Slides that helps you to know the major skills of Project Manager, and it describes the fundamentals of Project Management which is a very important part of Software Engineering.
Project Teams - people issues, roles, and responsibilitiesJohn Cachat
Project Managers
Consultants
Four types of Users
User Responsibilities
Sufficient Resources
Get in the game – this is not practice!
johncachat@hotmail.com
www.peproso.com
JAD sessions bring together customers and developers to quickly agree on project scope, objectives, and specifications. They are structured workshops facilitated by a trained moderator. Key roles include a facilitator to plan the session and ensure deliverables are produced, decision-makers from the customer who can resolve issues and make commitments, application customers who understand business processes, developer listeners who provide technical input, and a scribe to accurately document the session outcomes. When done effectively, JAD sessions can simplify communication, identify issues, clarify requirements, and gain customer commitment to help ensure the delivered system meets their needs.
This document discusses key aspects of project management for software projects. It covers that project management involves planning, monitoring, and controlling people, processes, and events throughout the software development lifecycle. Project management focuses on the four Ps - People, Product, Process, and Project. Effective project management requires considering these factors and organizing the project team appropriately to achieve success.
Software Engineering Practice - Project managementRadu_Negulescu
The document discusses project management for a software engineering course. It covers creating a project management plan, which includes defining tasks, scheduling, allocating resources, and managing risks. It also discusses monitoring project progress and closing the project. Key aspects of the plan include the project vision and goals, task breakdown and dependencies, and risk identification and mitigation strategies.
Uday Kumar Sasanapuri is a senior level IT professional with over 6 years of experience in IT infrastructure management, IT operations, incident management, problem management, and service request management. He has worked for several companies including CompuCom CSI India Systems, HCL Comnet India, Mphasis, IBM India, and Kenexa Technologies in roles involving incident management, problem management, and IT infrastructure support. He has expertise in areas such as IT service management, project management, people management, and implementing service level agreements.
Project management chapter_04 for MSBTEKalyan Ingole
This presentation is about the project management that contains project management spectrum,Risk management,change management,configuration management and clean room strategy
Slides that helps you to know the major skills of Project Manager, and it describes the fundamentals of Project Management which is a very important part of Software Engineering.
Project Teams - people issues, roles, and responsibilitiesJohn Cachat
Project Managers
Consultants
Four types of Users
User Responsibilities
Sufficient Resources
Get in the game – this is not practice!
johncachat@hotmail.com
www.peproso.com
JAD sessions bring together customers and developers to quickly agree on project scope, objectives, and specifications. They are structured workshops facilitated by a trained moderator. Key roles include a facilitator to plan the session and ensure deliverables are produced, decision-makers from the customer who can resolve issues and make commitments, application customers who understand business processes, developer listeners who provide technical input, and a scribe to accurately document the session outcomes. When done effectively, JAD sessions can simplify communication, identify issues, clarify requirements, and gain customer commitment to help ensure the delivered system meets their needs.
This document discusses key aspects of project management for software projects. It covers that project management involves planning, monitoring, and controlling people, processes, and events throughout the software development lifecycle. Project management focuses on the four Ps - People, Product, Process, and Project. Effective project management requires considering these factors and organizing the project team appropriately to achieve success.
Software Engineering Practice - Project managementRadu_Negulescu
The document discusses project management for a software engineering course. It covers creating a project management plan, which includes defining tasks, scheduling, allocating resources, and managing risks. It also discusses monitoring project progress and closing the project. Key aspects of the plan include the project vision and goals, task breakdown and dependencies, and risk identification and mitigation strategies.
Uday Kumar Sasanapuri is a senior level IT professional with over 6 years of experience in IT infrastructure management, IT operations, incident management, problem management, and service request management. He has worked for several companies including CompuCom CSI India Systems, HCL Comnet India, Mphasis, IBM India, and Kenexa Technologies in roles involving incident management, problem management, and IT infrastructure support. He has expertise in areas such as IT service management, project management, people management, and implementing service level agreements.
Project management chapter_04 for MSBTEKalyan Ingole
This presentation is about the project management that contains project management spectrum,Risk management,change management,configuration management and clean room strategy
The document discusses the 4 P's of management spectrum for successful software project management: People, Product, Process, and Project. It then discusses the W5HH principle, an organizing framework proposed by Barry Boehm for defining the key characteristics of a software project plan. The W5HH principle involves asking a series of questions about why the system is being developed, what will be done and by when, who is responsible for functions, where they are located organizationally, how the technical and managerial work will be done, and how much of each resource is needed.
This document contains a summary of Jimmy Chhanechhara's qualifications and experience as a Business Analyst and Senior Systems Analyst. It includes details of his address, contact information, education background and over 15 years of experience managing IT projects, gathering requirements, designing systems architectures, and ensuring delivery and quality. He has extensive expertise in agile methodologies, process analysis, project management, and interacting with clients.
This document provides an introduction and instructions for a lab on using Microsoft Project. The lab includes 5 activities to familiarize students with starting MS Project, creating a project plan from a template, switching between views, viewing built-in reports, and creating a visual report. The lab aims to help students understand basic functions of MS Project for tracking project goals, costs, deadlines and assigned resources.
The document discusses human resource management in project management. It covers human resource planning, acquiring the project team, developing the project team, and managing the project team. Some key points include determining project roles and responsibilities, creating a staffing management plan, using tools like organizational charts and position descriptions, applying motivational theories to enhance team performance, and providing tips for project leadership.
This document discusses project stakeholder management. It provides an overview of identifying stakeholders, planning stakeholder management, and managing stakeholder engagement. Key points covered include identifying stakeholders using tools like stakeholder analysis, developing a stakeholder register output. It also discusses planning stakeholder management, including developing a stakeholder management plan using inputs like the stakeholder register and meetings to define engagement levels.
The document discusses lessons for project managers in their role. It identifies project management as an "accidental profession" for two reasons: 1) project managers are often not formally selected and trained, and 2) many individuals pursue project management without defining a clear career path. It then provides 12 guidelines for project managers to address common problems, such as understanding stakeholder expectations, using flexible leadership styles, and maintaining appropriate planning. The guidelines range from understanding the project context to effective time management.
The document discusses several principles for improving project outcomes through proper project management. It outlines principles such as ensuring project alignment with business objectives through a documented approval and review process, establishing clear roles and responsibilities through a project charter, ensuring the project manager has the proper skills and experience, making risk-informed decisions through a documented risk management process, and promoting continuous process improvement. The overall message is that following standard project management frameworks and processes can help deliver projects that meet business needs.
- This processes group includes processes to organize, manage and lead a project team. It also assigns roles and responsibilities for completing project. Besides, it does resource leveling also.
- IT is very important to understand roles and responsibilities of the team and links to the team and should able to communicate that to all affected people. Few important roles associated with Project are: Sponsor, Management Team, executive/leadership team, Project Team, Project Manager, functional manager.
UCISA Major Project Governance Assessment ToolkitMark Ritchie
Universities and colleges are constantly undertaking significant change activities. These activities will typically be managed using existing institutional project and change management processes. Often, however, there is a lack of consistency and rigour in the governance approach. This can lead to significant cost overruns and project failure when confronted with the challenges of a major change project. Major projects require a more rigorous approach to governance and project management to deliver success.
The UCISA Major Project Governance Assessment Toolkit has been developed to assist staff who are managing or participating in major change projects.
The toolkit provides:
a) guidance on assessing which projects should be classed as Major
b) the key governance elements that must be managed for Major projects
c) an assessment tool for project governance to help ensure that the required governance actions are established and work effectively throughout the life of the project
d) a visualisation tool for project governance which gives a view of the project as it currently stands and the changes since the last review
e) case studies on the use of the toolkit at the University of Edinburgh
The toolkit has been designed to be complementary to existing project and change management processes. The toolkit fills an important gap by providing a repeatable assessment process that covers all aspects of governance for Major Projects. The toolkit can be used as a reference point and checklist for any project.
This presentation is from the UCISA15 conference in Ednburgh and may be useful for any organisation wishing to adopt the toolkit.
The document discusses ways an offshore team improved engagement and ownership of a software project. The team increased communication, implemented regular status reporting, and delegated resources onsite. These changes built trust with partners and improved predictability. As a result, the offshore team took on more work, delivered additional features ahead of schedule, and received very positive feedback and requests for more offshoring from partners. However, challenges around testing automation, buffer management, and continuous learning remain.
This document discusses user stories and requirements elicitation. It defines user stories and explains the three parts - the card, conversation, and confirmation. The card is a simple statement written in a certain format. The conversation involves discussion to clarify and expand on the user story. The confirmation is a test case to validate that the goal of the user story is met. An example user story is provided for a video uploading feature on YouTube. Requirements and test steps are added during the conversation and confirmation parts. The document also discusses using user stories to capture requirements and ensure they are independent, negotiable, valuable, estimable, small, and testable.
This document discusses key topics in software project management including risk management, managing people, and teamwork. It covers the importance of project management for software projects to deliver on time and on budget. Success criteria for projects is outlined as delivering on time, within budget, meeting customer expectations, and having a satisfied team. Challenges include the intangible nature of software, one-off projects, and variable processes. The roles and activities of a project manager are summarized. Risk management processes like identification, analysis, planning and monitoring are explained. Managing people effectively through consistency, respect, inclusion and honesty is important. Different personality types and their motivations are noted. Factors that affect effective teamwork are the people, organization, and
The document discusses key concepts in project management including scope management, risk management, change management, stakeholder management, and project review. It outlines the project life cycle and importance of project management. Effective project managers are visionaries who anticipate problems, manage stakeholders, communicate well, and resolve conflicts.
The document lists corporations that are part of the Project Management Forum and defines project managers, their responsibilities, and attributes needed for the job. It also lists generic core competencies related to project management, dividing them into those needed to understand the business environment, manage people, and apply technical/administrative aspects. The competencies are intended to help identify an employer or employee's needs and guide those interested in the project management profession.
Identifying a project in trouble and re-planningmfarbstein
This document discusses identifying and re-planning troubled projects. It provides tips for determining when a project is in trouble based on variances from the triple constraints of time, cost, and scope. It also outlines steps for re-planning a project, including revising the work breakdown structure, schedule, budget, and earned value management metrics. Key indicators of troubled projects include missed deadlines, quality issues, low morale, and unresolved risks or issues.
This document discusses the importance of knowledge sharing and learning lessons from past projects. It recommends that organizations establish communities of practice where project managers can share stories and identify lessons learned. These communities should be both formally driven by a project management office to ensure timely feedback, as well as informally driven by project managers themselves. Bringing lessons to the front end of new projects can help avoid repeating past mistakes. Overall, the document emphasizes the value of learning from experience through open discussion within a community.
This document provides a template for a project post mortem report to record lessons learned from completed projects. The template includes sections for report details, project parameters, performance including accomplishments and problems, lessons learned, and approval. It is intended to inform future project teams of obstacles, challenges, successes and ways to improve aspects like planning, resources, scope, scheduling and more.
Introduction to Project Management (workshop) - v.2Mena M. Eissa
The document provides an introduction to a workshop on project management basics. It begins with biographies of the instructor, Mena Mostafa, who has 15 years of experience as a project manager, business analyst, and developer. The workshop agenda is then outlined and will cover key definitions, theories of project management, a sample project, and lessons learned. Ground rules for the workshop are also established around participation and learning. Finally, the document provides definitions for many important project management terms like stakeholders, roles, communication, scope, requirements, and work breakdown structure to set the foundation for the topics to be covered.
The document describes various roles and responsibilities in IT projects. It discusses that small projects require little structure while large projects require more organization. It then provides details on 16 common project roles: project manager, analyst, developer, tester, quality manager, database administrator, designer, subject matter expert, project team, executive sponsor, project sponsor, stakeholders, user groups, suppliers/vendors, change control board, and steering committee. For each role it summarizes the key responsibilities and purpose.
Role andresponsiblities in project managementim8home85
The document outlines the roles and responsibilities of various project team members for a CRM implementation project. It describes 14 key roles including the steering committee, executive sponsor, project leader, functional champions, system administrator, CRM application consultants, and others. For each role, it provides a brief description and lists their primary responsibilities in managing, implementing, and supporting the new CRM system.
The document discusses the 4 P's of management spectrum for successful software project management: People, Product, Process, and Project. It then discusses the W5HH principle, an organizing framework proposed by Barry Boehm for defining the key characteristics of a software project plan. The W5HH principle involves asking a series of questions about why the system is being developed, what will be done and by when, who is responsible for functions, where they are located organizationally, how the technical and managerial work will be done, and how much of each resource is needed.
This document contains a summary of Jimmy Chhanechhara's qualifications and experience as a Business Analyst and Senior Systems Analyst. It includes details of his address, contact information, education background and over 15 years of experience managing IT projects, gathering requirements, designing systems architectures, and ensuring delivery and quality. He has extensive expertise in agile methodologies, process analysis, project management, and interacting with clients.
This document provides an introduction and instructions for a lab on using Microsoft Project. The lab includes 5 activities to familiarize students with starting MS Project, creating a project plan from a template, switching between views, viewing built-in reports, and creating a visual report. The lab aims to help students understand basic functions of MS Project for tracking project goals, costs, deadlines and assigned resources.
The document discusses human resource management in project management. It covers human resource planning, acquiring the project team, developing the project team, and managing the project team. Some key points include determining project roles and responsibilities, creating a staffing management plan, using tools like organizational charts and position descriptions, applying motivational theories to enhance team performance, and providing tips for project leadership.
This document discusses project stakeholder management. It provides an overview of identifying stakeholders, planning stakeholder management, and managing stakeholder engagement. Key points covered include identifying stakeholders using tools like stakeholder analysis, developing a stakeholder register output. It also discusses planning stakeholder management, including developing a stakeholder management plan using inputs like the stakeholder register and meetings to define engagement levels.
The document discusses lessons for project managers in their role. It identifies project management as an "accidental profession" for two reasons: 1) project managers are often not formally selected and trained, and 2) many individuals pursue project management without defining a clear career path. It then provides 12 guidelines for project managers to address common problems, such as understanding stakeholder expectations, using flexible leadership styles, and maintaining appropriate planning. The guidelines range from understanding the project context to effective time management.
The document discusses several principles for improving project outcomes through proper project management. It outlines principles such as ensuring project alignment with business objectives through a documented approval and review process, establishing clear roles and responsibilities through a project charter, ensuring the project manager has the proper skills and experience, making risk-informed decisions through a documented risk management process, and promoting continuous process improvement. The overall message is that following standard project management frameworks and processes can help deliver projects that meet business needs.
- This processes group includes processes to organize, manage and lead a project team. It also assigns roles and responsibilities for completing project. Besides, it does resource leveling also.
- IT is very important to understand roles and responsibilities of the team and links to the team and should able to communicate that to all affected people. Few important roles associated with Project are: Sponsor, Management Team, executive/leadership team, Project Team, Project Manager, functional manager.
UCISA Major Project Governance Assessment ToolkitMark Ritchie
Universities and colleges are constantly undertaking significant change activities. These activities will typically be managed using existing institutional project and change management processes. Often, however, there is a lack of consistency and rigour in the governance approach. This can lead to significant cost overruns and project failure when confronted with the challenges of a major change project. Major projects require a more rigorous approach to governance and project management to deliver success.
The UCISA Major Project Governance Assessment Toolkit has been developed to assist staff who are managing or participating in major change projects.
The toolkit provides:
a) guidance on assessing which projects should be classed as Major
b) the key governance elements that must be managed for Major projects
c) an assessment tool for project governance to help ensure that the required governance actions are established and work effectively throughout the life of the project
d) a visualisation tool for project governance which gives a view of the project as it currently stands and the changes since the last review
e) case studies on the use of the toolkit at the University of Edinburgh
The toolkit has been designed to be complementary to existing project and change management processes. The toolkit fills an important gap by providing a repeatable assessment process that covers all aspects of governance for Major Projects. The toolkit can be used as a reference point and checklist for any project.
This presentation is from the UCISA15 conference in Ednburgh and may be useful for any organisation wishing to adopt the toolkit.
The document discusses ways an offshore team improved engagement and ownership of a software project. The team increased communication, implemented regular status reporting, and delegated resources onsite. These changes built trust with partners and improved predictability. As a result, the offshore team took on more work, delivered additional features ahead of schedule, and received very positive feedback and requests for more offshoring from partners. However, challenges around testing automation, buffer management, and continuous learning remain.
This document discusses user stories and requirements elicitation. It defines user stories and explains the three parts - the card, conversation, and confirmation. The card is a simple statement written in a certain format. The conversation involves discussion to clarify and expand on the user story. The confirmation is a test case to validate that the goal of the user story is met. An example user story is provided for a video uploading feature on YouTube. Requirements and test steps are added during the conversation and confirmation parts. The document also discusses using user stories to capture requirements and ensure they are independent, negotiable, valuable, estimable, small, and testable.
This document discusses key topics in software project management including risk management, managing people, and teamwork. It covers the importance of project management for software projects to deliver on time and on budget. Success criteria for projects is outlined as delivering on time, within budget, meeting customer expectations, and having a satisfied team. Challenges include the intangible nature of software, one-off projects, and variable processes. The roles and activities of a project manager are summarized. Risk management processes like identification, analysis, planning and monitoring are explained. Managing people effectively through consistency, respect, inclusion and honesty is important. Different personality types and their motivations are noted. Factors that affect effective teamwork are the people, organization, and
The document discusses key concepts in project management including scope management, risk management, change management, stakeholder management, and project review. It outlines the project life cycle and importance of project management. Effective project managers are visionaries who anticipate problems, manage stakeholders, communicate well, and resolve conflicts.
The document lists corporations that are part of the Project Management Forum and defines project managers, their responsibilities, and attributes needed for the job. It also lists generic core competencies related to project management, dividing them into those needed to understand the business environment, manage people, and apply technical/administrative aspects. The competencies are intended to help identify an employer or employee's needs and guide those interested in the project management profession.
Identifying a project in trouble and re-planningmfarbstein
This document discusses identifying and re-planning troubled projects. It provides tips for determining when a project is in trouble based on variances from the triple constraints of time, cost, and scope. It also outlines steps for re-planning a project, including revising the work breakdown structure, schedule, budget, and earned value management metrics. Key indicators of troubled projects include missed deadlines, quality issues, low morale, and unresolved risks or issues.
This document discusses the importance of knowledge sharing and learning lessons from past projects. It recommends that organizations establish communities of practice where project managers can share stories and identify lessons learned. These communities should be both formally driven by a project management office to ensure timely feedback, as well as informally driven by project managers themselves. Bringing lessons to the front end of new projects can help avoid repeating past mistakes. Overall, the document emphasizes the value of learning from experience through open discussion within a community.
This document provides a template for a project post mortem report to record lessons learned from completed projects. The template includes sections for report details, project parameters, performance including accomplishments and problems, lessons learned, and approval. It is intended to inform future project teams of obstacles, challenges, successes and ways to improve aspects like planning, resources, scope, scheduling and more.
Introduction to Project Management (workshop) - v.2Mena M. Eissa
The document provides an introduction to a workshop on project management basics. It begins with biographies of the instructor, Mena Mostafa, who has 15 years of experience as a project manager, business analyst, and developer. The workshop agenda is then outlined and will cover key definitions, theories of project management, a sample project, and lessons learned. Ground rules for the workshop are also established around participation and learning. Finally, the document provides definitions for many important project management terms like stakeholders, roles, communication, scope, requirements, and work breakdown structure to set the foundation for the topics to be covered.
The document describes various roles and responsibilities in IT projects. It discusses that small projects require little structure while large projects require more organization. It then provides details on 16 common project roles: project manager, analyst, developer, tester, quality manager, database administrator, designer, subject matter expert, project team, executive sponsor, project sponsor, stakeholders, user groups, suppliers/vendors, change control board, and steering committee. For each role it summarizes the key responsibilities and purpose.
Role andresponsiblities in project managementim8home85
The document outlines the roles and responsibilities of various project team members for a CRM implementation project. It describes 14 key roles including the steering committee, executive sponsor, project leader, functional champions, system administrator, CRM application consultants, and others. For each role, it provides a brief description and lists their primary responsibilities in managing, implementing, and supporting the new CRM system.
Part 02 Connecting Business Strategy and Project ManagementLilis Rusliyawati
The document discusses the roles and responsibilities in information systems projects. It defines key project roles like the sponsor, project manager, user, and risk manager. It also discusses the differences between a project, program, and portfolio. A program manages multiple related projects that work towards an overall business goal, while a portfolio manages all projects. The document outlines the functions of a Program and Project Support Office (PPSO) which provides resources and standards for projects. Having a PPSO provides benefits like consistency, information sharing, and independent oversight of projects.
The document discusses key concepts in project management including concerns managers have around quality, risk, cost, schedule, resources, and communication. It identifies reasons why projects fail such as changing requirements or unrealistic deadlines. Effective project management focuses on people, product, process, and project. Key players include stakeholders, team leaders, and software teams. The document provides guidance on organizing teams, defining product scope, decomposing problems, defining processes, and monitoring projects.
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The document discusses important concepts for effective software project management including focusing on people, product, process, and project. It emphasizes that defining project scope and establishing clear objectives at the beginning of a project are critical first steps. Finally, it outlines factors for selecting an appropriate software development process model and adapting it to the specific project.
Top Project Management Best Practices.pdfOrangescrum
Project management best practices will enable you to deliver your projects successfully. Through effective project management practices, businesses can improve the performance of the team to become faster, better and more efficient when compared to their previous results.
The document discusses key concepts for managing software engineering projects including the four Ps (People, Product, Process, Project), stakeholders, software teams, and common challenges that can arise. It emphasizes that projects require understanding user needs, clear scope, managing changes, selecting the right team structure, and tracking progress through work products and quality assurance. Formal practices like risk management, metrics, and defect tracking are presented as critical to project success.
The document discusses software project management. It covers defining a project, the three constraints of scope, time and cost, characteristics of software projects, identifying stakeholders, and setting SMART objectives. It also discusses the functions, responsibilities and abilities of a project manager, as well as different organizational structures for projects.
Managing Business Analysis for Agile DevelopmentIJMER
This document discusses the impact of agile development methodologies on the role of business analysts. It explains that in agile projects, requirements are defined collaboratively by business analysts, developers, testers and product owners working together incrementally. The business analyst facilitates discussions to help translate user needs into technical requirements. Some new skills required for business analysts in agile include facilitation, coaching and writing user stories. The document also discusses how business analysts can help transition conventional projects to more agile approaches.
The document discusses various approaches to project management including PMBOK, PRINCE2, and Six Sigma. It provides details on:
1) The five process groups and ten knowledge areas that PMBOK recognizes as typical for almost all projects.
2) The key aspects that PRINCE2 emphasizes such as organizing/planning before starting work and controlling a project once started.
3) How Six Sigma uses green belts and black belts for projects and that these typically last 4 months, with management control through goals rather than formal project management.
The term ‘project management’ initiated its journey in the early 1950s. By definition, project management is the practice of planning and organizing an organization’s resources in order to move a specific task to completion. Before acquiring knowledge in project management, it is significant to know what a ‘project’ is. For this, you can avail our project management assignment help
Project management concepts involve planning, monitoring, and controlling projects. Key elements include people, processes, and work products like project plans. Software projects are influenced by factors such as requirements, resources, and technology. If not managed properly, projects can fail due to unrealistic deadlines, changing requirements, underestimating effort, risks, or poor communication. Successful projects require focusing on people, the product, processes, and the project itself.
A Guide to Software Development Manager Responsibilities.pdfLaura Miller
From planning to mitigating risks, a software development project manager takes care of every aspect of the project. Keep reading to know their job roles.
This document outlines the course objectives and units for a Project Management course. The course aims to develop skills for planning, managing, and delivering successful software projects. The key objectives are to manage projects through each stage of the software development life cycle, learn activity planning and risk management, and deliver projects that support organizational goals. The first unit covers project evaluation, planning, methodologies, objectives setting, risk evaluation, and stepwise project planning. It includes topics such as importance of software project management, project portfolio management, and cost-benefit evaluation.
This document outlines the course objectives and units for a Project Management course. The course aims to teach students to plan, manage, and deliver successful software projects throughout the software development lifecycle. The first unit covers evaluating and planning projects, including importance of project management, methodologies, project categorization, setting objectives, risk evaluation, and stepwise project planning. Additional details are provided on project phases, stakeholders, management skills, and challenges with software projects.
The document discusses software project management and provides 20 project management proverbs. It then defines what a project is and explains that projects have timeframes, require planning and resources, and need evaluation criteria. Finally, it discusses what a project manager does, including developing plans, managing stakeholders, teams, risks, schedules and budgets.
Similar to Software Project Requirement and Team Requirement Model (20)
Measures in SQL (SIGMOD 2024, Santiago, Chile)Julian Hyde
SQL has attained widespread adoption, but Business Intelligence tools still use their own higher level languages based upon a multidimensional paradigm. Composable calculations are what is missing from SQL, and we propose a new kind of column, called a measure, that attaches a calculation to a table. Like regular tables, tables with measures are composable and closed when used in queries.
SQL-with-measures has the power, conciseness and reusability of multidimensional languages but retains SQL semantics. Measure invocations can be expanded in place to simple, clear SQL.
To define the evaluation semantics for measures, we introduce context-sensitive expressions (a way to evaluate multidimensional expressions that is consistent with existing SQL semantics), a concept called evaluation context, and several operations for setting and modifying the evaluation context.
A talk at SIGMOD, June 9–15, 2024, Santiago, Chile
Authors: Julian Hyde (Google) and John Fremlin (Google)
https://doi.org/10.1145/3626246.3653374
OpenMetadata Community Meeting - 5th June 2024OpenMetadata
The OpenMetadata Community Meeting was held on June 5th, 2024. In this meeting, we discussed about the data quality capabilities that are integrated with the Incident Manager, providing a complete solution to handle your data observability needs. Watch the end-to-end demo of the data quality features.
* How to run your own data quality framework
* What is the performance impact of running data quality frameworks
* How to run the test cases in your own ETL pipelines
* How the Incident Manager is integrated
* Get notified with alerts when test cases fail
Watch the meeting recording here - https://www.youtube.com/watch?v=UbNOje0kf6E
Unveiling the Advantages of Agile Software Development.pdfbrainerhub1
Learn about Agile Software Development's advantages. Simplify your workflow to spur quicker innovation. Jump right in! We have also discussed the advantages.
WhatsApp offers simple, reliable, and private messaging and calling services for free worldwide. With end-to-end encryption, your personal messages and calls are secure, ensuring only you and the recipient can access them. Enjoy voice and video calls to stay connected with loved ones or colleagues. Express yourself using stickers, GIFs, or by sharing moments on Status. WhatsApp Business enables global customer outreach, facilitating sales growth and relationship building through showcasing products and services. Stay connected effortlessly with group chats for planning outings with friends or staying updated on family conversations.
E-Invoicing Implementation: A Step-by-Step Guide for Saudi Arabian CompaniesQuickdice ERP
Explore the seamless transition to e-invoicing with this comprehensive guide tailored for Saudi Arabian businesses. Navigate the process effortlessly with step-by-step instructions designed to streamline implementation and enhance efficiency.
Transform Your Communication with Cloud-Based IVR SolutionsTheSMSPoint
Discover the power of Cloud-Based IVR Solutions to streamline communication processes. Embrace scalability and cost-efficiency while enhancing customer experiences with features like automated call routing and voice recognition. Accessible from anywhere, these solutions integrate seamlessly with existing systems, providing real-time analytics for continuous improvement. Revolutionize your communication strategy today with Cloud-Based IVR Solutions. Learn more at: https://thesmspoint.com/channel/cloud-telephony
Neo4j - Product Vision and Knowledge Graphs - GraphSummit ParisNeo4j
Dr. Jesús Barrasa, Head of Solutions Architecture for EMEA, Neo4j
Découvrez les dernières innovations de Neo4j, et notamment les dernières intégrations cloud et les améliorations produits qui font de Neo4j un choix essentiel pour les développeurs qui créent des applications avec des données interconnectées et de l’IA générative.
Hand Rolled Applicative User ValidationCode KataPhilip Schwarz
Could you use a simple piece of Scala validation code (granted, a very simplistic one too!) that you can rewrite, now and again, to refresh your basic understanding of Applicative operators <*>, <*, *>?
The goal is not to write perfect code showcasing validation, but rather, to provide a small, rough-and ready exercise to reinforce your muscle-memory.
Despite its grandiose-sounding title, this deck consists of just three slides showing the Scala 3 code to be rewritten whenever the details of the operators begin to fade away.
The code is my rough and ready translation of a Haskell user-validation program found in a book called Finding Success (and Failure) in Haskell - Fall in love with applicative functors.
Artificia Intellicence and XPath Extension FunctionsOctavian Nadolu
The purpose of this presentation is to provide an overview of how you can use AI from XSLT, XQuery, Schematron, or XML Refactoring operations, the potential benefits of using AI, and some of the challenges we face.
AI Fusion Buddy Review: Brand New, Groundbreaking Gemini-Powered AI AppGoogle
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Atelier - Innover avec l’IA Générative et les graphes de connaissancesNeo4j
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Allez au-delà du battage médiatique autour de l’IA et découvrez des techniques pratiques pour utiliser l’IA de manière responsable à travers les données de votre organisation. Explorez comment utiliser les graphes de connaissances pour augmenter la précision, la transparence et la capacité d’explication dans les systèmes d’IA générative. Vous partirez avec une expérience pratique combinant les relations entre les données et les LLM pour apporter du contexte spécifique à votre domaine et améliorer votre raisonnement.
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Odoo ERP software
Odoo ERP software, a leading open-source software for Enterprise Resource Planning (ERP) and business management, has recently launched its latest version, Odoo 17 Community Edition. This update introduces a range of new features and enhancements designed to streamline business operations and support growth.
The Odoo Community serves as a cost-free edition within the Odoo suite of ERP systems. Tailored to accommodate the standard needs of business operations, it provides a robust platform suitable for organisations of different sizes and business sectors. Within the Odoo Community Edition, users can access a variety of essential features and services essential for managing day-to-day tasks efficiently.
This blog presents a detailed overview of the features available within the Odoo 17 Community edition, and the differences between Odoo 17 community and enterprise editions, aiming to equip you with the necessary information to make an informed decision about its suitability for your business.
What is Master Data Management by PiLog Groupaymanquadri279
PiLog Group's Master Data Record Manager (MDRM) is a sophisticated enterprise solution designed to ensure data accuracy, consistency, and governance across various business functions. MDRM integrates advanced data management technologies to cleanse, classify, and standardize master data, thereby enhancing data quality and operational efficiency.
Do you want Software for your Business? Visit Deuglo
Deuglo has top Software Developers in India. They are experts in software development and help design and create custom Software solutions.
Deuglo follows seven steps methods for delivering their services to their customers. They called it the Software development life cycle process (SDLC).
Requirement — Collecting the Requirements is the first Phase in the SSLC process.
Feasibility Study — after completing the requirement process they move to the design phase.
Design — in this phase, they start designing the software.
Coding — when designing is completed, the developers start coding for the software.
Testing — in this phase when the coding of the software is done the testing team will start testing.
Installation — after completion of testing, the application opens to the live server and launches!
Maintenance — after completing the software development, customers start using the software.
Software Engineering, Software Consulting, Tech Lead, Spring Boot, Spring Cloud, Spring Core, Spring JDBC, Spring Transaction, Spring MVC, OpenShift Cloud Platform, Kafka, REST, SOAP, LLD & HLD.
Graspan: A Big Data System for Big Code AnalysisAftab Hussain
We built a disk-based parallel graph system, Graspan, that uses a novel edge-pair centric computation model to compute dynamic transitive closures on very large program graphs.
We implement context-sensitive pointer/alias and dataflow analyses on Graspan. An evaluation of these analyses on large codebases such as Linux shows that their Graspan implementations scale to millions of lines of code and are much simpler than their original implementations.
These analyses were used to augment the existing checkers; these augmented checkers found 132 new NULL pointer bugs and 1308 unnecessary NULL tests in Linux 4.4.0-rc5, PostgreSQL 8.3.9, and Apache httpd 2.2.18.
- Accepted in ASPLOS ‘17, Xi’an, China.
- Featured in the tutorial, Systemized Program Analyses: A Big Data Perspective on Static Analysis Scalability, ASPLOS ‘17.
- Invited for presentation at SoCal PLS ‘16.
- Invited for poster presentation at PLDI SRC ‘16.
2. Introduction
What are the root causes that lead some project teams to operate well, while others struggle?
Underperforming project teams may result from a weak change management plan, lack of talent on the project team, or
insufficient stakeholder support, among other factors.
Many IT projects today have a project charter. Key components of a charter include the project scope, timeline, budget,
approach and expected benefits.
All individuals related to the project want the best for the organization. However, when they see the project charter
through their own prism, they may see the scope, the benefits and the approach quite differently. This is why it is critical
to align early and often.
3. What does a high-performance project team look like?
4. Project Roles and Responsibilities
Projects of different sizes have different needs for how the people are organized. In a small project, little organization
structure is needed. There might be a primary sponsor, project manager and a project team.
Analyst : The Analyst is responsible for ensuring that the requirements of the business clients are captured and
documented correctly before a solution is developed and implemented.
Change Control Board :The Change Control Board is usually made up of a group of decision makers authorized to
accept changes to the projects requirements, budget, and timelines
Client: This is the people (or groups) that are the direct beneficiaries of a project or service. They are the people for
whom the project is being undertaken.
Client Project Manager : If the project is large enough, the business client may have a primary contact that is
designated as a comparable project manager for work on the client side.
5. Project Roles and Responsibilities
Database Administrator: A Database Administrator is a specialist that models, designs and creates the databases and
tables used by a software solution
Designer: The designer is responsible for understanding the business requirements and designing a solution that will
meet the software needs.
Developer: The Developer is responsible for the actual building of the solution.
Project Manager: This is the person with authority to manage a project. This includes leading the planning and the
development of all project deliverables. The project manager is responsible for managing the budget and schedule and
all project management procedures (scope management, issues management, risk management, etc.)
Quality Manager : On a large project, quality management could take up a large amount of project management time.
Sponsor : This is the person who has ultimate authority over the project. The Sponsor provides project funding,
resolves issues and scope changes, approves major deliverables and provides high-level direction.
Stakeholder : These are the specific people or groups who have a stake, or an interest, in the outcome of the project.
Suppliers / Vendors , Tester , Users
6. Project Roles and Responsibilities
Project Team : The project team consists of the full-time and part-time resources assigned to work on the deliverables of
the project. This includes the analysts, designers, programmers, etc. They are responsible for:
Understanding the work to be completed.
Planning the assigned activities in more detail if needed.
Completing assigned work within the budget, timeline and quality expectations.
Informing the project manager of issues, scope changes, risk and quality concerns.
Proactively communicating status and managing expectations.
8. Project Team Requirment
In most cases, an organization’s most valuable asset is its people. The same is true for project teams. Project
success generally depends on individual talent, as well as team performance. Highly engaged and motivated
teams are often more likely to perform at a high level and achieve their objectives.
Team members know each other well and understand everyone's strengths and weaknesses.
They genuinely respect and care about each other.
They believe in the organization’s mission and the projects objectives.
They celebrate successes and learn from failures.
9. Provide High-Quality Leadership
Establish your team’s objectives and purpose – It’s important to verify that all team members know exactly what target
they are aiming for and why it’s important to both the organization and the team. People may be more likely to work
toward a common goal when they clearly understand its meaning and their contribution.
Establish a few rules – You can help build trust when you communicate what’s expected. It’s also generally a good idea
to plan ahead in order to manage potential conflicts in a positive way.
Demonstrate trust – Allow people to take risks, experience failures and learn from their mistakes. Encourage creativity .
You shouldn’t expect team members to put trust in you if you can’t first demonstrate that you trust them.
Require accountability – Regularly assess both team and individual performance. Deal with issues immediately by
enforcing the established rules. Be sure to offer criticism constructively and privately. Without accountability, rules may
be ignored, projects derailed and leaders may not respected.
Demonstrate your leadership – Model the work ethic, honesty, and level of communication and cooperation you expect.
Show team members what success looks like, and they may be inspired to follow you.
10. Recognize and Reward
People often like to be appreciated for a job well done. As a project leader, it's important to recognize team members
when they meet important deadlines or achieve significant milestones. Praise from a leader can make team members
feel appreciated, and may inspire the entire team to keep working toward the goal. However, keep in mind that not
everyone may share the same enthusiasm for the spotlight. When you truly know your team well, you'll learn their
preferences.
11. Handle Delays Professionally
Work interruptions, technical troubles, additional responsibilities and unforeseen circumstances can delay a
project. While they may be normal and expected in business, it doesn’t make missing a deadline any easier to
swallow. Leadership is often judged by how people handle obstacles and delays, so make sure to do it
professionally.
Start by evaluating the severity of the problem and remember that not every delay is a catastrophe. Next, assess
how the delay may affect other aspects of the project, and what resources are available to shift to the problem.
Finally, engage team members on finding and implementing the most effective solution. Also, make sure to keep
appropriate stakeholders informed of the delay while providing an appropriate solution.
High-performing project teams can help make a project manager’s life easier. Start building your team by
following these tips for improving project team performance. They're easy to implement and can pay off in a
“dream team” that may help make projects more successful.
12. Software Project Requirement
The software requirements are description of features and functionalities of the target system. Requirements convey
the expectations of users from the software product
Requirement Engineering
The process to gather the software requirements from client, analyze and document them is known as
requirement engineering.
The goal of requirement engineering is to develop and maintain sophisticated and descriptive ‘System
Requirements Specification’ document.
13. Requirement Engineering Process
It is a four step process, which includes –
Feasibility Study
Requirement Gathering
Software Requirement Specification
Software Requirement Validation
Let us see the process briefly -
14. Feasibility study
This feasibility study is focused towards goal of the organization. This study analyzes whether the software product
can be practically materialized in terms of implementation, contribution of project to organization, cost constraints
and as per values and objectives of the organization. It explores technical aspects of the project and product such as
usability, maintainability, productivity and integration ability.
The output of this phase should be a feasibility study report that should contain adequate comments and
recommendations for management about whether or not the project should be undertaken.
15. Requirement Gathering and SRS
If the feasibility report is positive towards undertaking the project, next phase starts with gathering requirements from the
user. Analysts and engineers communicate with the client and end-users to know their ideas on what the software should
provide and which features they want the software to include.
Software Requirement Specification
SRS is a document created by system analyst after the requirements are collected from various stakeholders.SRS defines how
the intended software will interact with hardware, external interfaces, speed of operation, response time of system,
portability of software across various platforms, maintainability, speed of recovery after crashing, Security, Quality,
Limitations etc.
16. Software Requirement Specification
Requirements can be checked against following conditions -
If they can be practically implemented
If they are valid and as per functionality and domain of software
If there are any ambiguities
If they are complete
17. Requirement elicitation process
Requirements gathering - The developers discuss with the client and end users and know their expectations from the
software.
Organizing Requirements - The developers prioritize and arrange the requirements in order of importance, urgency
and convenience.
Negotiation & discussion - If requirements are ambiguous or there are some conflicts in requirements of various
stakeholders, if they are, it is then negotiated and discussed with stakeholders. Requirements may then be prioritized
and reasonably compromised . The requirements come from various stakeholders. To remove the ambiguity and
conflicts, they are discussed for clarity and correctness. Unrealistic requirements are compromised reasonably.
Documentation - All formal & informal, functional and non-functional requirements are documented and made
available for next phase processing.
Requirements Elicitation is the process to find out the requirements for an intended software system by
communicating with client, end users, system users and others who have a stake in the software system development.
18. Requirement Elicitation Techniques
There are various ways to discover requirements
Interviews:
Structured (closed) interviews, where every single information to gather is decided in advance, they follow pattern and
matter of discussion firmly (confidently).
Non-structured (open) interviews, where information to gather is not decided in advance, more flexible and less biased.
Oral interviews
Written interviews
One-to-one interviews which are held between two persons across the table.
Surveys
Organization may conduct surveys among various stakeholders by querying about their expectation and requirements
from the upcoming system.
19. Requirement Elicitation Techniques
Questionnaires:
A document with pre-defined set of objective questions and respective options is handed over to all stakeholders to
answer, which are collected and compiled
Brainstorming:
An informal debate is held among various stakeholders and all their inputs are recorded for further requirements
analysis.
Observation:
Team of experts visit the client’s organization or workplace. They observe the actual working of the existing installed
systems. They observe the workflow at client’s end and how execution problems are dealt. The team itself draws some
conclusions which aid to form requirements expected from the software.
20. Aligning Modal
Typically, alignment is required on three levels:
Sponsors and stakeholders—around the future state vision.
Management—around a plan that can be executed.
Project team—around priorities and tasks at hand.
21. Sponsor and Stakeholder Alignment
Most executives feel that they see things the same way, especially when it comes to decisions that they made
together. It is true that most projects are budgeted and start with consent from all appropriate executives. But
does consent mean alignment? In reality, it’s likely that each executive wound up (tension) with their own
unique vision of what will occur after the project is complete, and what it will take to successfully execute the
project.
It is hard to convince executives to meet repeatedly to understand the changes that can push a project off
target and to align their resources to the project goals. But this is the only way to stay on track and avoid
wasting time on the rework that must will be required if team members take the project towards the
misaligned future state visions in their department leads’ heads.
22. Management Alignment
Middle management is cynical(selfish). They have seen these projects come and go. In fact, they say, we have more
projects than we can keep track of right now. Yet, without a firm belief from middle management that a given project
can and will be completed, you can count only on one thing—apathy( Nutral).
It may be tedious(Boring), but it’s well worth the effort to gather all relevant data that could impact the project’s
success early on. This includes concerns, dependencies, vacations and other availability information. Chances are, some
of that information is relevant to the project, some of it is good to know, and some of it is just fear of change. In all
three cases, you want to hear it out and account for it .
Once the project plan has been adjusted to account for relevant data, people start believing that this is a real plan and
you are not just going through the motions. After all, they have no more excuses to keep it from happening.
23. Project Team Alignment
Most project teams consist of a core team (full-time participants) and an extended team (part-time participants).
All of the members of the extended team and many of the core team members likely have other responsibilities
in the organization, perhaps participating on other project teams. Not only are team members often distracted,
but they each also have their own opinions about how the project should be conducted. It is very hard for a team
to work in a coordinated fashion when each member has their own idea of how a given activity should be
executed and their role in it.
There are many ways to align a project team around the approach: training the team in the methodology that is
being used, team-building exercises, offsite workshops, communication programs, etc. All of these take time and
effort, but they are well worth it.
**********
24. References
1. Abraic.in (Mikhail Papovsky @mpapov)
Founder and CEO of Abraic, Inc. Dedicated to improving the outcomes of IT
investments.
2. http://www.lifecyclestep.com/open/408.0LifecycleRoles.html
(408.0 Project Roles and Responsibilities)
3. Reference paper : Robert Hans Tshwane University of Technology, Pretoria,
South Africa hansr@tut.ac.za