A technology roadmap outlines an organization's plan to develop and introduce new technologies over time. It identifies critical system requirements, major technology areas, and technology alternatives and their timelines. The roadmapping process involves three phases - preliminary activities, developing the roadmap, and follow-up activities. It helps organizations reach consensus on needs and technologies, forecast developments, and coordinate plans.
Creating a Learning Technology Roadmap: Maximizing Efficiency While Boosting ...Cognizant
A centralized, learner-centric architecture -- based on a strategically-driven technology roadmap -- encompasses the functions, processes, methodologies, systems and tools necessary to provide knowledge when and where needed.
2015 D-STOP Symposium session by Samsung Research America's Thomas Novlan. Watch the presentation at http://youtu.be/cO6qCwhVz8A?t=17m57s
Get symposium details: http://ctr.utexas.edu/research/d-stop/education/annual-symposium/
Creating a Learning Technology Roadmap: Maximizing Efficiency While Boosting ...Cognizant
A centralized, learner-centric architecture -- based on a strategically-driven technology roadmap -- encompasses the functions, processes, methodologies, systems and tools necessary to provide knowledge when and where needed.
2015 D-STOP Symposium session by Samsung Research America's Thomas Novlan. Watch the presentation at http://youtu.be/cO6qCwhVz8A?t=17m57s
Get symposium details: http://ctr.utexas.edu/research/d-stop/education/annual-symposium/
Guide for Post-COVID Process & Service RedesignMatthew Boyer
This guide provides a practical approach with resources for you to design new services and processes to address the challenges of massive COVID-19 disruptions and rapidly increasing automation that are requiring organizations to revise and redefine their operations.
Assignment 1/AgileProjectCharterTemplateExample.pdf
C Example Project/Program Charter
Template
THIS APPENDIX CONTAINS AN EXAMPLE of a project charter template that can be used to define the
macro layer in a hybrid, managed agile development approach. This template is provided as an
example and is intended to be customized to fit the project and business environment that it is
used in.
Project overview
Background
Provide a brief description of the background behind the problem that the project or program is
intended to address to a sufficient level to allow the reader to understand the context of the problem.
Problem Statement
Provide a brief description of the problem that the project or program is intended to address from a
business or operational management perspective.
Project Vision
Write a concise vision statement that summarizes the purpose and intent of the project and describes
what the world will be like when the project is completed. The vision statement should reflect a bal-
anced view that will satisfy the needs of diverse customers as well as those of the developing organiza-
tion. It may be somewhat idealistic, but it should be grounded in the realities of existing or anticipated
387
388 E X A M P L E P R O J E C T / P R O G R A M C H A R T E R T E M P L AT E
customer markets, enterprise architectures, organizational strategic directions, and cost and resource
limitations. Consider using the following template:
◾ For (target customer)
◾ Who (statement of the need or opportunity)
◾ The (product name)
◾ Is a (product category)
◾ That (key benefit, compelling reason to buy or use)
Success Criteria
What are the success criteria for the project? How do you know if the project has been successful?
Project Approach/Development Process
Identify the development process and/or any deviations from the standard methodology that will be
used for this project or program.
Project plan
This section outlines the plan for managing the project.
Scope
The project scope defines the range of the proposed products and services the project will deliver.
Scope can be represented using a context diagram, an event list, and/or a feature table. Scope might
be subdivided into the scope of the initial product release and planned growth strategies for subse-
quent releases. It is also important to define what the project will not include, so describe limitations
and exclusions, such as product features or characteristics that a stakeholder might anticipate, but
which are not planned to be included in the project.
In Scope
The project scope provides an overview of the user stories that the project will deliver. Scope might be
subdivided into the scope of the initial product release and planned growth strategies for subsequent
releases.
Release Priority Story # Story Name Description
E X A M P L E P R O J E C T /P R O G R A M C H A R T E R T E M P L AT E 389
Out of Scope
It’s also important to define what the ...
By combining Agile principles with a three-phase methodology, organizations can reduce the complexity and increase the speed of their global manufacturing execution system implementations.
PROCESS IMPOVEMENT PLAN Page | 1
PROCESS IMPOVEMENT PLAN
Submitted By:
Course number and name –
Submission Date: 3th June, 2021
TABLE OF CONTENTS
Introduction..............................................................................................................................3
Process Boundaries...................................................................................................................3
Process configuration................................................................................................................5
Process metrics..........................................................................................................................6
Targets for improved performance............................................................................................7
Introduction
The process improvement plan is the approach that seeks the side in which the ideas with weak processes in your established plan of business. It is the strategic based approach for improvement of business plan. There are different plan improvement methodologies that help to make better your plan and business idea. Process improvement involves the already present process in the business strategy which needs to be improved and enhanced it for better results. The steps include the identification of the process and its weak points, analyse the process and its effectiveness and coming up with strategic ideas to make it easier and convenient to implement. The improvement includes the better output and the satisfaction of the customer is their basic need. Setting new and advanced better practices can help out in improvement. Efficient strategy for identification, analysation and improvement are required. Finding weak links in the process chain and bottle necks which are the backbone of work and the next step is to identify the processes to nullify these from plans. These help to the better plan and make it to complete faster and easier without any hurdles. It helps to minimize the extra efforts that have been put up for the weak points that have been identified. It greases up the process and make it to regulate smoothly in the business run. Just identifying the problem and not doing a thing about it is not the solution of anything. It is just a counterproductive process. It is just like investing in the thing which you already knew that not giving you any profit. There is a flaw in anyone’s work because human can do mistakes but accepting the mistake and doing efforts to eliminate is the process of plan improvement. There are various steps that have been involved in the improvement of plan such as mapping, analysing, redesigning of the plan, assigning the required solutions and then its implementation can help a lot in making the plan improved and good enough to put up.
Process Boundaries
It is the description of the basic purpose of the p ...
305C h a p t e r19 Technology Roadmap Benefits, Eleme.docxdomenicacullison
305
C h a p t e r
19 Technology Roadmap: Benefits, Elements, and Practical Steps1
If you don’t know where you are going, any road will get you there.
Lewis Carroll (1865)
The preceding quote applies rather well to technology roadmaps. In the past, companies have followed a number of different technology paths that have not always led to the “promised land” despite conscientious effort. There are
many reasons for this. First, the target evolves, which means that development of a
technology roadmap should be an ongoing process. To continue the analogy, we are
forever “traveling” but never “arriving.” Second, technology has many different
masters. Vendors, trade associations, standards-setting boards, alliance and/or trade
partners, mergers and acquisitions, growth and expansion, strategic directional change,
new technological development, and economic shifts (e.g., price performance, adoption
patterns, and obsolescence) are all continuously influencing where companies want
to go with technology. Third, unexpected roadblocks occur (e.g., the company that
produces the application platform that runs your business declares bankruptcy). If
building and evolving a technology roadmap were easy, it would always be done well.
Why do we need a technology roadmap? IT managers believe that without the
guidance of a roadmap, their companies run the risk of making suboptimal decisions—
technology choices that make sense today but position the company poorly for the
future. There is also a strong sense that the exercise of developing a technology roadmap
is valuable even if the actual roadmap that is developed is subject to change. Another
adage that applies is, “Plans are nothing; planning is everything.” It is through the artic-
ulation of a technology roadmap that you learn what you did well, where you failed,
and how to improve the process. Finally, a technology roadmap limits the range of
technology options and reduces the decision-making effort compared to facing one-off
1 This chapter is based on the authors’ previously published article, McKeen, J. D., and H. A. Smith, “Creating
and Evolving a Technology Roadmap.” Communication of the Association for Information Systems 20, no. 21
(September 2006): 451–63. Reproduced by permission of the Association for Information Systems.
M19_MCKE0260_03_GE_C19.indd 305 12/3/14 8:54 PM
306 Section IV • IT Portfolio Development and Management
decisions repeatedly over time. Because a roadmap has cast the evolution of technology
on a defined path, it means that an organization can simply accept this decision and not
revisit it continuously. Thus, a technology roadmap reduces the organization’s cogni-
tive workload.
This chapter begins with a general discussion of technology roadmaps and
presents a model to explain various input factors. It then describes each of the compo-
nents of a technology roadmap and offers advice derived from the shared experiences
of the fo.
305C h a p t e r19 Technology Roadmap Benefits, Eleme.docxlorainedeserre
305
C h a p t e r
19 Technology Roadmap: Benefits, Elements, and Practical Steps1
If you don’t know where you are going, any road will get you there.
Lewis Carroll (1865)
The preceding quote applies rather well to technology roadmaps. In the past, companies have followed a number of different technology paths that have not always led to the “promised land” despite conscientious effort. There are
many reasons for this. First, the target evolves, which means that development of a
technology roadmap should be an ongoing process. To continue the analogy, we are
forever “traveling” but never “arriving.” Second, technology has many different
masters. Vendors, trade associations, standards-setting boards, alliance and/or trade
partners, mergers and acquisitions, growth and expansion, strategic directional change,
new technological development, and economic shifts (e.g., price performance, adoption
patterns, and obsolescence) are all continuously influencing where companies want
to go with technology. Third, unexpected roadblocks occur (e.g., the company that
produces the application platform that runs your business declares bankruptcy). If
building and evolving a technology roadmap were easy, it would always be done well.
Why do we need a technology roadmap? IT managers believe that without the
guidance of a roadmap, their companies run the risk of making suboptimal decisions—
technology choices that make sense today but position the company poorly for the
future. There is also a strong sense that the exercise of developing a technology roadmap
is valuable even if the actual roadmap that is developed is subject to change. Another
adage that applies is, “Plans are nothing; planning is everything.” It is through the artic-
ulation of a technology roadmap that you learn what you did well, where you failed,
and how to improve the process. Finally, a technology roadmap limits the range of
technology options and reduces the decision-making effort compared to facing one-off
1 This chapter is based on the authors’ previously published article, McKeen, J. D., and H. A. Smith, “Creating
and Evolving a Technology Roadmap.” Communication of the Association for Information Systems 20, no. 21
(September 2006): 451–63. Reproduced by permission of the Association for Information Systems.
M19_MCKE0260_03_GE_C19.indd 305 12/3/14 8:54 PM
306 Section IV • IT Portfolio Development and Management
decisions repeatedly over time. Because a roadmap has cast the evolution of technology
on a defined path, it means that an organization can simply accept this decision and not
revisit it continuously. Thus, a technology roadmap reduces the organization’s cogni-
tive workload.
This chapter begins with a general discussion of technology roadmaps and
presents a model to explain various input factors. It then describes each of the compo-
nents of a technology roadmap and offers advice derived from the shared experiences
of the fo ...
Cosmetic shop management system project report.pdfKamal Acharya
Buying new cosmetic products is difficult. It can even be scary for those who have sensitive skin and are prone to skin trouble. The information needed to alleviate this problem is on the back of each product, but it's thought to interpret those ingredient lists unless you have a background in chemistry.
Instead of buying and hoping for the best, we can use data science to help us predict which products may be good fits for us. It includes various function programs to do the above mentioned tasks.
Data file handling has been effectively used in the program.
The automated cosmetic shop management system should deal with the automation of general workflow and administration process of the shop. The main processes of the system focus on customer's request where the system is able to search the most appropriate products and deliver it to the customers. It should help the employees to quickly identify the list of cosmetic product that have reached the minimum quantity and also keep a track of expired date for each cosmetic product. It should help the employees to find the rack number in which the product is placed.It is also Faster and more efficient way.
EXECUTION PLAN REVISION HISTORYVersion #Implemented byReBetseyCalderon89
EXECUTION PLAN REVISION HISTORY
Version #
Implemented by
Revision Date
Approved by
Approval Date
Reason
Table of Contents
1. PROJECT OVERVIEW
1.1 Purpose, Scope and Objectives, and Business Case
1.1.1 Scope
1.1.2 Statement of Work (SOW)
1.1.3 Business Case
1.2 Project Deliverables
1.3 Project Organization
1.4 Work Breakdown Structure (WBS)
1.4.1 Task description documentation
1.4.2 Organization Breakdown Structure (OBS)
1.5 Responsibility Assignment Matrix (RAM)
1.6 Work Authorization
1.7 Project Charter
2. RISK ASSESSMENT
2.1 Risk Identification
2.2 Assessment of Probability and Consequence (Qualitative)
2.3 Assessment of Probability and Consequence (Quantitative)
2.4 Mitigation Strategies
3. PROJECT SCHEDULE
3.1 Activity Duration Estimates
3.2 Gantt Chart
3.3 Activity Network
4. PROJECT BUDGET
4.1 Project Resources
4.2 Other costs
4.3 Cost estimates
4.4 Time-phased budget
5. COMMUNICATIONS MANAGEMENT
6. TRACKING AND STATUS UPDATES
6.1 Tracking method
6.2 Notification record
6.3 Control systems
7. PROJECT CLOSE-OUT
7.1 Close cost accounts
7.2 Lessons Learned
Project Overview—This section is intended to provide a brief background description of the project, including motivation, goals and objectives, success criteria by which it will be evaluated, major project deliverables, and identified constraints. See Chapter 5 for development of project scope.
1.1Purpose, Scope and Objectives, and Business Case—Describe the purpose of the project here. What are the key deliverables, that is, the major items to be delivered to the customer, other stakeholders, suppliers, or other parties?
1.1.1Scope—Describe the project scope in general terms. Include a problem statement, detailed steps in requirements gathering (who was consulted, when?), information gathering (critical features uncovered from investigation), project constraints, alternatives analysis, and business case documentation.
1.1.2Statement of Work (SOW)—Include a detailed SOW for the project. Include:
1. Key milestones
2. Resource requirements
3. Risks and concerns
4. Acceptance criteria
1.1.3Business Case—Insert the project Business Case here. You can find an explanation of the business case in Chapter 5. Briefly identify the business needs to be satisfied, the feasibility of the project, a description of internal and external forces likely to affect the project, a comparative analysis of the costs and benefits of this project over alternative solutions, and time estimates to return on investment. Identify how the satisfaction of business needs will be determined.
1.2Project Deliverables—List the major items or project features to be delivered to the client. Include sign-off documentation from client to demonstrate their concurrence with the deliverable set.
1.3Project Organization—Indicate all project team members, their specific roles, and project organization hierarchy. Where appropriate, indicate joint responsibility between project m ...
A CASE Lab Report - Project File on "ATM - Banking System"joyousbharat
A CASE Lab Report - Project File on "ATM - Banking System"
The software to be designed will control a simulated automated teller machine
(ATM) having a magnetic stripe reader for reading an ATM card, a keyboard and
display for interaction with the customer, a slot for depositing envelopes, a
dispenser for cash (in multiples of $20), a printer for printing customer receipts, and
a key-operated switch to allow an operator to start or stop the machine. The ATM
will communicate with the bank's computer over an appropriate communication
link. (The software on the latter is not part of the requirements for this problem.)
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here
https://flevy.com/browse/business-document/itil-process-assessment--service-strategy-xls-3666
DOCUMENT DESCRIPTION
This Excel spreadsheet system with approx. 300 Questions allows you to conduct a Assessment of ITIL v3 Service Strategy processes:
1 Strategy Management for IT Services
2 Service Portfolio Management
3 Financial Management for IT Services
4 Demand Management
5 Business Relationship Management
Assessment highlights areas that require particular attention and gives you idea on process maturity. It can also be used as a benchmarking mechanism and a boost in creating continual improvement culture for your ITSM / ITIL processes.
The assessment is based on Process maturity framework (PMF), (as recommended in ITIL Service Design book). Maturity rating levels are:
Level 1: Initial
Level 2: Repeatable
Level 3: Defined
(Level 3 +: Deployed )
Level 4: Managed
Level 5: Optimizing
The use of the PMF in the assessment of service management processes relies on an appreciation of the IT organization growth model. At the process level, assessment covered following groups of questions regarding process attributes to establish process maturity:
1. Process performance (outcomes achieved)
2. Performance Management ( activities performed)
3. Work product management ( inputs/outputs)
4. Process Definition ( roles documentation)
5. Process deployment( accepted, performed)
6. Process Measurement
7. Process control
8. Process innovation
9. Process optimisation
IFSM 301 – Week 4 Citations (NIST, 2009) (The six phasMalikPinckney86
IFSM 301 – Week 4 Citations
(NIST, 2009)
(The six phases of project management, n.d.)
(Waterfall versus Agile Project Management, n.d.)
(Gottesdiener, 2008)
(Value Attainment)
(Potts, 2008)
(Potts, Why You Shouldn't Have an IT Budget, 2008)
(UMUC Faculty)
Bibliography
Gottesdiener, E. (2008, March). Good Practices for Developing User Requirements. The Journal
of Defense Software Engineering, 13-17. Retrieved January 25, 2021, from
https://learn.umgc.edu/d2l/le/content/541520/viewContent/20543074/View
NIST. (2009, April). The System Development Life Cycle. Retrieved January 25, 2021, from
NIST: https://learn.umgc.edu/d2l/le/content/541520/viewContent/20543036/View
Potts, C. (2008, November 15). It's Time to Change Your Investment Culture. CIO, 24-26.
Retrieved January 25, 2021, from
https://learn.umgc.edu/d2l/le/content/541520/viewContent/20543105/View
Potts, C. (2008, May 15). Why You Shouldn't Have an IT Budget. CIO, 74-76. Retrieved
January 25, 2021, from
https://learn.umgc.edu/d2l/le/content/541520/viewContent/20543106/View
The six phases of project management. (n.d.). Retrieved January 25, 2021, from University of
Maryland Global Campus:
https://learn.umgc.edu/d2l/le/content/541520/viewContent/20543072/View
UMUC Faculty. (n.d.). Performance Measures. Retrieved January 25, 2021, from University of
Maryland Global Campus:
https://learn.umgc.edu/d2l/le/content/541520/viewContent/20543077/View
Value Attainment. (n.d.). Retrieved January 25, 2021, from University of Maryland Global
Campus: https://learn.umgc.edu/d2l/le/content/541520/viewContent/20543075/View
Waterfall versus Agile Project Management. (n.d.). Retrieved January 25, 2021, from University
of Maryland Global Campus:
https://learn.umgc.edu/d2l/le/content/541520/viewContent/20543073/View
The System Development Life Cycle
For a brief overview of the System Development Life Cycle, the following sections have been directly
quoted from the National Institute of Standards and Technology (NIST) publication, The System
Development Life Cycle (SDLC). The entire NIST publication is available at:
http://csrc.nist.gov/publications/nistbul/april2009_system-development-life-cycle.pdf
"The system development life cycle is the overall process of developing, implementing, and retiring
information systems through a multistep process from initiation, analysis, design, implementation, and
maintenance to disposal. There are many different SDLC models and methodologies, but each generally
consists of a series of defined steps or phases.
The System Development Life Cycle
Initiation Phase. During the initiation phase, the organization establishes the need for a system and
documents its purpose.
Development/Acquisition Phase. During this phase, the system is designed, purchased, programmed,
developed, or otherwise constructed. should be identified as well.
Implementation Phase. In the implementation phase, the organization conf ...
MBA 6951, Managing Complex Projects 1 Course Learning.docxAASTHA76
MBA 6951, Managing Complex Projects 1
Course Learning Outcomes for Unit II
Upon completion of this unit, students should be able to:
1. Examine the roles and responsibilities of a project manager.
1.1 Explain a project proposal that includes the project scope, schedule, and ultimate deliverables
that will be executed by a project manager.
2. Analyze the elements of measures of performance in the context of the triple constraints.
2.1 Explain a project proposal that includes risks in the context of the triple constraints.
2.2 Explain a project proposal that includes deliverables through measures of performance.
3. Determine the scope of a project.
3.1 Determine a project proposal that provides an overview of the scope of a project.
Course/Unit
Learning Outcomes
Learning Activity
1.1
Unit Lesson
Chapter 5: Management Functions, pp. 145-170
Chapter 7: Conflicts, pp. 237-246
Unit II Assignment
2.1
Unit Lesson
Chapter 5: Management Functions, pp. 145-170
Chapter 7: Conflicts, pp. 237-246
Unit II Assignment
2.2
Unit Lesson
Chapter 5: Management Functions, pp. 145-170
Chapter 7: Conflicts, pp. 237-246
Unit II Assignment
3.1
Unit Lesson
Chapter 5: Management Functions, pp. 145-170
Unit II Assignment
Reading Assignment
Chapter 5: Management Functions, pp. 145–170
Chapter 7: Conflicts, pp. 237–246
Unit Lesson
Management responsibilities involve the planning, organizing, staffing, controlling, and directing of people and
activities that will ultimately achieve the objectives parlayed within the organizational goals. Controlling is
actually a measurement function, which allows for evaluation and ultimate corrections that lead to ongoing
improvement and innovation within the organization. Directing suggests that the leader is actually
implementing the plans and involves several steps.
The interactive slide below explains the different steps in directing by the leader:
Click here to access the interactive slide.
Click here to access the interactive slide transcript.
UNIT II STUDY GUIDE
Managing Projects
https://online.columbiasouthern.edu/bbcswebdav/xid-77177349_1
https://online.columbiasouthern.edu/bbcswebdav/xid-77175396_1
MBA 6951, Managing Complex Projects 2
UNIT x STUDY GUIDE
Title
Once this structure has been established, managers must journey through the concepts of power, authority,
and responsibility. The ideal situation is that a project manager would have both the responsibility and
authority to complete the task, but many times, they have the authority but not necessarily the formal power.
This creates a void in their effectiveness unless they can utilize other influences such as those indicated in
the interactive slide below.
The interactive slide below explains the different types of rewards and examples.
Click here to access the interactive slide.
Click here to access the interactive slide transcript.
Another important ar.
Guide for Post-COVID Process & Service RedesignMatthew Boyer
This guide provides a practical approach with resources for you to design new services and processes to address the challenges of massive COVID-19 disruptions and rapidly increasing automation that are requiring organizations to revise and redefine their operations.
Assignment 1/AgileProjectCharterTemplateExample.pdf
C Example Project/Program Charter
Template
THIS APPENDIX CONTAINS AN EXAMPLE of a project charter template that can be used to define the
macro layer in a hybrid, managed agile development approach. This template is provided as an
example and is intended to be customized to fit the project and business environment that it is
used in.
Project overview
Background
Provide a brief description of the background behind the problem that the project or program is
intended to address to a sufficient level to allow the reader to understand the context of the problem.
Problem Statement
Provide a brief description of the problem that the project or program is intended to address from a
business or operational management perspective.
Project Vision
Write a concise vision statement that summarizes the purpose and intent of the project and describes
what the world will be like when the project is completed. The vision statement should reflect a bal-
anced view that will satisfy the needs of diverse customers as well as those of the developing organiza-
tion. It may be somewhat idealistic, but it should be grounded in the realities of existing or anticipated
387
388 E X A M P L E P R O J E C T / P R O G R A M C H A R T E R T E M P L AT E
customer markets, enterprise architectures, organizational strategic directions, and cost and resource
limitations. Consider using the following template:
◾ For (target customer)
◾ Who (statement of the need or opportunity)
◾ The (product name)
◾ Is a (product category)
◾ That (key benefit, compelling reason to buy or use)
Success Criteria
What are the success criteria for the project? How do you know if the project has been successful?
Project Approach/Development Process
Identify the development process and/or any deviations from the standard methodology that will be
used for this project or program.
Project plan
This section outlines the plan for managing the project.
Scope
The project scope defines the range of the proposed products and services the project will deliver.
Scope can be represented using a context diagram, an event list, and/or a feature table. Scope might
be subdivided into the scope of the initial product release and planned growth strategies for subse-
quent releases. It is also important to define what the project will not include, so describe limitations
and exclusions, such as product features or characteristics that a stakeholder might anticipate, but
which are not planned to be included in the project.
In Scope
The project scope provides an overview of the user stories that the project will deliver. Scope might be
subdivided into the scope of the initial product release and planned growth strategies for subsequent
releases.
Release Priority Story # Story Name Description
E X A M P L E P R O J E C T /P R O G R A M C H A R T E R T E M P L AT E 389
Out of Scope
It’s also important to define what the ...
By combining Agile principles with a three-phase methodology, organizations can reduce the complexity and increase the speed of their global manufacturing execution system implementations.
PROCESS IMPOVEMENT PLAN Page | 1
PROCESS IMPOVEMENT PLAN
Submitted By:
Course number and name –
Submission Date: 3th June, 2021
TABLE OF CONTENTS
Introduction..............................................................................................................................3
Process Boundaries...................................................................................................................3
Process configuration................................................................................................................5
Process metrics..........................................................................................................................6
Targets for improved performance............................................................................................7
Introduction
The process improvement plan is the approach that seeks the side in which the ideas with weak processes in your established plan of business. It is the strategic based approach for improvement of business plan. There are different plan improvement methodologies that help to make better your plan and business idea. Process improvement involves the already present process in the business strategy which needs to be improved and enhanced it for better results. The steps include the identification of the process and its weak points, analyse the process and its effectiveness and coming up with strategic ideas to make it easier and convenient to implement. The improvement includes the better output and the satisfaction of the customer is their basic need. Setting new and advanced better practices can help out in improvement. Efficient strategy for identification, analysation and improvement are required. Finding weak links in the process chain and bottle necks which are the backbone of work and the next step is to identify the processes to nullify these from plans. These help to the better plan and make it to complete faster and easier without any hurdles. It helps to minimize the extra efforts that have been put up for the weak points that have been identified. It greases up the process and make it to regulate smoothly in the business run. Just identifying the problem and not doing a thing about it is not the solution of anything. It is just a counterproductive process. It is just like investing in the thing which you already knew that not giving you any profit. There is a flaw in anyone’s work because human can do mistakes but accepting the mistake and doing efforts to eliminate is the process of plan improvement. There are various steps that have been involved in the improvement of plan such as mapping, analysing, redesigning of the plan, assigning the required solutions and then its implementation can help a lot in making the plan improved and good enough to put up.
Process Boundaries
It is the description of the basic purpose of the p ...
305C h a p t e r19 Technology Roadmap Benefits, Eleme.docxdomenicacullison
305
C h a p t e r
19 Technology Roadmap: Benefits, Elements, and Practical Steps1
If you don’t know where you are going, any road will get you there.
Lewis Carroll (1865)
The preceding quote applies rather well to technology roadmaps. In the past, companies have followed a number of different technology paths that have not always led to the “promised land” despite conscientious effort. There are
many reasons for this. First, the target evolves, which means that development of a
technology roadmap should be an ongoing process. To continue the analogy, we are
forever “traveling” but never “arriving.” Second, technology has many different
masters. Vendors, trade associations, standards-setting boards, alliance and/or trade
partners, mergers and acquisitions, growth and expansion, strategic directional change,
new technological development, and economic shifts (e.g., price performance, adoption
patterns, and obsolescence) are all continuously influencing where companies want
to go with technology. Third, unexpected roadblocks occur (e.g., the company that
produces the application platform that runs your business declares bankruptcy). If
building and evolving a technology roadmap were easy, it would always be done well.
Why do we need a technology roadmap? IT managers believe that without the
guidance of a roadmap, their companies run the risk of making suboptimal decisions—
technology choices that make sense today but position the company poorly for the
future. There is also a strong sense that the exercise of developing a technology roadmap
is valuable even if the actual roadmap that is developed is subject to change. Another
adage that applies is, “Plans are nothing; planning is everything.” It is through the artic-
ulation of a technology roadmap that you learn what you did well, where you failed,
and how to improve the process. Finally, a technology roadmap limits the range of
technology options and reduces the decision-making effort compared to facing one-off
1 This chapter is based on the authors’ previously published article, McKeen, J. D., and H. A. Smith, “Creating
and Evolving a Technology Roadmap.” Communication of the Association for Information Systems 20, no. 21
(September 2006): 451–63. Reproduced by permission of the Association for Information Systems.
M19_MCKE0260_03_GE_C19.indd 305 12/3/14 8:54 PM
306 Section IV • IT Portfolio Development and Management
decisions repeatedly over time. Because a roadmap has cast the evolution of technology
on a defined path, it means that an organization can simply accept this decision and not
revisit it continuously. Thus, a technology roadmap reduces the organization’s cogni-
tive workload.
This chapter begins with a general discussion of technology roadmaps and
presents a model to explain various input factors. It then describes each of the compo-
nents of a technology roadmap and offers advice derived from the shared experiences
of the fo.
305C h a p t e r19 Technology Roadmap Benefits, Eleme.docxlorainedeserre
305
C h a p t e r
19 Technology Roadmap: Benefits, Elements, and Practical Steps1
If you don’t know where you are going, any road will get you there.
Lewis Carroll (1865)
The preceding quote applies rather well to technology roadmaps. In the past, companies have followed a number of different technology paths that have not always led to the “promised land” despite conscientious effort. There are
many reasons for this. First, the target evolves, which means that development of a
technology roadmap should be an ongoing process. To continue the analogy, we are
forever “traveling” but never “arriving.” Second, technology has many different
masters. Vendors, trade associations, standards-setting boards, alliance and/or trade
partners, mergers and acquisitions, growth and expansion, strategic directional change,
new technological development, and economic shifts (e.g., price performance, adoption
patterns, and obsolescence) are all continuously influencing where companies want
to go with technology. Third, unexpected roadblocks occur (e.g., the company that
produces the application platform that runs your business declares bankruptcy). If
building and evolving a technology roadmap were easy, it would always be done well.
Why do we need a technology roadmap? IT managers believe that without the
guidance of a roadmap, their companies run the risk of making suboptimal decisions—
technology choices that make sense today but position the company poorly for the
future. There is also a strong sense that the exercise of developing a technology roadmap
is valuable even if the actual roadmap that is developed is subject to change. Another
adage that applies is, “Plans are nothing; planning is everything.” It is through the artic-
ulation of a technology roadmap that you learn what you did well, where you failed,
and how to improve the process. Finally, a technology roadmap limits the range of
technology options and reduces the decision-making effort compared to facing one-off
1 This chapter is based on the authors’ previously published article, McKeen, J. D., and H. A. Smith, “Creating
and Evolving a Technology Roadmap.” Communication of the Association for Information Systems 20, no. 21
(September 2006): 451–63. Reproduced by permission of the Association for Information Systems.
M19_MCKE0260_03_GE_C19.indd 305 12/3/14 8:54 PM
306 Section IV • IT Portfolio Development and Management
decisions repeatedly over time. Because a roadmap has cast the evolution of technology
on a defined path, it means that an organization can simply accept this decision and not
revisit it continuously. Thus, a technology roadmap reduces the organization’s cogni-
tive workload.
This chapter begins with a general discussion of technology roadmaps and
presents a model to explain various input factors. It then describes each of the compo-
nents of a technology roadmap and offers advice derived from the shared experiences
of the fo ...
Cosmetic shop management system project report.pdfKamal Acharya
Buying new cosmetic products is difficult. It can even be scary for those who have sensitive skin and are prone to skin trouble. The information needed to alleviate this problem is on the back of each product, but it's thought to interpret those ingredient lists unless you have a background in chemistry.
Instead of buying and hoping for the best, we can use data science to help us predict which products may be good fits for us. It includes various function programs to do the above mentioned tasks.
Data file handling has been effectively used in the program.
The automated cosmetic shop management system should deal with the automation of general workflow and administration process of the shop. The main processes of the system focus on customer's request where the system is able to search the most appropriate products and deliver it to the customers. It should help the employees to quickly identify the list of cosmetic product that have reached the minimum quantity and also keep a track of expired date for each cosmetic product. It should help the employees to find the rack number in which the product is placed.It is also Faster and more efficient way.
EXECUTION PLAN REVISION HISTORYVersion #Implemented byReBetseyCalderon89
EXECUTION PLAN REVISION HISTORY
Version #
Implemented by
Revision Date
Approved by
Approval Date
Reason
Table of Contents
1. PROJECT OVERVIEW
1.1 Purpose, Scope and Objectives, and Business Case
1.1.1 Scope
1.1.2 Statement of Work (SOW)
1.1.3 Business Case
1.2 Project Deliverables
1.3 Project Organization
1.4 Work Breakdown Structure (WBS)
1.4.1 Task description documentation
1.4.2 Organization Breakdown Structure (OBS)
1.5 Responsibility Assignment Matrix (RAM)
1.6 Work Authorization
1.7 Project Charter
2. RISK ASSESSMENT
2.1 Risk Identification
2.2 Assessment of Probability and Consequence (Qualitative)
2.3 Assessment of Probability and Consequence (Quantitative)
2.4 Mitigation Strategies
3. PROJECT SCHEDULE
3.1 Activity Duration Estimates
3.2 Gantt Chart
3.3 Activity Network
4. PROJECT BUDGET
4.1 Project Resources
4.2 Other costs
4.3 Cost estimates
4.4 Time-phased budget
5. COMMUNICATIONS MANAGEMENT
6. TRACKING AND STATUS UPDATES
6.1 Tracking method
6.2 Notification record
6.3 Control systems
7. PROJECT CLOSE-OUT
7.1 Close cost accounts
7.2 Lessons Learned
Project Overview—This section is intended to provide a brief background description of the project, including motivation, goals and objectives, success criteria by which it will be evaluated, major project deliverables, and identified constraints. See Chapter 5 for development of project scope.
1.1Purpose, Scope and Objectives, and Business Case—Describe the purpose of the project here. What are the key deliverables, that is, the major items to be delivered to the customer, other stakeholders, suppliers, or other parties?
1.1.1Scope—Describe the project scope in general terms. Include a problem statement, detailed steps in requirements gathering (who was consulted, when?), information gathering (critical features uncovered from investigation), project constraints, alternatives analysis, and business case documentation.
1.1.2Statement of Work (SOW)—Include a detailed SOW for the project. Include:
1. Key milestones
2. Resource requirements
3. Risks and concerns
4. Acceptance criteria
1.1.3Business Case—Insert the project Business Case here. You can find an explanation of the business case in Chapter 5. Briefly identify the business needs to be satisfied, the feasibility of the project, a description of internal and external forces likely to affect the project, a comparative analysis of the costs and benefits of this project over alternative solutions, and time estimates to return on investment. Identify how the satisfaction of business needs will be determined.
1.2Project Deliverables—List the major items or project features to be delivered to the client. Include sign-off documentation from client to demonstrate their concurrence with the deliverable set.
1.3Project Organization—Indicate all project team members, their specific roles, and project organization hierarchy. Where appropriate, indicate joint responsibility between project m ...
A CASE Lab Report - Project File on "ATM - Banking System"joyousbharat
A CASE Lab Report - Project File on "ATM - Banking System"
The software to be designed will control a simulated automated teller machine
(ATM) having a magnetic stripe reader for reading an ATM card, a keyboard and
display for interaction with the customer, a slot for depositing envelopes, a
dispenser for cash (in multiples of $20), a printer for printing customer receipts, and
a key-operated switch to allow an operator to start or stop the machine. The ATM
will communicate with the bank's computer over an appropriate communication
link. (The software on the latter is not part of the requirements for this problem.)
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here
https://flevy.com/browse/business-document/itil-process-assessment--service-strategy-xls-3666
DOCUMENT DESCRIPTION
This Excel spreadsheet system with approx. 300 Questions allows you to conduct a Assessment of ITIL v3 Service Strategy processes:
1 Strategy Management for IT Services
2 Service Portfolio Management
3 Financial Management for IT Services
4 Demand Management
5 Business Relationship Management
Assessment highlights areas that require particular attention and gives you idea on process maturity. It can also be used as a benchmarking mechanism and a boost in creating continual improvement culture for your ITSM / ITIL processes.
The assessment is based on Process maturity framework (PMF), (as recommended in ITIL Service Design book). Maturity rating levels are:
Level 1: Initial
Level 2: Repeatable
Level 3: Defined
(Level 3 +: Deployed )
Level 4: Managed
Level 5: Optimizing
The use of the PMF in the assessment of service management processes relies on an appreciation of the IT organization growth model. At the process level, assessment covered following groups of questions regarding process attributes to establish process maturity:
1. Process performance (outcomes achieved)
2. Performance Management ( activities performed)
3. Work product management ( inputs/outputs)
4. Process Definition ( roles documentation)
5. Process deployment( accepted, performed)
6. Process Measurement
7. Process control
8. Process innovation
9. Process optimisation
IFSM 301 – Week 4 Citations (NIST, 2009) (The six phasMalikPinckney86
IFSM 301 – Week 4 Citations
(NIST, 2009)
(The six phases of project management, n.d.)
(Waterfall versus Agile Project Management, n.d.)
(Gottesdiener, 2008)
(Value Attainment)
(Potts, 2008)
(Potts, Why You Shouldn't Have an IT Budget, 2008)
(UMUC Faculty)
Bibliography
Gottesdiener, E. (2008, March). Good Practices for Developing User Requirements. The Journal
of Defense Software Engineering, 13-17. Retrieved January 25, 2021, from
https://learn.umgc.edu/d2l/le/content/541520/viewContent/20543074/View
NIST. (2009, April). The System Development Life Cycle. Retrieved January 25, 2021, from
NIST: https://learn.umgc.edu/d2l/le/content/541520/viewContent/20543036/View
Potts, C. (2008, November 15). It's Time to Change Your Investment Culture. CIO, 24-26.
Retrieved January 25, 2021, from
https://learn.umgc.edu/d2l/le/content/541520/viewContent/20543105/View
Potts, C. (2008, May 15). Why You Shouldn't Have an IT Budget. CIO, 74-76. Retrieved
January 25, 2021, from
https://learn.umgc.edu/d2l/le/content/541520/viewContent/20543106/View
The six phases of project management. (n.d.). Retrieved January 25, 2021, from University of
Maryland Global Campus:
https://learn.umgc.edu/d2l/le/content/541520/viewContent/20543072/View
UMUC Faculty. (n.d.). Performance Measures. Retrieved January 25, 2021, from University of
Maryland Global Campus:
https://learn.umgc.edu/d2l/le/content/541520/viewContent/20543077/View
Value Attainment. (n.d.). Retrieved January 25, 2021, from University of Maryland Global
Campus: https://learn.umgc.edu/d2l/le/content/541520/viewContent/20543075/View
Waterfall versus Agile Project Management. (n.d.). Retrieved January 25, 2021, from University
of Maryland Global Campus:
https://learn.umgc.edu/d2l/le/content/541520/viewContent/20543073/View
The System Development Life Cycle
For a brief overview of the System Development Life Cycle, the following sections have been directly
quoted from the National Institute of Standards and Technology (NIST) publication, The System
Development Life Cycle (SDLC). The entire NIST publication is available at:
http://csrc.nist.gov/publications/nistbul/april2009_system-development-life-cycle.pdf
"The system development life cycle is the overall process of developing, implementing, and retiring
information systems through a multistep process from initiation, analysis, design, implementation, and
maintenance to disposal. There are many different SDLC models and methodologies, but each generally
consists of a series of defined steps or phases.
The System Development Life Cycle
Initiation Phase. During the initiation phase, the organization establishes the need for a system and
documents its purpose.
Development/Acquisition Phase. During this phase, the system is designed, purchased, programmed,
developed, or otherwise constructed. should be identified as well.
Implementation Phase. In the implementation phase, the organization conf ...
MBA 6951, Managing Complex Projects 1 Course Learning.docxAASTHA76
MBA 6951, Managing Complex Projects 1
Course Learning Outcomes for Unit II
Upon completion of this unit, students should be able to:
1. Examine the roles and responsibilities of a project manager.
1.1 Explain a project proposal that includes the project scope, schedule, and ultimate deliverables
that will be executed by a project manager.
2. Analyze the elements of measures of performance in the context of the triple constraints.
2.1 Explain a project proposal that includes risks in the context of the triple constraints.
2.2 Explain a project proposal that includes deliverables through measures of performance.
3. Determine the scope of a project.
3.1 Determine a project proposal that provides an overview of the scope of a project.
Course/Unit
Learning Outcomes
Learning Activity
1.1
Unit Lesson
Chapter 5: Management Functions, pp. 145-170
Chapter 7: Conflicts, pp. 237-246
Unit II Assignment
2.1
Unit Lesson
Chapter 5: Management Functions, pp. 145-170
Chapter 7: Conflicts, pp. 237-246
Unit II Assignment
2.2
Unit Lesson
Chapter 5: Management Functions, pp. 145-170
Chapter 7: Conflicts, pp. 237-246
Unit II Assignment
3.1
Unit Lesson
Chapter 5: Management Functions, pp. 145-170
Unit II Assignment
Reading Assignment
Chapter 5: Management Functions, pp. 145–170
Chapter 7: Conflicts, pp. 237–246
Unit Lesson
Management responsibilities involve the planning, organizing, staffing, controlling, and directing of people and
activities that will ultimately achieve the objectives parlayed within the organizational goals. Controlling is
actually a measurement function, which allows for evaluation and ultimate corrections that lead to ongoing
improvement and innovation within the organization. Directing suggests that the leader is actually
implementing the plans and involves several steps.
The interactive slide below explains the different steps in directing by the leader:
Click here to access the interactive slide.
Click here to access the interactive slide transcript.
UNIT II STUDY GUIDE
Managing Projects
https://online.columbiasouthern.edu/bbcswebdav/xid-77177349_1
https://online.columbiasouthern.edu/bbcswebdav/xid-77175396_1
MBA 6951, Managing Complex Projects 2
UNIT x STUDY GUIDE
Title
Once this structure has been established, managers must journey through the concepts of power, authority,
and responsibility. The ideal situation is that a project manager would have both the responsibility and
authority to complete the task, but many times, they have the authority but not necessarily the formal power.
This creates a void in their effectiveness unless they can utilize other influences such as those indicated in
the interactive slide below.
The interactive slide below explains the different types of rewards and examples.
Click here to access the interactive slide.
Click here to access the interactive slide transcript.
Another important ar.
The Art of the Pitch: WordPress Relationships and SalesLaura Byrne
Clients don’t know what they don’t know. What web solutions are right for them? How does WordPress come into the picture? How do you make sure you understand scope and timeline? What do you do if sometime changes?
All these questions and more will be explored as we talk about matching clients’ needs with what your agency offers without pulling teeth or pulling your hair out. Practical tips, and strategies for successful relationship building that leads to closing the deal.
Dev Dives: Train smarter, not harder – active learning and UiPath LLMs for do...UiPathCommunity
💥 Speed, accuracy, and scaling – discover the superpowers of GenAI in action with UiPath Document Understanding and Communications Mining™:
See how to accelerate model training and optimize model performance with active learning
Learn about the latest enhancements to out-of-the-box document processing – with little to no training required
Get an exclusive demo of the new family of UiPath LLMs – GenAI models specialized for processing different types of documents and messages
This is a hands-on session specifically designed for automation developers and AI enthusiasts seeking to enhance their knowledge in leveraging the latest intelligent document processing capabilities offered by UiPath.
Speakers:
👨🏫 Andras Palfi, Senior Product Manager, UiPath
👩🏫 Lenka Dulovicova, Product Program Manager, UiPath
"Impact of front-end architecture on development cost", Viktor TurskyiFwdays
I have heard many times that architecture is not important for the front-end. Also, many times I have seen how developers implement features on the front-end just following the standard rules for a framework and think that this is enough to successfully launch the project, and then the project fails. How to prevent this and what approach to choose? I have launched dozens of complex projects and during the talk we will analyze which approaches have worked for me and which have not.
LF Energy Webinar: Electrical Grid Modelling and Simulation Through PowSyBl -...DanBrown980551
Do you want to learn how to model and simulate an electrical network from scratch in under an hour?
Then welcome to this PowSyBl workshop, hosted by Rte, the French Transmission System Operator (TSO)!
During the webinar, you will discover the PowSyBl ecosystem as well as handle and study an electrical network through an interactive Python notebook.
PowSyBl is an open source project hosted by LF Energy, which offers a comprehensive set of features for electrical grid modelling and simulation. Among other advanced features, PowSyBl provides:
- A fully editable and extendable library for grid component modelling;
- Visualization tools to display your network;
- Grid simulation tools, such as power flows, security analyses (with or without remedial actions) and sensitivity analyses;
The framework is mostly written in Java, with a Python binding so that Python developers can access PowSyBl functionalities as well.
What you will learn during the webinar:
- For beginners: discover PowSyBl's functionalities through a quick general presentation and the notebook, without needing any expert coding skills;
- For advanced developers: master the skills to efficiently apply PowSyBl functionalities to your real-world scenarios.
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.
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.
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.
State of ICS and IoT Cyber Threat Landscape Report 2024 previewPrayukth K V
The IoT and OT threat landscape report has been prepared by the Threat Research Team at Sectrio using data from Sectrio, cyber threat intelligence farming facilities spread across over 85 cities around the world. In addition, Sectrio also runs AI-based advanced threat and payload engagement facilities that serve as sinks to attract and engage sophisticated threat actors, and newer malware including new variants and latent threats that are at an earlier stage of development.
The latest edition of the OT/ICS and IoT security Threat Landscape Report 2024 also covers:
State of global ICS asset and network exposure
Sectoral targets and attacks as well as the cost of ransom
Global APT activity, AI usage, actor and tactic profiles, and implications
Rise in volumes of AI-powered cyberattacks
Major cyber events in 2024
Malware and malicious payload trends
Cyberattack types and targets
Vulnerability exploit attempts on CVEs
Attacks on counties – USA
Expansion of bot farms – how, where, and why
In-depth analysis of the cyber threat landscape across North America, South America, Europe, APAC, and the Middle East
Why are attacks on smart factories rising?
Cyber risk predictions
Axis of attacks – Europe
Systemic attacks in the Middle East
Download the full report from here:
https://sectrio.com/resources/ot-threat-landscape-reports/sectrio-releases-ot-ics-and-iot-security-threat-landscape-report-2024/
Essentials of Automations: Optimizing FME Workflows with ParametersSafe Software
Are you looking to streamline your workflows and boost your projects’ efficiency? Do you find yourself searching for ways to add flexibility and control over your FME workflows? If so, you’re in the right place.
Join us for an insightful dive into the world of FME parameters, a critical element in optimizing workflow efficiency. This webinar marks the beginning of our three-part “Essentials of Automation” series. This first webinar is designed to equip you with the knowledge and skills to utilize parameters effectively: enhancing the flexibility, maintainability, and user control of your FME projects.
Here’s what you’ll gain:
- Essentials of FME Parameters: Understand the pivotal role of parameters, including Reader/Writer, Transformer, User, and FME Flow categories. Discover how they are the key to unlocking automation and optimization within your workflows.
- Practical Applications in FME Form: Delve into key user parameter types including choice, connections, and file URLs. Allow users to control how a workflow runs, making your workflows more reusable. Learn to import values and deliver the best user experience for your workflows while enhancing accuracy.
- Optimization Strategies in FME Flow: Explore the creation and strategic deployment of parameters in FME Flow, including the use of deployment and geometry parameters, to maximize workflow efficiency.
- Pro Tips for Success: Gain insights on parameterizing connections and leveraging new features like Conditional Visibility for clarity and simplicity.
We’ll wrap up with a glimpse into future webinars, followed by a Q&A session to address your specific questions surrounding this topic.
Don’t miss this opportunity to elevate your FME expertise and drive your projects to new heights of efficiency.
Accelerate your Kubernetes clusters with Varnish CachingThijs Feryn
A presentation about the usage and availability of Varnish on Kubernetes. This talk explores the capabilities of Varnish caching and shows how to use the Varnish Helm chart to deploy it to Kubernetes.
This presentation was delivered at K8SUG Singapore. See https://feryn.eu/presentations/accelerate-your-kubernetes-clusters-with-varnish-caching-k8sug-singapore-28-2024 for more details.
Accelerate your Kubernetes clusters with Varnish Caching
Technology roadmap
1. Technology roadmap 1
Technology roadmap
Fig 1: The Technology Roadmapping phases.
A technology roadmap is a plan that
matches short-term and long-term goals
with specific technology solutions to
help meet those goals.
[1]
It is a plan that
applies to a new product or process, or
to an emerging technology.
[2]
Developing a roadmap has three major
uses.
[3]
It helps reach a consensus about
a set of needs and the technologies
required to satisfy those needs; it
provides a mechanism to help forecast
technology developments and it
provides a framework to help plan and
coordinate technology developments.
The existence of product managers in
the product software industry indicates
that software is becoming more commercialized as a standard product. This manager is responsible over the whole
line of software requirement management, defining of products and their releases and this with all internal and
external stakeholders involved. In this context, product roadmapping can be placed to aid software product managers
in planning and placing their products with the use of scientific and technological resources. For managing and using
the technological resources technology planning can be used.
The Roadmapping process
The Technology Roadmapping Process conducts 3 phases (see figure 1.): preliminary activities, the development of
the roadmap and the follow-up activities phase. Because the process is too big for one model the phases are modeled
separately. Only the first two phases are considered. In the models no different roles are made, this is because
everything is done by the participants as a group.
Phase 1: Preliminary phase
The first phase, the preliminary phase (see figure 2.), consists of 3 steps: satisfy essential conditions, provide
leadership / sponsorship and define the scope and boundaries for the technology roadmap. In this phase the key
decision makers must identify that they have a problem and that technology roadmapping can help them in solving
the problem.
2. Technology roadmap 2
Figure 2. The process-data model of the preliminary phase.
Satisfy essential conditions
In this step it must become clear what
the conditions are (they have to be
identified) and if they are not met that
somebody will take the actions
necessary to meet the unmet
conditions. These conditions include
for example the following: there must
be a need for the technology roadmap,
input and participation from several
different parts of the organization (e.g.
marketing, R&D, the Strategic
Business Units ) with different
planning horizons and different
perspectives and the process should be
needs driven. All the conditions should
be satisfied (or someone is going to
take the actions necessary) in order to
continue to the next step. The
participants can have zero or more
conditions of their own. It applies to all
the conditions that they have the
attribute to be met or not.
Provide leadership / sponsorship
Committed leadership is needed because time and effort is involved in creating the technology roadmap.
Additionally the leadership should come from one of the participants, one of them provides leadership / sponsorship.
This means that the line organization must drive the process and use the roadmap to make resource allocation
decisions.
Define the scope and boundaries for the technology roadmap
In this step the context for the roadmap will be specified. In the company a vision should exist and it must be clear
that the roadmap can support that vision. If the vision does not exist one should be developed and clearly stated.
When that is done the boundaries and the scope of the roadmap should be specified. Furthermore the planning
horizon and the level of details should be set. The scope can be further divided into the technology scope and the
participation scope.
In table 1. all the different sub-activities of the preliminary activity phase can be seen. All the sub-activities have
concepts as end “products”, these are marked in bold. These concepts are the actual meta-data model, which is an
adjusted class diagram .
3. Technology roadmap 3
Table 1. Activity table for the preliminary activity phase
Activity Sub-Activity Description
Satisfy essential conditions Identify essential
conditions
When all the participants come together, essential conditions, like what groups should
be involved, what are the key customers and what are the key suppliers, can be
identified.
Take action to satisfy
conditions
For technology roadmapping to succeed, conditions from the participants must be
satisfied.
Provide leadership / sponsorship The part of leadership / sponsorship should be taken by line organization; they must
drive the roadmapping process and use the roadmap to make resource allocation
decisions.
Define the scope and boundaries
for the technology roadmap
Clearly state vision The already existing vision has to be clear.
Develop vision The vision is developed and stated clearly.
Define scope The scope of the project can further define the set of needs, planning horizon and
level of detail. The scope can be further divided into the technology scope and the
participation scope.
Define boundaries The boundaries should also be included.
Phase 2: Development phase
The second phase, the development of the technology roadmap phase (see figure 3.), consists of 7 steps: identify the
“product” that will be the focus of the roadmap, identify the critical system requirements and their targets, specify the
major technology areas, specify the technology drivers and their targets, identify technology alternatives and their
timelines, recommend the technology alternatives that should be pursued and create the technology roadmap report.
These steps create the actual roadmap.
Figure 3. The process-data model of the development phase.
Identify the “product” that will be
the focus of the roadmap
In this step the common product needs
are identified and should be agreed on
by all the participants. This is
important to get the acceptance of all
groups for the process. In case of
uncertainty of the product needs
scenario-based planning can be used to
determine the common product needs.
In figure 3. it can be seen that the
participants and possibly the
scenario-based planning provide the
common product needs.
Identify the critical system
requirements and their targets
Once it is decided what needs to be
roadmapped the critical system
4. Technology roadmap 4
requirements can be identified, they provide the overall framework for the technology roadmap. The requirements
can have targets (as an attribute in figure 3.) like reliability and costs.
Specify the major technology areas
These are the areas which can help achieve the critical system requirements. For each technology area several
technologies can be found. Example technology areas are: Market assessment, Crosscutting technology, Component
development and System development.
Specify the technology drivers and their targets
In this step the critical system requirements from step Identify the critical system requirements and their targets are
transformed into technology drivers (with targets) for the specific technology area. These drivers are the critical
variables that will determine which technology alternatives are selected. The drivers depend on the technology areas
but they relate to how the technology addresses the critical system requirements.
Identify Technology alternatives and their timelines
At this point the technology drivers and their targets are specified and the technology alternatives that can satisfy
those targets should be specified. For each of the alternatives a timeline should be estimated for how it will mature
with respect to the technology driver targets.
Time
This factor can be adapted suitable for the particular situation. The time horizons for E-commerce and software
related sectors are usually short. Other distinctions can be made on scale and intervals.
Recommend the technology alternatives that should be pursued
Because the alternatives may differ in costs, timeline etc. a selection has to be made of the alternatives. These will be
the alternatives to be pursued in figure 3. In this step a lot of trade-off has to be made between different alternatives
for different targets, performance over costs and even target over target.
Create the technology roadmap report
At this point the technology roadmap is finished. In figure 3, it can be seen that the technology roadmap report
consists of 5 parts: the identification and description of each technology area, critical factors in the roadmap,
unaddressed areas, implementation recommendations and technical recommendations. The report can also include
additional information. In table 2. all the different sub-activities of the development phase can be seen.
Table 2. Activity table for the Development phase.
Activity Sub-Activity Description
Identify the
“product” that will be the focus of the roadmap
Identify
needs
This critical step is to get the participants to identify
and agree on the COMMON PRODUCT NEEDS. This is important to get their buy-in
and acceptance.
Use
Scenario-based
planning
If there is major uncertainty about the COMMON PRODUCT
NEEDS SCENARIO-BASED PLANNING can be used. Each scenario must be reasonable,
internally consistent and comparable with the other scenarios.
State needs These are the NEEDS for the product.
5. Technology roadmap 5
Identify the
critical system requirements and their targets
Define
critical
system
requirements
The CRITICAL SYSTEM REQUIREMENTS provide the overall
framework for the roadmap and are high-level dimensions to which the
technologies relate. These include things like reliability and costs.
Define
targets
For each of the system requirements TARGETS have to be
defined.
Specify the major
technology areas
Transform
requirements
into
technology
oriented
drivers
The major TECHNOLOGY AREAS should be specified to help
achieve the CRITICAL SYSTEM REQUIREMENTS for the product. The CRITICAL SYSTEM
REQUIREMENTS are then transformed into TECHNOLOGY DRIVERS for the specific
TECHNOLOGY AREAS.
Specify the
technology drivers and their targets
Select
technology
alternatives
with their
targets
TECHNOLOGY DRIVERS and their TARGETS are set based on the
CRITICAL SYSTEM REQUIREMENT TARGETS. It specifies how viable TECHNOLOGY
ALTERNATIVES must be to perform by a certain date. From the available
TECHNOLOGY ALTERNATIVES a selection has to be made.
Identify technology
alternatives and their timelines
Identify
alternatives
and their
timelines
The TECHNOLOGY ALTERNATIVES that can satisfy the TARGETS
must be identified. Next to this the TIMELINE from each alternative has to be
identified.
Recommend the
technology alternatives that should be pursued
Select subset
of
technology
alternatives
to be pursued
Determine which TECHNOLOGY ALTERNATIVE TO PURSUE and when
to shift to a different TECHNOLOGY. Consolidate the best information and
develop consensus from many experts.
Create the
technology roadmap report
Create the
report
Here the actual TECHNOLOGY ROADMAP REPORT is created. This
report includes: IDENTIFICATION AND DESCRIPTION OF THE TECHNOLOGY, CRITICAL
FACTOR, UNADDRESSED AREA, and IMPLEMENTATION RECOMMENDATION AND TECHNICAL
RECOMMENDATION.
Phase 3: Follow-up activity phase
This is the moment when the roadmap must be critiqued, validated and hopefully accepted by the group that will be
involved in any implementation. For this a plan needs to be developed using the technology roadmap. Next there
must be a periodical review and update point, because the needs from the participants and the technologies are
evolving.
Planning and Business Development Context for Technology Roadmapping
6. Technology roadmap 6
5. Programme planning example.
6. Bars example.
7. Graphs example.
The process of technology roadmapping fits into corporate strategy,
corporate strategic planning, technology planning and the business
development context. Three critical elements should be connected:
needs, products and technology.
Knowledge and skills required
Consultant with skills
In order to create a technology roadmap it is required to have a certain
set of knowledge and skills. This means that some of the participants
must know the process of technology roadmapping. Next to this
group-process and interpersonal skills are required since the process
includes a lot of discussions and finding out what the common need is.
If the amount of participants is really large there might be need for a
consultant or facilitator.
The purpose of technology Roadmapping
Product planning
This is the most common type of a technology roadmap; linking the
insertion of technologies into products.
Programme planning
This type is more directed to the implementation of strategy and related
to project planning. Figure 5 shows the relationships between
technology development phases, programme phases and milestones.
The formats of technology Roadmapping
•• Bars : Almost all the roadmaps are (partly) expressed in bars for
each layer. This makes the roadmaps very simple and unified, which
makes the communication and integration easier.
•• Graphs : Also a technology roadmap can be expressed as a graph, usually one for each of the sub layers. (e.g.
IMEC uses the second method).
References
[1] http://www.entrepreneur.com/technology/techtrendscolumnistpeteralexander/article83000.html
[3] Garcia, M.L. and Bray, O.H. (1997). "Fundamentals of Technology Roadmapping". Strategic Business Development Department, Sandia
National Laboratories. (http://www.sandia.gov/PHMCOE/pdf/Sandia'sFundamentalsofTech.pdf)
Further reading
1.1. Garcia, M.L. and Bray, O.H. (1997). Fundamentals of Technology Roadmapping. Strategic Business
Development Department Sandia National Laboratories.
2. Phaal, R., Farrukh, C. and Probert, D. (2001). Technology Roadmapping: linking technology resources to
business objectives. Centre for Technology Management, University of Cambridge. Further information: (http://
www.ifm.eng.cam.ac.uk/resources/techmanworkbooks/roadmapping-for-strategy-and-innovation/)
3.3. Laube, T. and Abele, T. (2005). Technologie-Roadmap: Strategisches und taktisches Technologiemanagement.
Ein Leitfaden. Fraunhofer-Institut Produktionstechnik und Automatisierung (IPA), Stuttgart, Germany. ISBN
3-8167-7186-6
7. Technology roadmap 7
4. Oliveira, M. G. et al. Roadmapping: uma abordagem estratégica para o gerenciamento da inovação em produtos,
serviços e tecnologias. Rio de Janeiro: Campus-Elsevier, 2012. (published in brazilian portuguese). Further
information: www.roadmapping.com.br (http://www.roadmapping.com.br)
5. Public Domain Roadmaps. Further information: (http://www.ifm.eng.cam.ac.uk/uploads/Research/CTM/
Roadmapping/public_domain_roadmaps.pdf)
6. Roadmapping Bibliography. Further information: (http://www.ifm.eng.cam.ac.uk/uploads/Research/CTM/
Roadmapping/Roadmapping_Bibliography_Phaal.pdf)
8. Article Sources and Contributors 8
Article Sources and Contributors
Technology roadmap Source: http://en.wikipedia.org/w/index.php?oldid=550909989 Contributors: 52andrew, 9Nak, Bunnyhop11, CALR, Carldietz, Crzer07, David Shay, Djlee111, Eckroese,
Enepunto, Enigmaman, Ewlyahoocom, Guzenkov, Hat of jimmy, ImperatorExercitus, JForget, Krassotkin, Kuru, Lonniev, Maicongdo, Manilal, Marc44, Martpol, Mdd, Mike.lifeguard, Mogism,
MrOllie, Njh@bandsman.co.uk, Nm402, Nnh, Oliver H, PDH, Patiwat, Pgr94, Rich Farmbrough, Ronz, Thom2002, Ts965, Versus22, Zy26, ,ﮔﺴﺘﻬﻢ 75 anonymous edits
Image Sources, Licenses and Contributors
Image:Phase1-3-cut.jpg Source: http://en.wikipedia.org/w/index.php?title=File:Phase1-3-cut.jpg License: Public Domain Contributors: Eckroese, Frap
Image:Phase1.3 Process Data Model.jpg Source: http://en.wikipedia.org/w/index.php?title=File:Phase1.3_Process_Data_Model.jpg License: Public Domain Contributors: Eckroese, Frap
Image:Phase2.3 Process Data Model.jpg Source: http://en.wikipedia.org/w/index.php?title=File:Phase2.3_Process_Data_Model.jpg License: Public Domain Contributors: Eckroese, Frap
Image:Purpose programme planning.jpg Source: http://en.wikipedia.org/w/index.php?title=File:Purpose_programme_planning.jpg License: Public Domain Contributors: Eckroese, Frap
Image:Format bars.jpg Source: http://en.wikipedia.org/w/index.php?title=File:Format_bars.jpg License: Public Domain Contributors: Eckroese, Frap, MithrandirMage
Image:Format graphs.jpg Source: http://en.wikipedia.org/w/index.php?title=File:Format_graphs.jpg License: Public Domain Contributors: Eckroese, Frap, MithrandirMage
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