Software Metrics - Lease Management Case Study
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Problem Statement This case is based on the lease management system example in Boehm & Turner’s Balancing Agility and Discipline , pages 84 – 89. Please start by reading that information. Consider the following situation: The lease management system project has modified its XP approach to include a few plan-driven elements. Most notably, they now use high-level architecture plans, improved milestone completion criteria, and design patterns. However, the project remains true to its XP beliefs. For example, they will continue to use more complete and accurate “as-discovered” criteria for determining milestone completions and to reprioritize story cards at the beginning of each development increment. The project team estimates the duration of each iteration as part of the iteration kickoff meeting; they are no longer tied to fixed-length cycles of development and deployment, since analyses showed that fixed-length XP cycles were inappropriate for large, complex systems like the lease management system. However, the team is committed to approximately one-month iteration cycles and will take on only the number of tasks that they esitmate they can complete in that amount of time. The CIO is holding the project’s manager, Tarak Srinivas, responsible for timely completion of iterations on the system, because new lease management capabilities must be available to stakeholders when promised. The system must, of course, continue to be highly reliable and meet user needs as described in the story cards (which do get modified, as described in Balancing Agility and Discipline 84 – 89).
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Confirming PagesLess managing. More teaching. Greater
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innovation in nursing practice, education and management.pptx
MSc nursing 2 nd year Government college of nursing Rajnandgaon Chhattisgarh
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...
Is Agile dead? It depends on what you mean by 'Agile'. If you mean that the organizations are not getting the promised benefits because they were focusing too much on the team-level agile "ways of working" instead of systemic global improvements -- then we are in agreement. It is a misunderstanding of Agility that led us down a dead-end. At Org Topologies, we see bright sparks -- the signs of the 'second wave of Agile' as we call it. The emphasis is shifting towards both in-team and inter-team collaboration. Away from false dichotomies. Both: team autonomy and shared broad product ownership are required to sustain true result-oriented organizational agility. Org Topologies is a package offering a visual language plus thinking tools required to communicate org development direction and can be used to help design and then sustain org change aiming at higher organizational archetypes.
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd tes...
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd test bank.docx
https://qidiantiku.com/test-bank-for-small-business-management-an-entrepreneurs-guidebook-8th-edition-by-mary-jane-byrd.shtml
m249-saw PMI To familiarize the soldier with the M249 Squad Automatic Weapon ...
M249 Saw marksman PMIThe Squad Automatic Weapon (SAW), or 5.56mm M249 is an individually portable, gas operated, magazine or disintegrating metallic link-belt fed, light machine gun with fixed headspace and quick change barrel feature. The M249 engages point targets out to 800 meters, firing the improved NATO standard 5.56mm cartridge. The SAW forms the basis of firepower for the fire team. The gunner has the option of using 30-round M16 magazines or linked ammunition from pre-loaded 200-round plastic magazines. The gunner's basic load is 600 rounds of linked ammunition. The SAW was developed through an initially Army-led research and development effort and eventually a Joint NDO program in the late 1970s/early 1980s to restore sustained and accurate automatic weapons fire to the fire team and squad. When actually fielded in the mid-1980s, the SAW was issued as a one-for-one replacement for the designated "automatic rifle" (M16A1) in the Fire Team. In this regard, the SAW filled the void created by the retirement of the Browning Automatic Rifle (BAR) during the 1950s because interim automatic weapons (e.g. M-14E2/M16A1) had failed as viable "base of fire" weapons.
Early in the SAW's fielding, the Army identified the need for a Product Improvement Program (PIP) to enhance the weapon. This effort resulted in a "PIP kit" which modifies the barrel, handguard, stock, pistol grip, buffer, and sights.
The M249 machine gun is an ideal complementary weapon system for the infantry squad platoon. It is light enough to be carried and operated by one man, and can be fired from the hip in an assault, even when loaded with a 200-round ammunition box. The barrel change facility ensures that it can continue to fire for long periods. The US Army has conducted strenuous trials on the M249 MG, showing that this weapon has a reliability factor that is well above that of most other small arms weapon systems. Today, the US Army and Marine Corps utilize the license-produced M249 SAW.
Neal Elbaum Shares Top 5 Trends Shaping the Logistics Industry in 2024
In the ever-evolving world of logistics, staying ahead of the curve is crucial. Industry expert Neal Elbaum highlights the top five trends shaping the logistics industry in 2024, offering valuable insights into the future of supply chain management.
Maximize Your Efficiency with This Comprehensive Project Management Platform ...
In today's work environment, staying organized and productive can be a daunting challenge. With multiple tasks, projects, and tools to juggle, it's easy to feel overwhelmed and lose focus. Fortunately, liftOS offers a comprehensive solution to streamline your workflow and boost your productivity. This innovative platform brings together all your essential tools, files, and tasks into a single, centralized workspace, allowing you to work smarter and more efficiently.
9 Ways Managers Kill Morale (and What to Do Instead)
This presentation, "The Morale Killers: 9 Ways Managers Unintentionally Demotivate Employees (and How to Fix It)," is a deep dive into the critical factors that can negatively impact employee morale and engagement. Based on extensive research and real-world experiences, this presentation reveals the nine most common mistakes managers make, often without even realizing it.
The presentation begins by highlighting the alarming statistic that 70% of employees report feeling disengaged at work, underscoring the urgency of addressing this issue. It then delves into each of the nine "morale killers," providing clear explanations and illustrative examples.
1. Ignoring Achievements: The presentation emphasizes the importance of recognizing and rewarding employees' efforts, tailored to their individual preferences.
2. Bad Hiring/Promotions & Broken Promises: It reveals the detrimental effects of poor hiring and promotion decisions, along with the erosion of trust that results from broken promises.
3. Treating Everyone Equally & Tolerating Poor Performance: This section stresses the need for fair treatment while acknowledging that employees have different needs. It also emphasizes the importance of addressing poor performance promptly.
4. Stifling Growth & Lack of Interest: The presentation highlights the importance of providing opportunities for learning and growth, as well as showing genuine care for employees' well-being.
5. Unclear Communication & Micromanaging: It exposes the frustration and resentment caused by vague expectations and excessive control, advocating for clear communication and employee empowerment.
The presentation then shifts its focus to the power of recognition and empowerment, highlighting how a culture of appreciation can fuel engagement and motivation. It provides actionable takeaways for managers, emphasizing the need to stop demotivating behaviors and start actively fostering a positive workplace culture.
The presentation concludes with a strong call to action, encouraging viewers to explore the accompanying blog post, "9 Proven Ways to Crush Employee Morale (and How to Avoid Them)," for a more in-depth analysis and practical solutions.
All the Small Things - XP2024 Bolzano/Bozen
Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
In this talk we'll have a look to the cumulative effect of the constraints of a remote working environment and of the common countermeasures.
A comprehensive-study-of-biparjoy-cyclone-disaster-management-in-gujarat-a-ca...
Disaster management;
Cyclone Disaster Management;;
Biparjoy Cyclone Case Study;
Meteorological Observations;
Best practices in Disaster Management;
Synchronization of Agencies;
GSDMA in Cyclone disaster Management;
History of Cyclone in Arabian ocean;
Intensity of Cyclone in Gujarat;
Cyclone preparedness;
Miscellaneous observations - Biparjoy cyclone;
Role of social Media in Disaster Management;
Unique features of Biparjoy cyclone;
Role of IMD in Biparjoy Prediction;
Lessons Learned; Disaster Preparedness; published paper;
Case study; for disaster management agencies; for guideline to manage cyclone disaster; cyclone management; cyclone risks; rescue and rehabilitation for cyclone; timely evacuation during cyclone; port closure; tourism closure etc.
From Concept to reality : Implementing Lean Managements DMAIC Methodology for...
The Ready-Made Garments (RMG) industry in Bangladesh is a cornerstone of the economy, but increasing costs and stagnant productivity pose significant challenges to profitability. This study explores the implementation of Lean Management in the Sampling Section of RMG factories to enhance productivity. Drawing from a comprehensive literature review, theoretical framework, and action research methodology, the study identifies key areas for improvement and proposes solutions.
Through the DMAIC approach (Define, Measure, Analyze, Improve, Control), the research identifies low productivity as the primary problem in the Sampling Section, with a PPH (Productivity per head) of only 4.0. Using Lean Management techniques such as 5S, Standardized work, PDCA/Kaizen, KANBAN, and Quick Changeover, the study addresses issues such as pre and post Quick Changeover (QCO) time, improper line balancing, and sudden plan changes.
The research employs regression analysis to test hypotheses, revealing a significant correlation between reducing QCO time and increasing productivity. With a regression equation of Y = -0.000501X + 6.72 and an R-squared value of 0.98, the study demonstrates a strong relationship between the independent variables (QCO downtime and improper line balancing downtime) and the dependent variable (productivity per head).
The findings suggest that by implementing Lean Management practices and addressing key productivity inhibitors, RMG factories can achieve substantial improvements in efficiency and profitability. The study provides valuable insights for practitioners, policymakers, and researchers seeking to enhance productivity in the RMG industry and similar manufacturing sectors.
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innovation in nursing practice, education and management.pptx
innovation in nursing practice, education and management.pptx
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd tes...
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd tes...
m249-saw PMI To familiarize the soldier with the M249 Squad Automatic Weapon ...
m249-saw PMI To familiarize the soldier with the M249 Squad Automatic Weapon ...
Neal Elbaum Shares Top 5 Trends Shaping the Logistics Industry in 2024
Neal Elbaum Shares Top 5 Trends Shaping the Logistics Industry in 2024
Maximize Your Efficiency with This Comprehensive Project Management Platform ...
Maximize Your Efficiency with This Comprehensive Project Management Platform ...
9 Ways Managers Kill Morale (and What to Do Instead)
9 Ways Managers Kill Morale (and What to Do Instead)
A comprehensive-study-of-biparjoy-cyclone-disaster-management-in-gujarat-a-ca...
A comprehensive-study-of-biparjoy-cyclone-disaster-management-in-gujarat-a-ca...
From Concept to reality : Implementing Lean Managements DMAIC Methodology for...
From Concept to reality : Implementing Lean Managements DMAIC Methodology for...
Software Metrics - Lease Management Case Study
- 1. Task 1 Lease Management Case 1 Metrics for Software Managers Fall 2014 Presented by: Team Touchstone Dibyendu Roy, Felix Amoruwa, Jennifer Li, Pallavi Mathane, Susana Lau, Tushar Dadlani
- 2. Agenda Project Background Approach - Goal-Question-Metric Diagram Key Metrics/Reports Team Decisions & Insights Reflection: Lessons Learned A Real Story Q&A 2
- 3. 3 Project Background Lease management portal 30 Developers + 20 Domain Experts 3 Years Over 1000 stories 18 months plan-driven + XP Tarak
- 4. Issue 1: Missing Deadline 4
- 5. Issue 2: Changing Requirements 5
- 6. Issue 3: Integration Failures 6
- 7. Assumptions Stories are not of equal size and same priority Requirements can come in any time Team can accurately estimate hours/story Nature of the project can’t be changed 7
- 8. Goal- Question - Metric 8
- 9. Key Metrics Velocity Defect Density 9 Existing Metrics Story point Variance Variance of deadline over time Percentage of accepted story points by customer Attrition rate Unit test & integration test success rate http://aea365.org/blog/2011/10/page/2/ Suggested Metrics
- 11. Burndown & Burnup Charts 11
- 12. Defects & Tests Reports 12
- 14. Team Decisions & Insights 1. How many goals to consider? 2. How to include different stakeholders? 3. How to present GQM in a meaningful way? 4. Important to provide actionable items for stakeholders based on reports 14
- 15. Task: What Worked 15 Suitable Hypothesis Well Defined Goals Questions Metrics Well Structured Reports End to end workflow Actionable Items
- 16. Task: What To Improve Supplementary reports Deep dive into existing tools for similar projects Better understanding of what is absolutely necessary 16
- 17. Teamwork Reflection: What Worked 17 http://raedevelopment.com/wp-content/uploads/2012/09/team-hands1.jpg http://shirtoid.com/wp-content/uploads/2010/08/brainstorm.jpg http://www.learning3pointzero.com/wp-content/uploads/2011/03/listeningBowler.jp http://pdci-network.org/images/stories/consensus.jpg
- 18. Teamwork Reflection: What To Improve 18 Strategy
- 19. A Real Story - Sentinel 19 “10 years of ‘Waterfall’ failure and $800m of waste”
- 20. Background 2001 Virtual Case File (VCF) - FBI’s IT Modernization Project 2005 730,000 lines of code never worked properly Abandoned after spending $170 million 2006 Award of a $305 million contract to Lockheed Martin to develop Sentinel 20
- 21. However… Aug 2010 project was only half done … … and $100 million over budget Sep 2010 new Agile methodology development strategy July 2012 successfully deployed ~$500 million 21
- 22. What Worked - Agile • Organized work into 670 ‘user stories’ • To be developed over 21 sprints – each 2 weeks long • Assign story points based on difficulty • Demos every other Friday with a host of stakeholders • Only stories passed tests claimed completed 22
- 23. Questions 23