent in the estimates that have been made. To do
this, some kind of risk assessment exercise must be
performed. The risks typically fall into these four
categories.
26. Cont.….
Risks that affect the cost estimate of a strategy
under consideration
2. Risks that affect a stimulus-response characteristic
or a utility estimate of a strategy in the context of a
scenario.
3. Risks that affect stimulus-response characteristics
of other scenarios or QAs not previously considered.
These risks pertain to the side effects (rather than
the intended effects) of an AS.
1.
28. CBAM Outcomes and Strengths
solving a problem in theory is very different from
solving one in practice.
The method provides values as a basis for a rational
decision making process in applying certain
architectural strategies
The method provides a business measure that can
determine the level of return on investment of a
particular change to the system.
29. Cont.…
The method will help organizations in analyzing and
pre-evaluating the resource investment in different
directions by adopting those architectural strategies
that are maximizing the gains and minimize the risks.
CBAM tells us that giving people the appropriate
tools to frame and structure their decision-making
process in relation to costs and benefits and
encouraging the right kind of dialogue among the
stakeholders are beneficial to the development of the
soft-ware system.