The document outlines the development of an automated documentation tool (Week 1) and subsequent integration of that tool with a chatbot interface (Week 10). In Week 1, the problem of limited analyst knowledge retention due to lack of documentation is addressed by developing a software tool to automate documentation. In Week 10, the problem of useful tools not being integrated into analyst workflow is addressed by developing a chatbot interface to integrate various software tools and databases. The mission model canvas then provides details on partners, activities, value propositions, resources, and deployment for the Week 10 chatbot integration solution.
Implementing an ERP: A goal based approachPrayukth K V
The document discusses setting goals before implementing a new enterprise resource planning (ERP) system. It identifies several types of goals an organization should define, including planning-oriented goals, resource-oriented goals, process innovation goals, vendor-oriented goals, data-oriented goals, implementation-oriented goals, and post-implementation roadmap and communication goals. Examples are provided for each type of goal. The document emphasizes that clearly defined goals are essential before initiating an ERP project to help ensure a successful implementation and adoption of the new system.
The document discusses key questions to consider for effectively planning and managing a software project. It covers having a work breakdown structure and schedule, clearly defined scope and requirements, adequate resourcing and staffing plans, addressing risks, and ensuring flexibility to adapt the plans based on changes and lessons learned. Managing external dependencies, quality assurance, and gaining user input are also emphasized.
PEPS is a web-based software that helps organizations evaluate and plan their programs. It provides standardized tools to measure program impact, outcomes, and fiscal performance. PEPS bridges communication between organizations and funders. It promotes best practices, accountability, and continuous quality improvement. The latest version, PEPS 3.0, features new program evaluation modules, reporting tools, and enhanced security.
Agile software development is an iterative approach that values individuals and interactions, working software over documentation, customer collaboration over contract negotiation, and responding to change over following a plan. It promotes adaptive planning, evolutionary development, and delivery of working software frequently in short iterations to maximize flexibility and deliver value to customers.
The document compares and analyzes various project management software tools available on the market. It provides an overview of Primavera, a comprehensive enterprise project management software, and compares its features to Microsoft Project. It also explores free and open source alternatives like Asana, Wrike, and Bitrix24 that could potentially substitute Basecamp, in use at the University. The document recommends Microsoft Project and Basecamp for their cost-effectiveness for the University's needs but introduces students to other tools as well.
The document discusses several aspects of project management including project integration management, scope management, time management, cost management, quality management, human resource management, communications management, risk management, and procurement management. It then focuses on organizational influences on project management and the roles of different project coordinators depending on the organizational structure. The rest of the document discusses human resource planning, developing and managing the project team, communication planning and methods, performance reporting, and stakeholder management.
Implementing an ERP: A goal based approachPrayukth K V
The document discusses setting goals before implementing a new enterprise resource planning (ERP) system. It identifies several types of goals an organization should define, including planning-oriented goals, resource-oriented goals, process innovation goals, vendor-oriented goals, data-oriented goals, implementation-oriented goals, and post-implementation roadmap and communication goals. Examples are provided for each type of goal. The document emphasizes that clearly defined goals are essential before initiating an ERP project to help ensure a successful implementation and adoption of the new system.
The document discusses key questions to consider for effectively planning and managing a software project. It covers having a work breakdown structure and schedule, clearly defined scope and requirements, adequate resourcing and staffing plans, addressing risks, and ensuring flexibility to adapt the plans based on changes and lessons learned. Managing external dependencies, quality assurance, and gaining user input are also emphasized.
PEPS is a web-based software that helps organizations evaluate and plan their programs. It provides standardized tools to measure program impact, outcomes, and fiscal performance. PEPS bridges communication between organizations and funders. It promotes best practices, accountability, and continuous quality improvement. The latest version, PEPS 3.0, features new program evaluation modules, reporting tools, and enhanced security.
Agile software development is an iterative approach that values individuals and interactions, working software over documentation, customer collaboration over contract negotiation, and responding to change over following a plan. It promotes adaptive planning, evolutionary development, and delivery of working software frequently in short iterations to maximize flexibility and deliver value to customers.
The document compares and analyzes various project management software tools available on the market. It provides an overview of Primavera, a comprehensive enterprise project management software, and compares its features to Microsoft Project. It also explores free and open source alternatives like Asana, Wrike, and Bitrix24 that could potentially substitute Basecamp, in use at the University. The document recommends Microsoft Project and Basecamp for their cost-effectiveness for the University's needs but introduces students to other tools as well.
The document discusses several aspects of project management including project integration management, scope management, time management, cost management, quality management, human resource management, communications management, risk management, and procurement management. It then focuses on organizational influences on project management and the roles of different project coordinators depending on the organizational structure. The rest of the document discusses human resource planning, developing and managing the project team, communication planning and methods, performance reporting, and stakeholder management.
Creating project management reports is second nature to project managers. Extensive reporting capabilities are integral to robust project management practice. It enables wider reach of the strategic and tactical organizational initiatives. https://www.orangescrum.org/articles
Agile Software Development Practices: Perceptions & Project DataChristoph Matthies
Talk on agile software development practices and their relationship to team members perceptions, held at the 2020 Software Engineering (SE) conference, organized by the Gesellschaft für Informatik (GI), 24-28 Feb 2020 in Innsbruck, Austria. Conference website: https://se20.ocg.at/
Paper :
C. Matthies, J. Huegle, T. Dürschmid, and R. Teusner, “Attitudes, Beliefs, and Development Data Concerning Agile Software Development Practices,” in Software Engineering 2020, M. Felderer, W. Hasselbring, R. Rabiser, and R. Jung, Eds., Bonn: Gesellschaft für Informatik e.V., 2020, pp. 73–74. doi: 10.18420/SE2020_20 (CC BY-SA 4.0)
[Online] available: https://dl.gi.de/handle/20.500.12116/31697
This document provides a summary of lessons learned from a project. It outlines topics that will be covered such as management processes, abnormal events, technical methods, project issues, and recommendations. Metrics and statistics from the project are also included to assess quality processes and error detection. The purpose is to share insights that can benefit other projects.
The document discusses monitoring and evaluation (M&E) in development projects. It provides information on what M&E is, the purposes of M&E, the differences between monitoring and evaluation, and key M&E concepts like indicators, metrics, and M&E plans. Specifically, it defines monitoring as collecting routine data to track project performance over time, while evaluation measures how well objectives were achieved and the impact of the project. It also emphasizes that good indicators for M&E should be valid, reliable, precise, independent, timely, and comparable.
The Changing Landscape of Project Management in 2018Richard Kok
The Project Management landscape is changing and so are the skills required to be a good project manager. Structured and progressive skills are intermingled and hybrid methodologies are common place these days.
This document summarizes the key findings of a survey conducted by Forrester Consulting on development testing. The survey found:
1) Development testing has increased in importance as speed and innovation pressures grow, with 97% of respondents planning to increase investment in development testing to improve quality, security, and reduce costs.
2) Finding defects later is more expensive, with 73% of respondents believing increased costs are the most serious consequence of late defect discovery.
3) Developers face pressures to deliver innovations quickly while maintaining quality, but lack collaboration between development and QA teams.
This summary provides an overview of Susan Dyl's experience:
Susan Dyl has over 15 years of experience in project management, release management, change management, and quality assurance. She has led teams in both waterfall and agile environments, completing all projects on time and under budget. Her skills include customer relations, effective communication, and problem solving. She is experienced in both IT operations and software delivery across various technologies.
This document summarizes a project review of an IT project at SFU. It identifies 7 key problem areas: risk assessment, schedule, cost, resource volatility and allocation, project documentation, collaboration and interaction, and quality management. Specific issues included high staff turnover, lack of stakeholder buy-in, outdated documentation, and inadequate collaboration with external vendors. The review provides recommendations in each problem area, such as implementing incentives, assigning more resources, centralizing documentation, defining communication plans, and establishing financial controls. In summary, the project ran over schedule and budget with ineffective management and high staff turnover.
This document discusses assessing agility through process assessments and metrics. It provides an overview of dimensions that can be assessed, including team structure, requirements management, release planning, engineering practices, and more. Sample assessment questions are given for each dimension. The assessment method involves face-to-face discussions using open questions to identify gaps and areas for improvement. Metrics that can be measured are also outlined, such as velocity variance, cycle time, and technical debt. The output is an assessment report that describes the current process and provides recommendations to improve.
The document provides guidelines for conducting a project health check when a project is not meeting its goals. It outlines indicators of troubled projects, such as lack of documentation and cost/schedule issues. The guidelines describe a 5-step process to implement a health check: 1) define a charter, 2) outline an assessment plan, 3) conduct the check, 4) present a report, and 5) implement an approved plan. The health check evaluates project management, governance, and identifies priority areas for improvement.
This short briefing is a quick overview of a proven approach for fast, easy and effective an independent reviews of your IT programs. The proven assessment technology uses a structured interview to review all aspects of the program. It identifies risks and provides recommendations for reducing them.
This document provides a summary of Venkateswarlu Kallagunta's professional experience in software testing and quality assurance. It details over 7 years of experience in various roles testing applications in domains such as insurance, media, energy, and finance. Key responsibilities included requirements gathering, test case design, defect tracking, test management, and ensuring quality delivery. A variety of technologies, tools, and methodologies are listed, demonstrating broad testing expertise.
Lessons from 40 PPM Experts on Making the Transition from Project Management ...Ricardo Viana Vargas
Changing project management to project leadership isn’t easy, but the rewards can be significant. Hear from Ricardo and other 39 experts as they share leadership secrets that had a major impact on enterprise projects they managed.
The document discusses signs that a project is in trouble and provides recommendations for getting a failing project back on track. It notes that common signs include missed deadlines, declining quality, low morale, and lost customer confidence. The key recommendations are to cut scope, increase productivity, or slip the schedule. The document also emphasizes focusing on the three P's - people, process, and product. It provides specific suggestions in each of these areas, such as improving communication and leadership, stabilizing requirements, and breaking work into smaller milestones. Regularly reassessing progress and the recovery plan is also stressed.
The document discusses how applying project management principles and tools can help attorneys better manage the complex process of e-discovery. It notes that factors like rising costs, new rules and case law, and client demands for efficiency require attorneys to take a more process-oriented approach. The document advocates for designating e-discovery project managers, using project management software to facilitate communication and coordination, and structuring each e-discovery project according to standard project management phases like planning and execution. Following project management frameworks can help produce more predictable, cost-effective outcomes for e-discovery.
This document discusses how project portfolio management (PPM) software solutions can help organizations manage their projects, portfolios, and resources more effectively. It outlines key benefits like aligning projects with goals, improving resource utilization, and reducing costs. PPM software can help with idea management, portfolio management, and key project processes like scheduling, resource management, communication, and documentation. When implemented properly with the right people and processes, PPM software solutions can help lower demand on IT, increase quality of services, reduce project failures, lower costs, improve investment decisions, and increase returns - providing a high ROI for organizations.
Linkages between donor and partner organizations are important for effective information sharing, but establishing and maintaining them requires substantial time, effort and resources. The document outlines a four step planning cycle to develop effective linkage strategies: 1) define linkage strategies and objectives with partners, 2) identify potential mechanisms, 3) develop action plans, and 4) periodically monitor and assess progress. Key factors for successful linkage planning include awareness, consensus, commitment, adequate funding, and involvement of stakeholders at all levels.
O-I conducted an employee engagement survey to measure alignment with strategic priorities, identify engagement drivers, and improve performance. They achieved a high 88% participation rate and gathered 14,000 comments. Key strategies for success included building a cross-functional team, using Lean Six Sigma methodology to design and deploy the survey, and launching a detailed communication strategy with targeted messages and status updates. Results were rolled out in a cascaded process and used to plan action workshops at each location aimed at driving results to action. Lessons learned emphasized aligning the survey to strategy, committing to action, setting realistic expectations, focusing change at the front-line, and maintaining support.
The document summarizes a half-day workshop on project management. The workshop covers understanding business needs and justifying projects, the project life cycle, developing a project charter, managing scope, schedule and budget using the triple constraints, planning and executing projects, communication plans, closing projects, and continuous improvement.
Creating project management reports is second nature to project managers. Extensive reporting capabilities are integral to robust project management practice. It enables wider reach of the strategic and tactical organizational initiatives. https://www.orangescrum.org/articles
Agile Software Development Practices: Perceptions & Project DataChristoph Matthies
Talk on agile software development practices and their relationship to team members perceptions, held at the 2020 Software Engineering (SE) conference, organized by the Gesellschaft für Informatik (GI), 24-28 Feb 2020 in Innsbruck, Austria. Conference website: https://se20.ocg.at/
Paper :
C. Matthies, J. Huegle, T. Dürschmid, and R. Teusner, “Attitudes, Beliefs, and Development Data Concerning Agile Software Development Practices,” in Software Engineering 2020, M. Felderer, W. Hasselbring, R. Rabiser, and R. Jung, Eds., Bonn: Gesellschaft für Informatik e.V., 2020, pp. 73–74. doi: 10.18420/SE2020_20 (CC BY-SA 4.0)
[Online] available: https://dl.gi.de/handle/20.500.12116/31697
This document provides a summary of lessons learned from a project. It outlines topics that will be covered such as management processes, abnormal events, technical methods, project issues, and recommendations. Metrics and statistics from the project are also included to assess quality processes and error detection. The purpose is to share insights that can benefit other projects.
The document discusses monitoring and evaluation (M&E) in development projects. It provides information on what M&E is, the purposes of M&E, the differences between monitoring and evaluation, and key M&E concepts like indicators, metrics, and M&E plans. Specifically, it defines monitoring as collecting routine data to track project performance over time, while evaluation measures how well objectives were achieved and the impact of the project. It also emphasizes that good indicators for M&E should be valid, reliable, precise, independent, timely, and comparable.
The Changing Landscape of Project Management in 2018Richard Kok
The Project Management landscape is changing and so are the skills required to be a good project manager. Structured and progressive skills are intermingled and hybrid methodologies are common place these days.
This document summarizes the key findings of a survey conducted by Forrester Consulting on development testing. The survey found:
1) Development testing has increased in importance as speed and innovation pressures grow, with 97% of respondents planning to increase investment in development testing to improve quality, security, and reduce costs.
2) Finding defects later is more expensive, with 73% of respondents believing increased costs are the most serious consequence of late defect discovery.
3) Developers face pressures to deliver innovations quickly while maintaining quality, but lack collaboration between development and QA teams.
This summary provides an overview of Susan Dyl's experience:
Susan Dyl has over 15 years of experience in project management, release management, change management, and quality assurance. She has led teams in both waterfall and agile environments, completing all projects on time and under budget. Her skills include customer relations, effective communication, and problem solving. She is experienced in both IT operations and software delivery across various technologies.
This document summarizes a project review of an IT project at SFU. It identifies 7 key problem areas: risk assessment, schedule, cost, resource volatility and allocation, project documentation, collaboration and interaction, and quality management. Specific issues included high staff turnover, lack of stakeholder buy-in, outdated documentation, and inadequate collaboration with external vendors. The review provides recommendations in each problem area, such as implementing incentives, assigning more resources, centralizing documentation, defining communication plans, and establishing financial controls. In summary, the project ran over schedule and budget with ineffective management and high staff turnover.
This document discusses assessing agility through process assessments and metrics. It provides an overview of dimensions that can be assessed, including team structure, requirements management, release planning, engineering practices, and more. Sample assessment questions are given for each dimension. The assessment method involves face-to-face discussions using open questions to identify gaps and areas for improvement. Metrics that can be measured are also outlined, such as velocity variance, cycle time, and technical debt. The output is an assessment report that describes the current process and provides recommendations to improve.
The document provides guidelines for conducting a project health check when a project is not meeting its goals. It outlines indicators of troubled projects, such as lack of documentation and cost/schedule issues. The guidelines describe a 5-step process to implement a health check: 1) define a charter, 2) outline an assessment plan, 3) conduct the check, 4) present a report, and 5) implement an approved plan. The health check evaluates project management, governance, and identifies priority areas for improvement.
This short briefing is a quick overview of a proven approach for fast, easy and effective an independent reviews of your IT programs. The proven assessment technology uses a structured interview to review all aspects of the program. It identifies risks and provides recommendations for reducing them.
This document provides a summary of Venkateswarlu Kallagunta's professional experience in software testing and quality assurance. It details over 7 years of experience in various roles testing applications in domains such as insurance, media, energy, and finance. Key responsibilities included requirements gathering, test case design, defect tracking, test management, and ensuring quality delivery. A variety of technologies, tools, and methodologies are listed, demonstrating broad testing expertise.
Lessons from 40 PPM Experts on Making the Transition from Project Management ...Ricardo Viana Vargas
Changing project management to project leadership isn’t easy, but the rewards can be significant. Hear from Ricardo and other 39 experts as they share leadership secrets that had a major impact on enterprise projects they managed.
The document discusses signs that a project is in trouble and provides recommendations for getting a failing project back on track. It notes that common signs include missed deadlines, declining quality, low morale, and lost customer confidence. The key recommendations are to cut scope, increase productivity, or slip the schedule. The document also emphasizes focusing on the three P's - people, process, and product. It provides specific suggestions in each of these areas, such as improving communication and leadership, stabilizing requirements, and breaking work into smaller milestones. Regularly reassessing progress and the recovery plan is also stressed.
The document discusses how applying project management principles and tools can help attorneys better manage the complex process of e-discovery. It notes that factors like rising costs, new rules and case law, and client demands for efficiency require attorneys to take a more process-oriented approach. The document advocates for designating e-discovery project managers, using project management software to facilitate communication and coordination, and structuring each e-discovery project according to standard project management phases like planning and execution. Following project management frameworks can help produce more predictable, cost-effective outcomes for e-discovery.
This document discusses how project portfolio management (PPM) software solutions can help organizations manage their projects, portfolios, and resources more effectively. It outlines key benefits like aligning projects with goals, improving resource utilization, and reducing costs. PPM software can help with idea management, portfolio management, and key project processes like scheduling, resource management, communication, and documentation. When implemented properly with the right people and processes, PPM software solutions can help lower demand on IT, increase quality of services, reduce project failures, lower costs, improve investment decisions, and increase returns - providing a high ROI for organizations.
Linkages between donor and partner organizations are important for effective information sharing, but establishing and maintaining them requires substantial time, effort and resources. The document outlines a four step planning cycle to develop effective linkage strategies: 1) define linkage strategies and objectives with partners, 2) identify potential mechanisms, 3) develop action plans, and 4) periodically monitor and assess progress. Key factors for successful linkage planning include awareness, consensus, commitment, adequate funding, and involvement of stakeholders at all levels.
O-I conducted an employee engagement survey to measure alignment with strategic priorities, identify engagement drivers, and improve performance. They achieved a high 88% participation rate and gathered 14,000 comments. Key strategies for success included building a cross-functional team, using Lean Six Sigma methodology to design and deploy the survey, and launching a detailed communication strategy with targeted messages and status updates. Results were rolled out in a cascaded process and used to plan action workshops at each location aimed at driving results to action. Lessons learned emphasized aligning the survey to strategy, committing to action, setting realistic expectations, focusing change at the front-line, and maintaining support.
The document summarizes a half-day workshop on project management. The workshop covers understanding business needs and justifying projects, the project life cycle, developing a project charter, managing scope, schedule and budget using the triple constraints, planning and executing projects, communication plans, closing projects, and continuous improvement.
A presentation by Geoff Reiss, made at the APM South Wales and West of England branch seminar 'Project Controls: A 1 day Seminar' on Wednesday, 2nd October 2013
subject.....project management.Tools and Processes Based on the pr.pdfSALES97
subject.....project management.
Tools and Processes Based on the progressive case study (PCS) project, you will need to develop
a list of tools and processes that you would use as the contractor of record for opening the new
division office.
•Will you use subcontractors for different parts of the project?
•How will you maintain contact communication? •How will you track progress, milestones, and
setbacks?
•How will you monitor resources and budget?
•What reporting systems will you use?
You are not expected to address all of these areas, though this is not an exhaustive list. Choose
one or two components and describe the tools and processes you will use, then explain the
rationale for using these tools. You may choose to use a certain tool as that is where your
experience is, or it is more cost effective for example.
not less than 150 words
A project team requires individuals from the cross-functional area who can come and work
together on different aspects of the project. In this regard, a project based organizational structure
will be developed that will be flat in nature. The first parameter of the selection of the team
member is the ability to work in the respective areas of the project and or the past experience of
working on similar projects. The second parameter is the ability to manage a dual line of
command (line and project) while working on the project. The third parameter is the propensity
to work in a team and complement each other so that project work runs smoothly. The fourth
parameter is the ability to take decisions with the given authority so that project work is not
delayed due to the decision-making process. Besides, there should be guidelines related to the
scope, objectives, time-based milestones as well as closure of the project. It should be based on
the ethical principles.
Regarding the challenges, the first challenge is the procurement of resources to build capacity as
no any department or function wants to release the best employees. The second challenge is the
building of the clarity in command so that any ambiguity is eliminated. The third challenge is the
timely availability of resources and funds other than HR to start the project. The next challenge
is to build the cooperation based team culture in the project team
Solution
TRACKING PROGRESS, MILESTONES, AND SETBACKS:
A contractor needs to keep a close check on the progress of the project on which he is working.
Project management is a difficult and very important task and requires skills and expertise of the
contractor so as to make sure that the project is working as planned for.
Keeping a track on the progress of the project is must from time to time and making sure that the
milestones are achieved properly and if in case of any setbacks, recording why it happened.
Following are the list of the tools that can be used to track the progress, milestones and setback
of the project:
MONITORING RESOURCES AND BUDGET:
For successful completion of every project it is .
The document discusses conducting a post-mortem analysis after a project to learn lessons. It provides context on the benefits of leveraging past project experiences. It then discusses the key aspects of performing a post-mortem analysis including collecting data, facilitating discussions, focusing on issues not people, being factual and brief. An example post-mortem meeting for the Microsoft Word 6 development project is then summarized, noting scheduling was unrealistic, milestones were too long, and proposed features' problems were not obvious until development started.
Microsoft Project in Manufacturing and Resources - Presented by AtidanDavid J Rosenthal
In these demanding economic times, many executives are facing sharper scrutiny of their discretionary spending. This increases the importance of effectively identifying, selecting, and delivering product portfolios that best align with an organization’s business strategy. Best-practice portfolio selection techniques provide a handshake between value optimization — that is, alignment with business priorities and maximizing ROI — and resource utilization, meaning the understanding of resource capabilities and availability. Together, these techniques help PMOs recommend not only which product to undertake, but to forecast their delivery.
Vision
Organizations can make business strategies more objective by adopting structured techniques for defining, prioritizing, and communicating business imperatives, and consistently evaluating each competing initiative that contributes to strategic priorities. Adopting a structured portfolio selection process helps organizations accomplish the following:
Define and communicate the business strategy: Many organizations publish mission statements and high-level strategic objectives. Few of them, however, break down their strategy into actionable, measurable, and unique business drivers. Defining and effectively communicating the business strategy provides a blueprint that organizational departments can understood and implement.
Drive executive consensus around business driver priorities: Objectively prioritizing the business strategy and driving executive consensus can help your organization more effectively assess competing initiatives and select the optimal portfolio.
Objectively prioritize competing products from multiple dimensions: Prioritizing products by using a variety of value measurements (e.g., strategic value, financial value, and risk) provides a framework for assessing requests from multiple dimensions and for creating a common currency with which to make comparisons.
Identify the optimal portfolio under varying budget and portfolio constraints: Facing budget cuts or requests that exceed the allocated budget creates a daunting task for PMOs. Additional variables, such as inter-product dependencies and regulatory requirements, can further compound the problem, creating a challenge in effectively modeling scenarios that will help identify the right products for an organization to undertake. Accurately capturing realistic cost and benefit estimates for products early in their lifecycle helps executives effectively select portfolios that maximize ROI under varying budget constraints and measure financial performance during product execution.
Effectively communicate tradeoffs: Budget, available resources, dependencies, pet products, and compliance requirements can potentially affect the overall value of selected product portfolios. Being able to identify and alter constraints helps PMOs communicate tradeoffs to the executive team and enhance the potential value gained from the resulting
Terry Seekins is a highly experienced Business Analyst and Project Manager with over 20 years of experience managing complex IT projects. He has extensive experience implementing systems for financial accounting, CRM, human resources, production management, and inventory control. Some of his notable projects include developing an order processing application that reduced errors from 5% to less than 1%, and a costs of goods sold application that reduced the monthly processing time from 2-3 weeks to 2-3 days. He is proficient in project management, business analysis, and technical skills like data modeling and application development.
Competitive Disruption was the initial threat upon which the need for a CI platform was decided. What was the mandate? Which preparatory steps were needed before choosing a supplier? What did the supplier need to deliver? And how fast?
Would top management decide on the KITs? Or did the end users have the final say?
Learn more from my presentation of 20. October 2015.
The document provides guidance on writing a successful project proposal in 3 steps:
1. Plan the project by collaborating with stakeholders, developing a work plan and timeline, and drafting a concept paper and proposal.
2. Design the project using a conceptual model to identify problems, objectives, and interventions, and develop goals, objectives, activities, and indicators.
3. Write the proposal including an introduction, methodology, budget, monitoring and evaluation plan, sustainability discussion, checklist, and conclusion. Templates are provided for each section.
Software Development Methodologies Pros, Cons, & Use Cases.pdfPolyxer Systems
Read this Blog to Find the perfect software development methodology for your project success. Explore pros, cons, & usage scenarios to make informed decisions.
fective project management is critical to ensure that the results meet stakeholder expectations, yet organizations resist project management due to the perception that it must be complex and require excessive effort and expense.
This solution set overview will help you:
•Understand the Project Management Essentials.
•Implement the essentials to improve project success rates.
•Link to tools and templates for successful project planning, monitoring, and communication.
Clear success criteria, strong soft skills, a focus on resource planning, and an active approach to project management are more important than formalized frameworks, certified project managers or complex software.
Time to Money- Software Development for a Regulated Medical WorldDina Sifri
The development of regulated medical devices demands both time and money. Through development, clinical trials, and regulatory approval, companies must be able to understand their process and pool all possible resources.
IT projects often fail to meet goals for scope, time and cost. A 1995 study found that only 16.2% of projects met all goals, while over 31% were cancelled. More recent studies show improvements, with the number of successful projects doubling to 35% and cancelled projects decreasing. This is due to factors like better tools, more skilled project managers using improved processes, and projects with smaller scopes. Project success requires meeting scope, time and cost goals, satisfying stakeholders, and achieving intended benefits.
This document provides information about a software project management course taught by Jing Zhang. It includes details about the instructor, course content, textbook, assessment, and a project paper assignment. Students will learn about the key aspects of software project management, including defining the scope, understanding factors the project manager must consider, elaborating the planning, supervision, and control required. The course covers principles of software project management and factors that influence their success or failure.
The document discusses best practices for engaging pricing consultants to achieve mutually successful project outcomes. It provides examples of pricing consulting projects, outlines factors for success like clear roles and senior management support, and shares insights from a practitioner survey. The survey found regular progress reporting and a pre-determined implementation plan were critical, while ownership and follow-through by the client were also important.
Changing Mindsets to Change the Future in Business Process Services IndustryDebi Prasad Dash
1. The document proposes a solution to shift mindsets in the business process services industry from repetitive work to adding more value for customers.
2. It suggests implementing an incremental process where standard operating procedures (SOPs) are modified over time based on data analysis of customer feedback and responses, with the goal of continuously improving service levels.
3. Key challenges include implementing this within existing resources and gaining client approval and support, while critical success factors include quickly analyzing customer data and accepting and executing new SOPs.
Microsoft Project Online - EPM SolutionsEPM Solutions
As part of the PMO Services for Fast-Growing Business package, we deploy the essential capabilities of Microsoft Project Online. These capabilities will enable you to manage projects, resources, collaboration, risks, documents and reports, while preparing you for your next phase of maturity in your program and portfolio management capabilities.
Microsoft PPM tool (Project Online / Project Server) Case Study by epmsolutio...Sophia Zhou
Microsoft and Project Management Institute (PMI) have selected our client, the Department of Treasury, as a Microsoft PMicrosoft PPM (Project Online, Project Server) Implementation Case Study to showcase at the PMI Global Congress. In this Microsoft PPM Customer Case Study presentation slides, you will gain valuable insights about the client's Microsoft Project Server migration and implementation journey at its enterprise PMO, including success factors and lessons-learned.
The document provides an overview of project management basics and best practices. It discusses the five key steps of project management: 1) startup, 2) defining scope and requirements, 3) developing a plan and securing resources, 4) tracking, controlling, reporting and reviewing, and 5) completion and assessment. Templates and checklists are recommended for each step to help structure the work and facilitate effective communication, documentation, and management of tasks, risks, and issues.
The document is titled "gARGoyle H4D Final Project Video" and appears to be about a final project video for a class or program called "gARGoyle H4D". The video likely demonstrates the completion of a project involving augmented or virtual reality technology.
James Madison University Final PresentationH4Diadmin
James Madison University is a public research university located in Harrisonburg, Virginia. It has an enrollment of over 20,000 students and offers programs across liberal arts and professional fields at the undergraduate and graduate levels. This document appears to be for a final presentation being conducted at or about James Madison University.
The document describes a solution being developed by a team called 21st Century Frogman to address challenges in Navy SEAL training. It outlines problems such as training injuries leading to inefficiencies and attrition from the BUD/S program. The team's solution involves developing a predictive algorithm and dashboard to display safety risk, as well as an app to streamline real-time data entry for instructors during training evolutions. The document provides details on customer interviews conducted, challenges faced in database design and product development, and a proposed deployment roadmap for the solution.
The document summarizes a team's project for developing technologies to aid counterdrug operations in South America. Over 10 weeks, the team interviewed stakeholders, identified needs, and developed solutions. They initially focused on improving detection rates but learned monitoring was not the bottleneck. Their focus then shifted to enhancing efficiency of existing missions through predictive modeling and communication technologies. By week 10, they created a prototype combining satellite communication devices and a situational awareness app to increase coordination between US and foreign interdiction crews.
The document describes the development of a solution by the team Broadcom to provide internet access to denied areas like Syria and Iraq. It outlines their initial problem and proposed aerial-based solution, as well as their journey which included emotional highs and lows. They conducted interviews with domain experts, identified local citizens as beneficiaries, developed an MVP using commercial components that could be mounted on drones, and received positive feedback from military contacts.
The team is working with USTRANSCOM to develop a framework to assess the cybersecurity of critical infrastructure at US strategic seaports, in order to improve resilience against cyber attacks. They conducted interviews with port authorities and cybersecurity experts, and visited the Port of Oakland to understand commercial needs. Their proposed solution is a partnership between USTRANSCOM and an Information Sharing and Analysis Organization to share cybersecurity data using a standardized framework.
The document summarizes the work of Team Surgency to develop solutions to improve combat casualty care. In the first 10 weeks, they focused on developing capability for robotic telesurgery to reduce time to treatment. In the next 10 weeks, they addressed bottlenecks in mass casualty triage and treatment at Battalion Aid Stations. Through stakeholder interviews and simulations, they identified that the problem was one of management, not patient care. Their Minimum Viable Product automates patient monitoring and prioritization to improve situational awareness and communication during mass casualty situations.
The document describes the process an organization went through over 10 weeks to develop a solution for detecting improvised explosive devices (IEDs) using unmanned aerial vehicles (UAVs). They initially focused on developing new hardware but through stakeholder interviews pivoted to focus on developing image processing software that could augment human analysts' abilities to detect IEDs in drone footage. They validated this approach by successfully detecting simulated IEDs (potholes) in test images, positioning them to continue refining the algorithm and expanding its capabilities.
The DELPHI project aims to create an interactive workflow using a collaborative platform for subject matter experts and data scientists to predict improvised threats. This would help mitigate risks for warfighters. The DELPHI platform would allow for data-driven decisions on future threats and enable JIDO to appropriately allocate resources. The scope includes helping JIDO and other federal agencies, benefiting an estimated 112 people.
The document summarizes the findings of a project to develop a platform called Modern-Day Minutemen to connect US civilians with cybersecurity skills to the US military. It describes interviews conducted with potential users, experts, and buyers to understand opportunities and challenges. The initial hypotheses and mission model involved crowd-sourcing cyber missions to anonymous civilians. Through stakeholder discussions, the model pivoted to focus on cybersecurity reserves and university partnerships to provide legal and structured training opportunities. The document outlines various business model canvases explored, including establishing the platform as a non-profit, and lessons learned around the need for improved communication between the military and private sector on cybersecurity issues.
The document describes a team's project to enhance training for operators of the U.S. Special Operations Command's (USSOCOM) Light Tactical All-Terrain Vehicle (LTATV) through developing real-time audio-visual feedback systems. Over 15 weeks, the team conducted over 100 interviews and validated hypotheses with USSOCOM and operators. Their MVP is a training module for the MRZR vehicle that detects rollover danger and provides alerts. Testing showed it could fulfill a new USSOCOM requirement for rollover training. Mobility representatives supported deploying it to select units, and the team aims to further develop and test the system with USSOCOM and operators.
The team proposes to develop encryption solutions suitable for common microcontrollers used in IoT devices. Their goal is to create transparent encryption that is easy for makers to implement. Their initial idea is an open source encryption library, educating the public, and a website hosting the libraries. They discuss alternative ideas like encrypted chips or an encryption software optimized for medical devices. Their final MVP is a communication system design service to improve cybersecurity in medical devices, with the goal of transitioning to other applications.
This document summarizes the biographies of two Army Rangers, Master Sergeant Kevin Nelson and Sergeant First Class Chuck Evans. It notes that MSG Nelson has nearly 21 years experience in the 75th Ranger Regiment, including being severely wounded in Iraq in 2006. SFC Evans has served in various positions over a 17 year career since joining at age 17, and has worked closely with MSG Nelson on special projects for the past 1.5 years.
The document discusses how the military can visualize local sentiments and digital data. It describes aggregating raw digital data and showing relationships and frequencies to create a digital data layer. This layer can then be overlaid on a map to provide insight. The document presents a "status ring" concept that uses standardized military colors in a ring interface to display status alerts from different locations in a three-dimensional, interactive way. This helps transform aggregated two-dimensional data into a three-dimensional format.
SkySweep is a drone detection system that can detect, jam GPS signals, and capture drones. The system was created by a team of 5 students from various disciplines including computer science, engineering, nursing, and intelligence analysis.
A disaster relief team developed a mobile application to help first responders and victims during humanitarian crises by allowing them to locate each other in real-time and share updates on conditions in affected areas. They conducted surveys and over 45 hours of meetings to identify problems such as responders not knowing the locations of other responders or victims, or conditions in the area before arriving. The team's solution was to create a crowdsourced app allowing all levels of responders and victims to update locations and statuses.
The team aims to enhance force protection for U.S. Army commanders by analyzing social media data to identify probable hotspots of future unrest. They have fluency in critical languages and experience in data science, startups, and the tech industry. Their capabilities include indexing social media data and applying image, text, and sentiment analysis using machine learning. Their journey has included building recognition tools and prototyping a system called Spyglass to address the Army's need to analyze social media and predict threats in dense urban environments.
The document discusses using the Lean LaunchPad approach to solve national security problems. It outlines that problem definition is critical and technical solutions must be matched to real Department of Defense needs. Rapid prototyping teams combining industry, government mentors, and the Lean LaunchPad process can effectively solve emerging security issues. However, the large size of the Department of Defense can obscure overlapping efforts, and challenges remain in quickly deploying prototypes. The document emphasizes that hacking for defense through this approach is a team-based journey.
The document outlines the problem statement, team members, and mission model for the H4Drone team. The initial problem was to detect small unmanned aerial systems as threats, and the final problem aims to neutralize enemy drones used for surveillance and attacks. The team developed hypotheses for detection and neutralization, and created a mission model canvas to identify beneficiaries and key activities, resources, and partners to achieve the goal of countering drone threats.
Blue and Gray Berets H4D Final PresentationH4Diadmin
Here is a proposed framework for JIDO based on the key findings:
The JIDO Threat-Focused Framework
1. Define the Improvised Threat Domain
- Continuously monitor, analyze, and characterize evolving improvised threats
- Maintain expertise on adversary TTPs, capabilities, and intent
2. Anticipate Requirements
- Identify and assess potential capability gaps before they materialize
- Pursue emerging commercial and dual-use technologies proactively
3. Develop Rapid Solutions
- Leverage flexible authorities and funding to rapidly develop and deliver solutions
- Integrate operator and scientist perspectives for customized solutions
4. Implement and Support
- Support in-
About Potato, The scientific name of the plant is Solanum tuberosum (L).Christina Parmionova
The potato is a starchy root vegetable native to the Americas that is consumed as a staple food in many parts of the world. Potatoes are tubers of the plant Solanum tuberosum, a perennial in the nightshade family Solanaceae. Wild potato species can be found from the southern United States to southern Chile
Synopsis (short abstract) In December 2023, the UN General Assembly proclaimed 30 May as the International Day of Potato.
Combined Illegal, Unregulated and Unreported (IUU) Vessel List.Christina Parmionova
The best available, up-to-date information on all fishing and related vessels that appear on the illegal, unregulated, and unreported (IUU) fishing vessel lists published by Regional Fisheries Management Organisations (RFMOs) and related organisations. The aim of the site is to improve the effectiveness of the original IUU lists as a tool for a wide variety of stakeholders to better understand and combat illegal fishing and broader fisheries crime.
To date, the following regional organisations maintain or share lists of vessels that have been found to carry out or support IUU fishing within their own or adjacent convention areas and/or species of competence:
Commission for the Conservation of Antarctic Marine Living Resources (CCAMLR)
Commission for the Conservation of Southern Bluefin Tuna (CCSBT)
General Fisheries Commission for the Mediterranean (GFCM)
Inter-American Tropical Tuna Commission (IATTC)
International Commission for the Conservation of Atlantic Tunas (ICCAT)
Indian Ocean Tuna Commission (IOTC)
Northwest Atlantic Fisheries Organisation (NAFO)
North East Atlantic Fisheries Commission (NEAFC)
North Pacific Fisheries Commission (NPFC)
South East Atlantic Fisheries Organisation (SEAFO)
South Pacific Regional Fisheries Management Organisation (SPRFMO)
Southern Indian Ocean Fisheries Agreement (SIOFA)
Western and Central Pacific Fisheries Commission (WCPFC)
The Combined IUU Fishing Vessel List merges all these sources into one list that provides a single reference point to identify whether a vessel is currently IUU listed. Vessels that have been IUU listed in the past and subsequently delisted (for example because of a change in ownership, or because the vessel is no longer in service) are also retained on the site, so that the site contains a full historic record of IUU listed fishing vessels.
Unlike the IUU lists published on individual RFMO websites, which may update vessel details infrequently or not at all, the Combined IUU Fishing Vessel List is kept up to date with the best available information regarding changes to vessel identity, flag state, ownership, location, and operations.
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Food safety, prepare for the unexpected - So what can be done in order to be ready to address food safety, food Consumers, food producers and manufacturers, food transporters, food businesses, food retailers can ...
UN WOD 2024 will take us on a journey of discovery through the ocean's vastness, tapping into the wisdom and expertise of global policy-makers, scientists, managers, thought leaders, and artists to awaken new depths of understanding, compassion, collaboration and commitment for the ocean and all it sustains. The program will expand our perspectives and appreciation for our blue planet, build new foundations for our relationship to the ocean, and ignite a wave of action toward necessary change.
2. Will Papper
Product
B.S. SymSys ‘18
Sean Konz
Data Science
B.S. EE & CS ‘20
Holden Gibbons
Strategy/BD
B.S. MS&E ‘19
Anna Zeng
Software
Engineering
B.S. CS ‘18
3. Week 1:
Problem: Analyst
knowledge retention is
limited due to lacking
documentation tools
Solution: Develop a
software tool to automate
analyst workflow
documentation efforts
Week 10:
Problem: Useful tools are
not being used by analysts
because they are not a part
of their workflow
Solution: Develop an AI-
enhanced chatbot interface
to integrate various
software tools and
databases
7. The Librarian
MISSION MODEL CANVAS
Week 1
Mission Budget / Costs
Fixed:
Software development
Integration with government services
Variable:
Onboarding for analysts
System / Database integration
Mission Achievement
Reduce administrative overhead for all analysts regarding
role transitions
Bring new analysts up to speed on shared knowledge
faster
Provide a simple, intuitive experience for easy adoption
Key Partners
Administrators of ispace, rspace,
etc.
Administrators of Intellipedia
Administrators of shared drives
Analysis leadership (i.e. DA4)
across agencies, to encourage
documentation in performance
evaluations
Branch managers in the DA (i.e.
K, our sponsor)
ODNI, to implement our tool
across agencies
Enterprise HR departments, can
help onboard new employees and
aid with exit processes
Key Activities
Research processes to allow for
background documentation
Create & test mocks
Integrate multiple knowledge
sources
Develop a working prototype
Value Proposition
Reduce onboarding time for
new analysts
Improve convenience of
documentation, so analysts are
able to spend less time on
documentation
Consolidate multiple redundant
systems
Speed up analyst transition
time between projects, reducing
administrative burden from HR in
the process
Ensure a clean knowledge
transfer that is less dependent on
contractors
Reduce constant need to
consult former analysts, allowing
for complete focus on new
assignment
Buy-In / Support
Sorely needed by our sponsor;
Analysts can take a year on a 3-5
year project to get up to speed
Sponsor has tried multiple
software solutions without
success
Sponsor’s office has large degree
of autonomy to implement
prospective solutions
Beneficiaries
Primary:
New analysts can get up to
speed on tribal knowledge faster
than before
Transitioning analysts can focus
more on their work by not needing
to allot six months to transition
materials
Current analysts working on
projects enjoy a reduced
documentation load
Secondary:
Leadership can see an overall
picture of key work produced
HR is less burdened by exit
procedures
Non-sponsor Enterprise:
Applicability and potential traction
is being found outside of the
scope of our sponsor
Key Resources
Agency personnel (current and
retired) for documentation
knowledge & in-the-field
experiences
Non-government contacts
experiencing information retention
problems
R&D team contacts
Wide array of industries/job titles
available to contact.
Deployment
Pilot software with one team
within one agency
Expand to similar agencies and
share information based on
clearance level
Integrate with additional
agencies and non-government
organizations
Value Proposition
● Reduce onboarding time
● Improve convenience
● Consolidate
● Speed up analyst transition time
● Ensure a clean knowledge transfer
● Reduce constant need to consult
8. The Librarian
MISSION MODEL CANVAS
Week 1
Mission Budget / Costs
Fixed:
Software development
Integration with government services
Variable:
Onboarding for analysts
System / Database integration
Mission Achievement
Reduce administrative overhead for all analysts regarding
role transitions
Bring new analysts up to speed on shared knowledge
faster
Provide a simple, intuitive experience for easy adoption
Key Partners
Administrators of ispace, rspace,
etc.
Administrators of Intellipedia
Administrators of shared drives
Analysis leadership (i.e. DA4)
across agencies, to encourage
documentation in performance
evaluations
Branch managers in the DA (i.e.
K, our sponsor)
ODNI, to implement our tool
across agencies
Enterprise HR departments, can
help onboard new employees and
aid with exit processes
Key Activities
Research processes to allow for
background documentation
Create & test mocks
Integrate multiple knowledge
sources
Develop a working prototype
Value Proposition
Reduce onboarding time for
new analysts
Improve convenience of
documentation, so analysts are
able to spend less time on
documentation
Consolidate multiple redundant
systems
Speed up analyst transition
time between projects, reducing
administrative burden from HR in
the process
Ensure a clean knowledge
transfer that is less dependent on
contractors
Reduce constant need to
consult former analysts, allowing
for complete focus on new
assignment
Buy-In / Support
Sorely needed by our sponsor;
Analysts can take a year on a 3-5
year project to get up to speed
Sponsor has tried multiple
software solutions without
success
Sponsor’s office has large degree
of autonomy to implement
prospective solutions
Beneficiaries
Primary:
New analysts can get up to
speed on tribal knowledge faster
than before
Transitioning analysts can focus
more on their work by not needing
to allot six months to transition
materials
Current analysts working on
projects enjoy a reduced
documentation load
Secondary:
Leadership can see an overall
picture of key work produced
HR is less burdened by exit
procedures
Non-sponsor Enterprise:
Applicability and potential traction
is being found outside of the
scope of our sponsor
Key Resources
Agency personnel (current and
retired) for documentation
knowledge & in-the-field
experiences
Non-government contacts
experiencing information retention
problems
R&D team contacts
Wide array of industries/job titles
available to contact.
Deployment
Pilot software with one team
within one agency
Expand to similar agencies and
share information based on
clearance level
Integrate with additional
agencies and non-government
organizations
Beneficiaries
Primary:
● New analysts
● Transitioning analysts
● Current analysts
Secondary:
● Leadership
● HR
9. The Librarian
MISSION MODEL CANVAS
Week 1
Mission Budget / Costs
Fixed:
Software development
Integration with government services
Variable:
Onboarding for analysts
System / Database integration
Mission Achievement
Reduce administrative overhead for all analysts regarding
role transitions
Bring new analysts up to speed on shared knowledge
faster
Provide a simple, intuitive experience for easy adoption
Key Partners
Administrators of ispace, rspace,
etc.
Administrators of Intellipedia
Administrators of shared drives
Analysis leadership (i.e. DA4)
across agencies, to encourage
documentation in performance
evaluations
Branch managers in the DA (i.e.
K, our sponsor)
ODNI, to implement our tool
across agencies
Enterprise HR departments, can
help onboard new employees and
aid with exit processes
Key Activities
Research processes to allow for
background documentation
Create & test mocks
Integrate multiple knowledge
sources
Develop a working prototype
Value Proposition
Reduce onboarding time for
new analysts
Improve convenience of
documentation, so analysts are
able to spend less time on
documentation
Consolidate multiple redundant
systems
Speed up analyst transition
time between projects, reducing
administrative burden from HR in
the process
Ensure a clean knowledge
transfer that is less dependent on
contractors
Reduce constant need to
consult former analysts, allowing
for complete focus on new
assignment
Buy-In / Support
Sorely needed by our sponsor;
Analysts can take a year on a 3-5
year project to get up to speed
Sponsor has tried multiple
software solutions without
success
Sponsor’s office has large degree
of autonomy to implement
prospective solutions
Beneficiaries
Primary:
New analysts can get up to
speed on tribal knowledge faster
than before
Transitioning analysts can focus
more on their work by not needing
to allot six months to transition
materials
Current analysts working on
projects enjoy a reduced
documentation load
Secondary:
Leadership can see an overall
picture of key work produced
HR is less burdened by exit
procedures
Non-sponsor Enterprise:
Applicability and potential traction
is being found outside of the
scope of our sponsor
Key Resources
Agency personnel (current and
retired) for documentation
knowledge & in-the-field
experiences
Non-government contacts
experiencing information retention
problems
R&D team contacts
Wide array of industries/job titles
available to contact.
Deployment
Pilot software with one team
within one agency
Expand to similar agencies and
share information based on
clearance level
Integrate with additional
agencies and non-government
organizations
Mission Achievement
● Reduce administrative overhead
● Bring new analysts up to speed faster
● Provide a simple, intuitive user
experience
18. Weeks 1-3 Weeks 4-6 Weeks 7-8 Weeks 9-10
“... it’s not part of your daily
workflow to put your work
somewhere for others to have it.”
- CIA Branch Manager
24. “When can I get it?”
• USAF Operations Director
Weeks 1-3
Weeks 4-6 Weeks 7-8 Weeks 9-10
25. Key Partners
All-Source analysts, particularly
at CIA
Administrators of
Jive/Intellipedia
Administrators of shared drives
Branch managers in the DA to
add collaboration as a metric
Director of the Directorate of
Analysis to issue a top-down rule
regarding collaboration*
Associate Deputy Director and
Deputy Director of the
Directorate of Digital Innovation*
ODNI, to implement our tool
across agencies
In-Q-Tel, potential incubation
and funding opportunities*
Key Activities
Deeply understand analyst
workflow
-Search processes
-Sharing processes
Understand current systems in
use
-Jive
-Intellipedia
-Shared Drives
-Research procurement
practices at sponsor.
Value Proposition
Get up to speed on shared
knowledge quickly
Ease transitions to new projects
by taking documentation with you
Increase ability to accumulate
social clout for skills and
tenure.(being named a librarian or
shares/comments on own page)
See processes used to come to
a conclusion.
Ensure a clean knowledge
transfer that is less dependent on
contractors
Consolidation of databases and
tools within and across agencies
Buy-In / Support
Sorely needed by our sponsor;
Analysts can take a year on a 3-5
year project to get up to speed
Sponsor has tried multiple
software solutions without
success
Sponsor’s office has large degree
of autonomy to implement
prospective solutions
Beneficiaries
Primary:
Incoming analysts can get up to
speed on tribal knowledge faster
than before
Transitioning analysts can focus
more on their work by not needing
to allot six months to transition
materials
Current analysts working on
projects enjoy a reduced
documentation load
Secondary:
Leadership can see an overall
picture of key work produced
IT has fewer databases to
maintain
Non-sponsor Enterprise:
Applicability and potential traction
is being found outside of the
scope of our sponsor
Key Resources
All-source analysts (current and
retired) for workflow and
documentation knowledge
IT Contractors with deep
knowledge of current
databases
Branch managers/leadership to
understand culture
Wide array of industries/job titles
available to contact.
Deployment
Pilot software with one team of
analysts within CIA
Expand to multiple teams to test
collaboration capabilities.
Secure funding from sponsors
budget allocation.
Potential staged development
via In-Q-Tel.*
Roll out collaboration software
across CIA.
The Librarian
MISSION MODEL CANVAS
Mission Budget / Costs
Fixed:
Software development
Integration with government services
Variable:
Onboarding for analysts
System / Database integration
Mission Achievement
Bring new analysts up to speed on shared knowledge faster
Director of the DA: 20% fewer analysts*
Deputy Director and Associate Deputy Director of DDI: Easily access
an interoperable system that brings together multiple data sources*
Security and Legal: Perceive no additional threats to security*
Value Proposition
● Share Knowledge quickly
● Ease transitions
● Accumulate Social Clout
● Understand thought
processes
● Ensure a clean knowledge
transfer
● Consolidate databases &
Tools
26. Key Partners
All-Source analysts, particularly
in IC
Administrators of
Jive/Intellipedia
Administrators of shared drives
Branch managers in the DA to
add collaboration as a metric
Director of the Directorate of
Analysis to issue a top-down rule
regarding collaboration*
Deputy Director & Associate
Deputy Director of the
Directorate of Digital Innovation*
ODNI, to implement our tool
across agencies
In-Q-Tel potential incubation and
funding opportunities
Key Activities
Deeply understand analyst
effectiveness, including Search
& Sharing workflows
Understand current systems in
use, including Jive, Intellipedia,
and Shared Drives
Research procurement
practices at sponsor
Value Proposition
Quickly get up to speed on
shared knowledge
Ease transitions to new projects
by taking documentation with you
Increase ability to accumulate
social clout for skills and tenure
Visibility into what analysts are
working on, as well as processes
used to come to a conclusion
Ensure a clean knowledge
transfer that is less dependent on
contractors
Consolidation of databases and
tools within and across agencies
Buy-In / Support
Sorely needed by our sponsor;
Analysts can take a year on a 3-5
year project to get up to speed
Sponsor has tried multiple
software solutions without
success
Sponsor’s office has large degree
of autonomy to implement
prospective solutions
Beneficiaries
Primary:
Analysts can access shared
databases faster than before
Branch managers can get
visibility into what their analysts
are working on
DA Leadership can have visibility
into metrics on the performance
of the whole organization
Secondary:
Contractors see increased usage
for under-utilized applications
Security/Legal now has a single
audit log, rather than audit logs
across multiple databases
Non-sponsor Enterprise:
Applicability and potential traction
is being found outside of the
scope of our sponsor
Key Resources
All-source analysts (current and
retired) for workflow and
documentation knowledge
IT Contractors with deep
knowledge of current databases
Branch managers and leadership
to understand culture
Wide array of analysts and
related roles in industry available
to contact
Deployment
Pilot software with one team of
analysts within CIA
Expand to multiple teams to test
collaboration capabilities
Secure funding from sponsors
budget allocation
Potential staged development
via In-Q-Tel
Roll out collaboration software
across CIA
The Librarian
MISSION MODEL CANVAS
Week 10
Mission Budget / Costs
Fixed:
Software development
Integration with government services
Variable:
System / Database integration
Mission Achievement
Director of the DA: Requires 20% fewer analysts
All-source Analysts: Get up to speed on new topic areas within one
workday
Deputy Director and Associate Deputy Director of DDI: Easily
access an interoperable system that brings together multiple data
sources
Security and Legal: Perceive no additional threats to security
27.
28.
29. In other words… (3 year)
Option 1. Reduce HR budget,
level productivity.
• Work done before Librarian: 100 units
• Work done after Librarian: 100 units
• HR budget before Librarian: $100
• HR Budget after Librarian: $67 (-33%)
Option 2. Same HR budget,
expanded productivity.
• Work done before Librarian: 100 units
• Work done after Librarian: 150 units (+50%)
• HR budget before Librarian: $100
• HR Budget after Librarian: $100
32. Conversational
Chatbot
Social Nudges
Group Common Folders
Document Tagging
Current Feature
Exploration
Product Feature Diagram
- Personal database
- Group contact database
- Recommended Readings
- Moderated subject Lists
- Database Integrations
- Suggested actions
- Relevant Tool Integration
- Workflow monitoring
33. What’s next?
• WE ARE ALL CONTINUING
• Seeking grants and funding
• Continuing to build-out the Librarian V 1.0
Weeks 1-3
Weeks 4-6 Weeks 7-8 Weeks 9-10
34. Acknowledgements
Sponsor: Thank you for the amazing support!
Mentor: Tom Bedecarre
TA Mentor: Darren Hau
Teaching Team: Steve Blank, Joe Felter, Pete Newell, Steve
Weinstein
TA Team, H4D mentors, everyone we interviewed
37. Key Features
• Social nudges
• Tagging
• Sorting
Weeks 1-3
Weeks 4-6 Weeks 7-8 Weeks 9-10
38. Social Nudges
• Social proof
• Following colleagues
• No need to change incentives
Weeks 1-3
Weeks 4-6 Weeks 7-8 Weeks 9-10
39. Tagging and Sorting
• Make organizational tools front and center
• Combination of push and pull mechanisms
Weeks 1-3
Weeks 4-6 Weeks 7-8 Weeks 9-10
40. What will the Intelligence Community
look like with The Librarian?
• Track down information more quickly than before
• Ensure that time is not wasted at critical moments.
Weeks 1-3
Weeks 4-6 Weeks 7-8 Weeks 9-10
41. What will the world look like with The
Librarian?
• Our ideal is similar to The Librarian in Snow Crash: We
want to allow you to learn from a bot that contains the
sum of your organization’s knowledge.
Weeks 1-3
Weeks 4-6 Weeks 7-8 Weeks 9-10
43. Beneficiary Archetype: Incoming
Analyst
● Always the “new guy”
● Reads heavily for work
● 12 months of training (or more)
● 1 Year of onsite ramp-up time “before
you know what you’re talking about or,
more importantly, [before] anyone
listens.”
44. Beneficiary Archetype: Outgoing
Analyst
25-35 year-old intelligent / high aptitude individual, leaving from a 3-5 year
assignment
● Reads heavily for work
● May be resistant to digital tools
● Current equilibrium: 6 Months of spool-
down, documentation time
47. The Librarian
Knowledge transfer for analysts
Creating a single chatbot interface for the many databases and software platforms
will allow us to improve knowledge transfer for new analysts within the intelligence
community.
Will Papper Sean Konz Anna Zeng Holden
Gibbons
Product / Software Engineering Data Science
Software
Engineering Strategy
48. The Librarian Team
Will Papper Sean Konz Anna Zeng Holden Gibbons
Academic Program
B.S. SymSys 2018 B.S. EE & CS 2020 B.S. CS 2018 B.S. MS&E 2019
LinkedIn
https://www.linkedin.com/in/wpapper/
https://www.linkedin.com/in/sean-
k-19a327b2/?locale=
https://www.linkedin.com/in/ann
a-z-11774096
https://www.linkedin.com/in/j-holden-
gibbons-669296a3/
Subject Matter Expert?
Details available
No
(Computer Vision /
Machine Learning)
No
(Software Engineering)
Yes, Veteran
Role
Product Data Science Hacker Hustler
Experience Solving a
Problem that Seemed
Impossible
- In one month, developed a
proof-of-concept social
network for a P2P mesh
networking platform
- Worked with multiple federal
agencies
- Developed Novel
approach to eye tracking
interfacing in a populated
consumer space
- Parallel processing
experience
- Pivoted the direction of
three Microsoft products
- Coordinated the first EE
makerspace in Stanford
- Founded non-profit urban
farming initiative in the inner
city and a small real estate
development firm.
50. What will the world look like with The
Librarian?
• As an analyst or researcher, you had to pull from dozens of
databases (both internal and external). You would not necessarily
know where to look for information, and could miss vital info.
• With The Librarian, you can query every database simultaneously
and never miss important information.
52. Beneficiary Archetype: Incoming Analyst
22-30 year-old intelligent / high aptitude individual, coming for a 3-5 year assignment
● Values mission recognition over pay incentives
● Strong sense of patriotism/service
● Capable of being highly interchangeable
● Often operate as ‘snowflakes’, covering down
on issues as need be
● Reads heavily for work
● 12 months of training (or more)
● 1 Year of onsite ramp-up time “before you
know what you’re talking about or, more
importantly, [before] anyone listens.”
53. Beneficiary Archetype: Outgoing Analyst
25-35 year-old intelligent / high aptitude individual, leaving from a 3-5 year assignment
● Values mission recognition over pay incentives
● Strong sense of patriotism/service
● Capable of being highly interchangeable
● Often operate as ‘snowflakes’, covering down
on issues as need be
● Reads heavily for work
● May be resistant to digital tools
● Current equilibrium: 6 Months of spool-
down, documentation time
54. Beneficiary Archetype: Agency Leadership
30-45 year-old intelligent / high aptitude individual
● Strong sense of patriotism/service
○ Sacrificed family time & higher income
elsewhere
● Served multiple rotations. some as analysts
● Has a good sense of the agency’s ecosphere
of digital tools
● Perceives organizational culture & limitations
● Mission-focused, but aware of the need for
tools to improve mission effectiveness
55. Customer Workflow: Life of an All-Source Analyst
NEW
ANALYST
(0-1 year)
OLD
ANALYST
(3+ years)
read
write
review
publish
document
analyst
assigned to
a new area
of expertise
analyst given
history book
and loads of
background
reading
revise
scratch work in i-space
or equivalent
executive briefing
Summary reports
Intellipediai-space or eq.
Reports & briefings
raw intel reports
boolean search feed
Project
Lifecycle
56. Customer Workflow: Life of an All-Source Analyst
NEW
ANALYST
(0-1 year)
OLD
ANALYST
(3+ years)
read
write
review
publish
document
analyst
assigned to
a new area
of expertise
analyst given
history book
and loads of
background
reading
revise
scratch work in i-space
or equivalent
executive briefing
Summary reports
Intellipediai-space or eq.
Reports & briefings
raw intel reports
boolean search feed
Project
Lifecycle
AUTOMATE
57. Customer Workflow: Life of an All-Source Analyst
NEW
ANALYST
(0-1 year)
OLD
ANALYST
(3+ years)
read
write
review
publish
&
document
analyst
assigned to
a new area
of expertise
analyst given
history book
and loads of
background
reading
revise
scratch work in i-space
or equivalent
executive briefing
Summary reports
Intellipedia
i-space or eq.
Reports & briefings
raw intel reports
boolean search feed
Project
Lifecycle
60. Directorate office
creates
requirements
Information Technology
Enterprises (in DDI)
searches for solutions
If contractors are
addressing the
requirements, they
are looped in
If an existing solution
cannot be repurposed,
ITE looks in industry
LARGE COMPANY:
Digital Futures brings it
into the internal network
STARTUP:
In-Q-Tel provides
milestone-based funding
62. Information Technology
Enterprises (in DDI)
searches for solutions
If contractors are
addressing the
requirements, they
are looped in
If an existing solution
cannot be repurposed,
ITE looks in industry
LARGE COMPANY:
Digital Futures brings it
into the internal network
STARTUP:
In-Q-Tel provides
milestone-based funding
Directorate leadership
requests solution from
DDI leadership
63. Directorate leadership
requests solution from
DDI leadership
DDI leadership & ITE
create requirements
If contractors are
addressing the
requirements, they
are looped in
If an existing solution
cannot be repurposed,
ITE looks in industry
LARGE COMPANY:
Digital Futures brings it
into the internal network
STARTUP:
DDI leadership
recommends In-Q-Tel
evaluate product
64. Directorate leadership
requests solution from
DDI leadership
DDI leadership & ITE
create requirements
If contractors are
addressing the
requirements, they
are looped in
If an existing solution
cannot be repurposed,
ITE looks in industry
LARGE COMPANY:
Digital Futures brings it
into the internal network
STARTUP:
DDI leadership
recommends In-Q-Tel
evaluate product
Implementation & beta
testing through ITE;
DDI leadership removes
roadblocks
66. Key Partners
All-Source analysts, particularly
in IC
Administrators of
Jive/Intellipedia
Administrators of shared drives
Branch managers in the DA to
add collaboration as a metric
Director of the Directorate of
Analysis to issue a top-down rule
regarding collaboration*
Deputy Director & Associate
Deputy Director of the
Directorate of Digital Innovation*
ODNI, to implement our tool
across agencies
In-Q-Tel potential incubation and
funding opportunities
Key Activities
Deeply understand analyst
effectiveness, including Search
& Sharing workflows
Understand current systems in
use, including Jive, Intellipedia,
and Shared Drives
Research procurement
practices at sponsor
Value Proposition
Quickly get up to speed on
shared knowledge
Ease transitions to new projects
by taking documentation with you
Increase ability to accumulate
social clout for skills and tenure
Visibility into what analysts are
working on, as well as processes
used to come to a conclusion
Ensure a clean knowledge
transfer that is less dependent on
contractors
Consolidation of databases and
tools within and across agencies
Buy-In / Support
Sorely needed by our sponsor;
Analysts can take a year on a 3-5
year project to get up to speed
Sponsor has tried multiple
software solutions without
success
Sponsor’s office has large degree
of autonomy to implement
prospective solutions
Beneficiaries
Primary:
Analysts can access shared
databases faster than before
Branch managers can get
visibility into what their analysts
are working on
DA Leadership can have visibility
into metrics on the performance
of the whole organization
Secondary:
Contractors see increased usage
for under-utilized applications
Security/Legal now has a single
audit log, rather than audit logs
across multiple databases
Non-sponsor Enterprise:
Applicability and potential traction
is being found outside of the
scope of our sponsor
Key Resources
All-source analysts (current and
retired) for workflow and
documentation knowledge
IT Contractors with deep
knowledge of current databases
Branch managers and leadership
to understand culture
Wide array of analysts and
related roles in industry available
to contact
Deployment
Pilot software with one team of
analysts within CIA
Expand to multiple teams to test
collaboration capabilities
Secure funding from sponsors
budget allocation
Potential staged development
via In-Q-Tel
Roll out collaboration software
across CIA
The Librarian
MISSION MODEL CANVAS
Mission Budget / Costs
Fixed:
Software development
Integration with government services
Variable:
System / Database integration
Mission Achievement
Director of the DA: Requires 20% fewer analysts
All-source Analysts: Get up to speed on new topic areas
within one workday
Deputy Director and Associate Deputy Director of DDI:
Easily access an interoperable system that brings together
multiple data sources
Security and Legal: Perceive no additional threats to
security
67. The Librarian: Value Proposition Canvas
Products
& Services
Knowledge
management for
analysts
Bring past documentation and
work with you to new projects
Tool to reference past work and
recommendations from former
analysts (no need to call) Customer
Jobs
Get up to speed
on a new body
of knowledge
Analysts lose access to prior
work when switching roles
Existing documentation tools
are cumbersome and scattered
across systems
Incoming All-Source Analysts
Gains
Gain
Creators
Pain
Relievers
Locate documentation and
past work in one place
Track down knowledge of
analysts who have retired or
changed projects without
needing to call
Put prior work into an IC-wide
system rather than team
shared drives or email accounts
Documentation is handled by
one software solution rather
than multiple tools with
different processes
Pains
68. The Librarian: Value Proposition Canvas
Products
& Services
Knowledge
management for
analysts
Documentation is handled
transparently in the background
Creates a clear list of materials
to be transitioned
Customer
Jobs
Pass along
knowledge to
remaining team
members
No established procedures for
transitioning out
Two weeks is not enough time
to get materials together
Process is chaotic, informal, and
ad-hoc
Outgoing All-Source Analysts
Gains
Gain
Creators
Pain
Relievers
Documentation is handled
in the background over the
course of a project,
reducing transition time
Adds formal processes to
transition materials
Move documentation from an
active burden into a
background process
Documentation is handled by
one software solution rather
than multiple tools with
different processes
Pains
69. The Librarian: Value Proposition Canvas
Products
& Services
Knowledge
management for
analysts
Research processes are stored
in an organized application
rather than shared drives
Branch manager interface:
present important metrics on
analyst activities
Customer
Jobs
Synthesize
documents from
analysts for
decision-making
Finished analyses are visible, but
for controversial claims it is
difficult to see a thought process
Focus on publications creates a
lack of insight into daily work
Branch Managers
Gains
Gain
Creators
Pain
Relievers
See what documents went into a
finished product
Gain insights for what analysts are
doing (beyond publications)
Help individual analysts based on
actions
Report’s interpretation of
source material is indicated
clearly
Documentation is handled by
one software solution rather
than multiple tools with
different processes
Pains
70. The Librarian: Value Proposition Canvas
Products
& Services
Knowledge
management for
analysts
Librarian helps provide metrics
across the entire organization,
when there was previously no
visibility
Customer
Jobs
Ensure that
analytic
resources are
directed most
efficiently
Too many offices to keep track
of in one spot
Need to get information from
briefings, rarely able to dive
deeper
Director of the Directorate of Analysis
Gains
Gain
Creators
Pain
Relievers
Needs to direct analysts to
topic areas focused on by
policymakers
Dashboard allows Director to
monitor high-level behavior of
offices within the organization
Can independently browse
dashboard, no need to rely on
branch managers completely
Pains
71. The Librarian: Value Proposition Canvas
Products
& Services
Knowledge
management for
analysts
Contractors employed by org to
serve as implementation
coordinators = $$
Integration with our system for
analyst use Customer
Jobs
Deploy solutions
that meet
requirementsHave multiple systems that they need to
integrate with, which slows down
progress
Already have systems that they own
solving similar problems, and are
protective of their turf
Contractors might not want to put in the
effort to build APIs/help us integrate
Contractors
Gains
Gain
Creators
Pain
Relievers
Benefit from contracts
due to service as
implementation liaisons
Increased contractor tool
use through system
integrations
Managing a single profile could
make integration with other
software easier
If APIs present, we can
integrate without them
Pains
72. The Librarian: Value Proposition Canvas
Products
& Services
Knowledge
management for
analysts
Security Interface
Analyst action signaling
Customer
Jobs
Keep information
from getting
compromisedHuge database of how analysts
think/their current progress that
is a giant target for foreign
intelligence services
Another system to worry about
secure access
Security / Legal
Gains
Gain
Creators
Pain
Relievers
Immediate insight into the
actions of analysts using
signaling mechanisms
Procedure is already in place to
implement this, since this type
of database; precedent exists
Database APIs already exist
We don’t need data copies, just
links
Pains
73. Cultural Resistance
• Workflow
• If something isn’t in the day-to-day expectations, it won’t be used
• Need-to-know
• Your information is yours, and you shouldn’t share it
• Silos
• Incentives
74. Incentives: How are analysts promoted?
• Analysts are evaluated on papers produced and the decisions
that these papers affect
• Collaboration is not a great help in the promotion process, so it
is not common practice
• Who can change this?
• Branch Managers: “If it’s not shared, I’m not counting it.”
• Directorate of Analysis Leadership: Top-down requirement
77. MVP - Analysts
We are introducing a chatbot interface to connect new all-source
analysts with the information they need from existing databases in
the intelligence community.
Analysts will be able to reach crucial background information, identify
subject matter experts, retrieve existing reports, etc. in no time at all.
78. MVP - Branch Managers
Currently, branch managers do not have much insight into reports
that are in progress. Documents need to actively be moved into
shared drives, which only provides very granular insight.
By reporting aggregate queries from analysts to branch managers,
branch managers can most efficiently help analysts.
81. GET KEEP GROW
GET
Awareness:
- MVP testing
- Present underutilized tools
- Integrate with org chat client
Interest:
- More robust document discovery
- Ease of contacting SMEs
Consideration:
- How integration impacts workflow
- If discovering different document
pools (recommendations) would
really be beneficial
Purchase:
- Procurement process
KEEP
- Quantify usage of databases
with/without tool
- Additional tool integrations based
on user desires
- Leadership/user feedback provided
on end intel product quality
- Ensure budget for system
upgrades (re: compatibility)
- Tool should learn over time
- Better suggestions, relevant
documents based on
suggestion doc usage
GROW
Referrals:
- Introduce the tool into other
agencies (other IC, DoD, DIUx)
- Dual-use applications: additional AI
training opportunities
Cross-Sell:
- Develop machine learning to the
point of making suggestions
Next-Sell:
- Add additional internal tool
integrations
Up-Sell:
- Introduce cross-agency information
exchange / integration
82. Mission Achievement - Product
• Do people come back to this tool after trying it the first two times?
(Focus is on abandonment or lack thereof)
• How many times do people consult the tool per day?
• Does this tool reduce the number of times analysts access other
databases?
• How many database integrations do we have?
• Is the tool getting smarter?
83. Mission Achievement - Stakeholders
Party Benefit
Director of the Directorate of Analysis Requires 20% fewer analysts
All-source Analysts Get up to speed on new topic areas
within one workday, increase breadth of
relevant information presented to
analysts
Deputy Director and Associate Deputy
Director of DDI
Easily access an interoperable system
that brings together multiple data
sources
Security and Legal Perceive no additional threats to safety
84. Work Distribution
Will - Product: Ensure that the MVP we’re building matches
customer needs, handle User Experience
Sean - Data Science: Data Science on Database metrics,
NLP framework
Anna - Hacker: Database integrations, Software Engineering,
User Experience
Holden - Hustler: Find new customers and channels, maintain
contact with current beneficiaries
85. Next Steps
• Start building a chatbot!
• Integrate with an open source database API
• Begin to train the chatbot on open source data
• Test interactive demo with analysts
• Test dashboard with branch managers
86. We want to hear from you!
Email:
thelibrarian@lists.stanford.edu
87.
88.
89.
90.
91.
92.
93.
94.
95.
96.
97.
98.
99.
100.
101.
102.
103.
104.
105. Buy-In and Support
Analyst: Easier to get up to speed on new topics, front-ends are
consolidated to allow for simple querying.
Branch Managers: Stay current on the topics that analysts are
working on. Have more insight into ways to provide help.
Contractors: Improve usage of applications that may not fit into an
analyst’s workflow, increasing chances of renewal.
Security: Easily detect anomalous activity, since the activity will be in
one central audit log.
106. Expectation
Chatbot interface is new for
employees and will require a
shift in mindset.
Result
Asking other analysts questions
over IM is very common.
Analysts can now bother a bot
instead of bothering their
colleagues.
107. Expectation
The Librarian would be useful
for easily constructing lists of
tags
Result
There is a database for this, but
it is not used much. The
Librarian could act as a front-
end.
108. Expectation
There are a few crucial
databases to pull from, and
people consult those heavily.
Result
The Library has hundreds of
databases, but they are
underutilized. We can create an
interface for many databases
that are not pulled from.
109. Expectation
Lists of relevant documents do
not exist. The Librarian could
create these lists seamlessly.
Result
There are lists of documents
that exist in NGT, but analysts
do not realize that this feature
exists. Furthermore, it is not in
the workflow that analysts
follow.
We can add a front-end for
these lists, allowing them to be
queried easily.
111. GET KEEP GROW
GET
Awareness:
- MVP testing
- Present underutilized tools
- Integrate with org chat client
Interest:
- More robust document discovery
- Ease of contacting SMEs
Consideration:
- How integration impacts workflow
- If discovering different document
pools (recommendations) would
really be beneficial
Purchase:
- Procurement process (Appendix)
KEEP
- Quantify usage of databases
with/without tool
- Additional tool integrations based
on user desires
- Leadership/user feedback provided
on end intel product quality
- Ensure budget for system
upgrades (re: compatibility)
- Tool should learn over time
- Better suggestions, relevant
documents based on
suggestion doc usage
GROW
Referrals:
- Introduce the tool into other
agencies (other IC, DoD, DIUx)
- Dual-use applications: additional AI
training opportunities
Cross-Sell:
- Develop machine learning to the
point of making suggestions
Next-Sell:
- Add additional internal tool
integrations
Up-Sell:
- Introduce cross-agency information
exchange / integration
112. Mission Achievement - Product
• Do people come back to this tool after trying it the first two times?
(Focus is on abandonment or lack thereof)
• How many times do people consult the tool per day?
• Does this tool reduce the number of times analysts access other
databases?
• How many database integrations do we have?
• Is the tool getting smarter?
113. Mission Achievement - Stakeholders
Party Effect
Director of the Directorate of Analysis Requires 20% fewer analysts
All-source Analysts Get up to speed on new topic areas
within one workday, increase breadth of
relevant information presented to
analysts
Deputy Director and Associate Deputy
Director of DDI
Easily access an interoperable system
that brings together multiple data
sources
Security and Legal Perceive no additional threats to safety
114. Next Steps
• Interview more analysts to understand different types of workflows
• Drill down on more specific use cases for the chatbot
• Understand which areas have the biggest efficiency improvements
• Understand which database APIs exist already
• Understand the work required to add new database integrations
115. Beneficiary Archetype: Incoming Analyst
Male/Female:22-30 years old
-Intelligent/high aptitude individuals.
-Values mission recognition over pay incentives.
-Strong sense of patriotism/service.
-Though capable of being highly
interchangeable, often operate as ‘snowflakes’,
covering down on issues as need be.
-Reads heavily for work.
-12 month training but can be longer with follow
along training opportunities.
- ~3-5 year assignments.
-1 Year of spool-up time. “Before you know
what you’re talking about or more
importantly, anyone listens”. -K
116. Beneficiary Archetype: Outgoing Analysts
Male/Female:25-35
-Intelligent/high aptitude individuals.
-Values mission recognition over pay incentives.
-Strong sense of patriotism/service.
-Though capable of being highly interchangeable,
often operate as ‘snowflakes’, covering down on
issues as need be.
-Reads heavily for work.
-12 month training but can be longer with follow
along training opportunities.
- ~3-5 year assignments.
-May or may not be hoarder/e-allergic.
-Current equilibrium: 6 Months of spool-down,
documentation time.
117. The Librarian: Value Proposition Canvas
Products
& Services
Knowledge
management for
analysts
- Key documents used by an
analyst are included in a
single system
-Research processes are
stored in an organized
application rather than shared
drives Customer
Jobs
Synthesize
documents from
analysts for
decision-making
-Finished analyses are visible,
but for controversial claims it is
difficult to see a thought process
-Focus on publications creates a
lack of insight into daily work
Branch Managers
Gains
Pains
Gain
Creators
Pain
Relievers
- See what documents went into a
finished product
- Get more insight into what analysts
are doing (beyond publications)
- Report’s interpretation of
source material is indicated
clearly
-Documentation is handled by
one software solution rather
than multiple tools with
different processes
118. Beneficiary Archetype: Team/Mis. Cntr. Managers
Male/Female: 28-40
-Responsible for bringing new analysts up to
speed.
-Intelligent/high aptitude individuals.
-Strong sense of patriotism/service manifesting in
potential sacrificed family time/higher income
elsewhere.
-Most likely served multiple mission centers 3+
years each as an analyst.
-Possesses good sense of what the ecosphere of
digital tools consists of within the agency.
-Good sense of organizational culture/limitations.
-Mission focused on day-to-day but aware of the
need for tools to be revamped to improve mission
effectiveness.
119. The Librarian: Value Proposition Canvas
Products
& Services
Knowledge
management for
analysts
Librarian lists help maintain
information, contacts,
glossary, prominent people
and thus reduce time spent
finding intel and more time
producing it.
Customer
Jobs
Manage cadre of
analysts and their
tools.
-Doesn’t have enough analysts
or at least the current ones
aren’t efficient enough due to
knowledge being lost at lower
levels creating redundant and
less than fully informed
conclusions.. Budget and
manpower she or he is afforded
is outside of their control. .
Director of the Directorate of
Analysis
Gains
Pains
Gain
Creators
Pain
Relievers
Able to either dig deeper in current
areas or potentially spread current
labor footprint into more/nuanced
issues for better understanding of the
world.
Automated systems for
analysts allow for less
variation in human behavior
leading to more uniformity
and more efficiency in
analysis.
120. Beneficiary Archetype: Director of Directorate of Analysis
-Female/Male: 40-50
-Personally responsible for allocation of analytical
manpower across array of needs.
-Ultimately responsible to Director of the agency for quality
of analytical product.
-Most likely served in several mission centers and well
versed on past and current culture. (not much changes)
-Has the authority to mandate workflow procedures such
as software utilization.
-Highly motivated and often has best in mind but has many
boiling pots to tend.
121. The Librarian: Value Proposition Canvas
Products
& Services
Knowledge
management for
analysts
-Single search interface would
reduce proliferation of
databases
Customer
Jobs
Implement new
tools that are
relevant to the
Agency
-Do not have proper API
integrations for existing
databases
Deputy Director and
Associate Deputy Director of
DDI
Gains
Pains
Gain
Creators
Pain
Relievers
-Would be able to consolidate multiple
databases and eliminate failed
solutions
-Focus on interoperability
could reduce cost to add new
solutions on top of our system
122. The Librarian: Value Proposition Canvas
Products
& Services
Knowledge
management for
analysts
-Contractors employed by org
to serve as implementation
coordinators = $$
Customer
Jobs
Deploy solutions
that meet
requirements
-Have multiple systems that
they need to integrate with,
which slows down progress
-Already have systems that they
own solving similar problems,
and are protective of their turf
Contractors
Gains
Pains
Gain
Creators
Pain
Relievers
-Benefit from contracts due to service
as implementation liaisons
-A single profile could make
integration with other
software easier
123. The Librarian: Value Proposition Canvas
Products
& Services
Knowledge
management for
analysts
Customer
Jobs
Keep information
from getting
compromised
-Huge database of how analysts
think/their current progress that
is a giant target for foreign
intelligence services
Security/Legal
Gains
Pains
Gain
Creators
Pain
Relievers
-Procedure is already in place
to implement this, since this
type of database. Precedent
exists.
124. Day in the Life
Workflow of our primary beneficiaries (analysts)
7:30AM- Boolean Search yielding 100s or 1000s of hits.
8:00AM- Triage/speed-read for use in daily brief,
construct notes in Word.
8:30AM- Team daily brief, trending items, taskings, etc.
9-Noon- Follow up with more detail.
Where our product fits in
125. Cultural Resistance
• Workflow
• If something isn’t in the day-to-day expectations, it
won’t be used
• Need-to-know
• Your information is yours, and you shouldn’t share
it
126. How do people get promoted?
• Analysts are measured on the papers you produce and
the decisions that your papers affect
• Collaboration is not part of the promotion process, so
it is not done
• Who can do this?
• Branch Managers - “If it’s not shared, I’m not
counting it.”
• Directorate of Analysis Leadership - Top-down rule
127. “We got an automated water cooler… [but no one] is
responsible for maintaining it. It’s about
accountability.”
- Chris, Pathfinder PM, on Intellipedia
… what if we made documentation part of an
analyst’s performance review?
129. Procurement Life cycle
1.Market/internal research for tools serving a given purpose
a.Contractors generally involved in conducting this process
2. Budget analysis: Is it cheaper to build a solution, or to buy? Which is
more efficient?
3.If buying, Numerous routes: In-Q-Tel, Digital Futures within DDI
130. How Procurement Works in Theory (6-12mo)
1. An office within a directorate, such as the Office of Advanced Analytics
within the Directorate of Analysis, produces a set of requirements.
2. Information Technology Enterprises within the Directorate of Digital
Innovation searches for solutions to meet those requirements. If the
requirements are currently being addressed in some form by a
contractor already, the contractor is brought into the loop as well.
3. If an existing solution cannot be modified, then a commercial solution is
131. How Procurement Works in Theory (6-12mo)
4. If the commercial solution is from a large company, Digital Futures within
the Directorate of Digital Innovation will work to bring the company onto the
internal network.
5. If the commercial solution is from a startup, In-Q-Tel will provide
milestone-based funding to help the startup get the solution onto the
internal network. To beta test the software, a work program is initiated that
acts as a limited rollout of the software.
132. How Procurement Works in Practice (3mo)
1. Someone high up in a relevant office (for example, the Office of
Advanced Analytics within the Directorate of Analysis) expresses
strong support for a solution to someone high up in the Directorate of
Digital Innovation (Associate Deputy Director or Deputy Director)
2. Deputy Director of DDI works with Information Technology Enterprises
to determine requirements. May also recommend that In-Q-Tel
evaluate the solution if the company is a startup.
133. Procurement Life cycle con’t
Procurement through DDI:
1.Team hired by supplier to handle implementation
a.Government team holds necessary clearances, experience etc.
b.Atypical: Government creates a team specifically for implementation of
particular tools
2.Requirements set by IC (in our case, DDI)
3.Implementation team works with both org and supplier to meet
requirements
a.Will ask supplier to alter tool slightly to fit security requirements
b.Project sponsors in leadership make the connections to push
134. Procurement Life cycle con’t
Procurement through In-Q-Tel:
Younger companies in need of seed funding targeted
1.Companies with a desired tool are found through market research
process
2.Companies are provided funding tied to milestones. Milestones
help them progress toward getting their software ready for an IC
environment.
3.When the product is ready for use on classified networks, a work
program is initiated to beta test the software.
135. Scope and implementation takeaways.
-Comparable to mid-sized company in size of workforce that will be
utilizing our product
-Can be most easily implemented via one ‘top down’ directive from
Director of Directorate of Analysis.
-Can also be implemented by individual buy-in of all lower level
managers. This is not a favorable path.
136. Key Takeaways
“[Having leadership support] is probably one of the top five
things you need to be successful in getting a solution through”
- Interviewee 7, Integration Contractor
Having org leadership invested in the solution is a key to successful integration
137. Key Takeaways
“Our Government Chief knew that this was something that was
needed, so she took it upon herself to make it happen”
-Interviewee 7, Integration Contractor
If a solution is needed, leadership will recognize it is needed, and will collaborate
to make it a reality
138. MVP Development: Three Concepts
• Profile based: search a subject -> get back ranked profiles ->
view a timeline
• Document List
• People List
139. Document Based MVP
• Topics linked to Subject
Matter Experts
• Subject matter experts have
suggested readings on their
topic
• Results return documents
authored by subject expert
140. Search Interface MVP
-Relevancy based on
degrees of separation
- “Suggestion” panel
features subject matter
experts and top
documents
- People linked to contact
information
-Documents linked to
databases
141. Profile Based MVP
• Provides information on analysts and what they have viewed
• Acts as a landing page from the document and search solutions
• Could either integrate with or replace existing profile solutions
• Could pull data from HR databases to auto-populate profiles
142. Expectation
If an Intel product is available,
an author’s contact information
can be tracked down from their
group
Result
If the contact information is not
included in an intel product,
consumers of that product
cannot contact the authors
Contact information can be
grabbed using auditing
apparatus
143. Expectation
Analysts will find it helpful to
share information about what
they are working on
automatically.
Result
Teams may not find it preferable
to automatically share
potentially sensitive
information. One team does
manually collect a list of key
topics the team focuses on, but
distributes it via word document
/ email to specific collaborators.
144. Key Takeaways - MVP received support (with
caveats)
MVP would be “super helpful”
With caveats:
“Yes. As long as it was kept up to date and could
highlight the major themes, at the very least it would be
a starting point for a senior analyst to talk to a starting
analyst.”
-Interviewee #3, manages analysts and was an analyst
145. Can we do this?
Notes on how a systems like the ones we’re suggesting would fit into
the current information systems used in the IC
-Can we link directly to documents?
-Can we link directly to people?
-Can we only link documents to citations and users need to go get the
actual doc on a different database? (fatal)
-Would we be able to display search results from docs already in the
IC databases?
146. Next Steps
• Evaluate whether automating clustering and tagging is feasible
• Evaluate whether a top-down rule will be followed
• Bring together multiple MVPs through interview tests
• Gain access to think tank data sets (Used to build a subject
recognition and recommendation system)