This is the first webcast in a four-part series in which we discuss the concepts of demand management in Microsoft Project Server 2010. In this webcast, we highlight the new Demand Management feature in Project Server 2010. Topics we cover include how demand management in Project Server 2010:
•Offers positive business impacts for multiple departments.
•Enhances strategic visibility into portfolios, programs, and projects across the enterprise.
•Benefits governance control processes by allowing for multiple lifecycle styles, creation of a central repository for project/program documents and data, and more streamlined capabilities for collecting project data.
How can we collect, balance, agree on software requirements, and manage them across the IT product lifecycle. This presentation is an excerpt from the special training, which includes
- stakeholder management;
- user stories management;
- aligning and prioritizing business vs technical requirements;
- developing prototypes and wireframes;
- manage risks.
Visual Paradigm enables your team to manage enterprise transformation complexity for coping with the rapidly-changing markets, technologies, and regulatory requirements. It is an ideal one-stop-shop solution for enterprise architecture planning and business transformation, project management and agile software development, so that your company can stay in control and foster growth.
How can we collect, balance, agree on software requirements, and manage them across the IT product lifecycle. This presentation is an excerpt from the special training, which includes
- stakeholder management;
- user stories management;
- aligning and prioritizing business vs technical requirements;
- developing prototypes and wireframes;
- manage risks.
Visual Paradigm enables your team to manage enterprise transformation complexity for coping with the rapidly-changing markets, technologies, and regulatory requirements. It is an ideal one-stop-shop solution for enterprise architecture planning and business transformation, project management and agile software development, so that your company can stay in control and foster growth.
This whitepaper considers the alignment of ITSM within a TOGAF aligned enterprise.
A key driver for having such an alignment is to remove the business execution silos that come to exist in an enterprise when implementing projects that fall under either ITIL 3 or TOGAF 9. At a high level, we propose to remove such silos by creating a mapping between the two frameworks as well as between ITSM and TOGAF 9. This should create a standard set of artifacts or standard interfaces between those artifacts so that an enterprise may have a common platform for both service management and enterprise architectures. Such commonality is best implemented at the initial requirements establishment phase of an initiative and so the necessary information sharing and processes should be in place at the outset.
Our recommendation is for this to happen within the wider TOGAF 9 context where ITIL 3 can be considered as an integral extension of enterprise architecture. This is achievable because there is a lot of synergy between ITSM’s ITIL 3 and the TOGAF 9 framework, especially since TOGAF 9 has shifted to a more service-orientated approach to Enterprise Architecture.
Using an Engineering Maturity Model to drive Self-ImprovementMichael King
Presentation given at the 2018 Capability Counts CMMI Conference in Reston, VA on May 1, 2018. Topic is focused on how a fast-growing software engineering company used an engineering maturity model to encourage software teams to improve their own software engineering practices and process maturity.
A study by Forrester Research, Inc. estimates the typical PPM software implementation can achieve an ROI of over 250% with a payback period of less than 12 months (“The ROI of Project Portfolio Management Tools,” May, 2009). Yet achieving such impressive results depends on more than just choosing the application with the right list of features.
View this slide excerpt from the webinar which explores common PPM implementation challenges and reveals proven strategies for circumventing them. You will learn:
-The primary drivers of PPM software ROI
-The most critical mistakes of PPM implementations & how to avoid them
-Ways to improve top-down support for your PMO or PPM practices
-The keys to accelerating user adoption
-Strategies for managing the PPM vision, the resulting change, & your PPM vendor
This is the third webcast in a four-part series in which we discuss the concepts of demand management in Microsoft Project Server 2010. In this webcast, we outline the framework for the project/program phases of plan, manage, and close, and we explain how to integrate information paths and strategic objectives within the Demand Management feature in Project Server 2010. Topics we cover include: defining project structure of phases, identifying milestones and dependencies, development of resource management policies, monitoring actual values in comparison with planned values and forecasts, integrated change control processes, status reporting, issue/risk management progress, obtaining appropriate sign-offs, and completion and archiving of project documents forming organization assets.
This whitepaper considers the alignment of ITSM within a TOGAF aligned enterprise.
A key driver for having such an alignment is to remove the business execution silos that come to exist in an enterprise when implementing projects that fall under either ITIL 3 or TOGAF 9. At a high level, we propose to remove such silos by creating a mapping between the two frameworks as well as between ITSM and TOGAF 9. This should create a standard set of artifacts or standard interfaces between those artifacts so that an enterprise may have a common platform for both service management and enterprise architectures. Such commonality is best implemented at the initial requirements establishment phase of an initiative and so the necessary information sharing and processes should be in place at the outset.
Our recommendation is for this to happen within the wider TOGAF 9 context where ITIL 3 can be considered as an integral extension of enterprise architecture. This is achievable because there is a lot of synergy between ITSM’s ITIL 3 and the TOGAF 9 framework, especially since TOGAF 9 has shifted to a more service-orientated approach to Enterprise Architecture.
Using an Engineering Maturity Model to drive Self-ImprovementMichael King
Presentation given at the 2018 Capability Counts CMMI Conference in Reston, VA on May 1, 2018. Topic is focused on how a fast-growing software engineering company used an engineering maturity model to encourage software teams to improve their own software engineering practices and process maturity.
A study by Forrester Research, Inc. estimates the typical PPM software implementation can achieve an ROI of over 250% with a payback period of less than 12 months (“The ROI of Project Portfolio Management Tools,” May, 2009). Yet achieving such impressive results depends on more than just choosing the application with the right list of features.
View this slide excerpt from the webinar which explores common PPM implementation challenges and reveals proven strategies for circumventing them. You will learn:
-The primary drivers of PPM software ROI
-The most critical mistakes of PPM implementations & how to avoid them
-Ways to improve top-down support for your PMO or PPM practices
-The keys to accelerating user adoption
-Strategies for managing the PPM vision, the resulting change, & your PPM vendor
This is the third webcast in a four-part series in which we discuss the concepts of demand management in Microsoft Project Server 2010. In this webcast, we outline the framework for the project/program phases of plan, manage, and close, and we explain how to integrate information paths and strategic objectives within the Demand Management feature in Project Server 2010. Topics we cover include: defining project structure of phases, identifying milestones and dependencies, development of resource management policies, monitoring actual values in comparison with planned values and forecasts, integrated change control processes, status reporting, issue/risk management progress, obtaining appropriate sign-offs, and completion and archiving of project documents forming organization assets.
The topic of PPM Benefits realization is one we’re hearing more & more often in speaking with clients, prospects, and industry analysts. Even organizations with well-oiled project delivery machines often struggle with measuring the actual value they are creating.
In this insightful webcast, you'll gain practical advice for addressing this next frontier of PPM practice. Susan Go, Senior Solution Consultant at PowerSteering Software, explores ways to create a reliable, repeatable process for measuring the business benefits derived from project outcomes and your PMO organization. She shares insights and tangible field examples gleaned from hands-on experience with hundreds of global deployments, so you'll come away with actionable tips for getting started with:
*Defining, tracking, and measuring both quantitative and qualitative benefits
*Leveraging a top-down portfolio management approach to drive business value
*"Auditing" benefit validity at every phase, from estimation through project completion & beyond
*Structuring the PMO to increase accountability, executive support, and organizational buy-in
Your Challenge:
As Portfolio Manager, you’re responsible for communicating portfolio results and future capacity to your steering committee.
Business and IT leaders need more accurate information on project status and resource availability to decide when to start and stop projects.
You need to better understand the needs of the PMO and assess the costs and benefits associated with different tools and approaches to PPM.
Our Advice - Critical Insight:
PPM is a practice, not a tool. Before succeeding with a commercial tool, you need to establish discipline and trust around reporting processes, which can be done using spreadsheets and other simple tools.
Portfolio management is separate from project management. Think of it as the accounting department for time. Project managers report into the portfolio and are held accountable to it, but it isn’t simply an extension of project management.
Our Advice - Impact and Result:
Decrease the wasted portfolio budget by reducing the number of cancelled projects and other sources of efficiency.
Establish the portfolio as the “one source of truth” for project reporting by increasing rigor around project status updating and reporting.
Align project intake with resource capacity to improve throughput, quality of estimates, and stakeholder satisfaction.
Your Challenge:
Implementing a shared services model is a difficult process to undertake, and is comprised of many different components. Becoming a shared services provider is comparable to becoming a vendor and most IT groups don’t have the capabilities to easily make the transition.
Most companies look to achieve cost reductions through offering a shared services model. Adopting a shared services model doesn’t always result in these intended cost reductions. Simply combining the operations of two IT organizations doesn’t necessarily result in economies of scale and cost efficiencies. Before leaping forward with your shared services implementation, determine if the project will deliver value to your organization.
Our Advice - Critical Insight:
Implementing a shared services model needs to be viewed as more than simply extending a current service to other sites. The organization providing services essentially turns into a vendor. As a vendor, think of the IT service you’re offering as the “product.”
Remember that there are people, process, and technology capability pre-requisites to successfully becoming a shared services provider. These capabilities are not typical for the average IT shop, and need to be taken into consideration when you look to transition to a shared services model.
Our Advice - Impact and Result:
Before jumping into the implementation of your shared services project, assess your customer requirements and your current people, process, and technology capabilities to assess whether your organization is ready to implement a shared services model.
Understand the financial implications of moving to a shared services model prior to implementing. Make sure there is a strong case for implementation.
Change Management for Demand Geneation eBook Mathew Sweezey
Change Management is not an easy road to head down...
However, in this crazy, sophisticated world of B2B marketing, you must address Change Management as a critical component of Demand Generation if you want to drive real success, real revenue.
This eBook shows you how to Stay Relevant, Productive and Sane and manage the Changing Landscape of Demand Generation written by Mathew Sweezey and Carlos Hidalgo.
This eBook will help you identify and implement effective Change Management principals to help effectively drive Demand Generation success for your organization.
Why the status quo no longer works- Change Management is the missing link
How to identify the barriers to Change
Strategic steps to take to implement Change Management
The realities of Change
Given that digital business require Agile PPM (bimodal IT), PMO leaders are challenged to adapt governance processes to cover new, agile Mode 2 efforts that are not from the same mold as “traditional” project management structures. The requirement of successfully delivering projects using multiple delivery approaches side-by-side is not just a possibility, it is a high probability.
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
RUNNING HEAD ERP SYSTEM IMPLIMENTATION PROJECT .docxsusanschei
RUNNING HEAD: ERP SYSTEM IMPLIMENTATION PROJECT 1
ERP SYSTEM IMPLIMENTATION PROJECT 17
ERP SYSTEM IMPLIMENTATION PROJECT
Introduction
Selecting the right project to do from so many available projects is a difficult task. Making choice on the project to do may sound obvious, however, choosing the right project increases the chances of being successful in the project. People should take enough time to choose the kind of project that they intent to do. The success and completion of the project is also affected by the time the individual spent in choosing the project and setting up for success right at the start of the project. It is very fundamental to apply some practically perfect filters to the process of selecting of the project to make sure that the good ones get through and the bad ones are disallowed. This process is a part of the practically perfect project management method as it is the initial step in any successful project. The process of project selection begins with all the potential project going through a repeatable and rigorous and appropriate selection process (Frank, 2011).
The project chosen is the installation of the ERP system. The first question before starting this project is knowing whether there is a need for this system. ERP system purchase should be considered if the firm is faced with issues of disparate data, time lag and operational inefficiencies. The firm that is in an excessive need of manual labor, hardships in reconciling financial and problems in coordination of inventory, sales and manufacturing and extracting sound business data out of the system needs to have this system. There is also an increased need for IT for maintaining the firm operations and the system integration. These are some of the things that make the ERP project necessary. The knowledge on the products offered by the firm, the objectives in the IT and operational infrastructure are critical in choosing the ERP system.
Prior to choosing this project, several factors were considered. There are several decision points that need to be looked at before the project starts. The selection criteria that the project team need to know before the start of the project is needed. There are several considerations to guide in the selection of this project.
Identifying the stakeholders
The ERP system is not like other small software packages in a company that only effects only a section of the firm. It is a large system that has impact on every sector of the business. This makes the stakeholders of this project to include the users from all parts of the company and every level of the company that is affected by the system. This includes the end users who get the information collected or the workers who find that the processes of the firm they are used to have been changed. The stakeholders and the users who are involved ...
IFSM 301 – Week 4 Citations (NIST, 2009) (The six phasMalikPinckney86
IFSM 301 – Week 4 Citations
(NIST, 2009)
(The six phases of project management, n.d.)
(Waterfall versus Agile Project Management, n.d.)
(Gottesdiener, 2008)
(Value Attainment)
(Potts, 2008)
(Potts, Why You Shouldn't Have an IT Budget, 2008)
(UMUC Faculty)
Bibliography
Gottesdiener, E. (2008, March). Good Practices for Developing User Requirements. The Journal
of Defense Software Engineering, 13-17. Retrieved January 25, 2021, from
https://learn.umgc.edu/d2l/le/content/541520/viewContent/20543074/View
NIST. (2009, April). The System Development Life Cycle. Retrieved January 25, 2021, from
NIST: https://learn.umgc.edu/d2l/le/content/541520/viewContent/20543036/View
Potts, C. (2008, November 15). It's Time to Change Your Investment Culture. CIO, 24-26.
Retrieved January 25, 2021, from
https://learn.umgc.edu/d2l/le/content/541520/viewContent/20543105/View
Potts, C. (2008, May 15). Why You Shouldn't Have an IT Budget. CIO, 74-76. Retrieved
January 25, 2021, from
https://learn.umgc.edu/d2l/le/content/541520/viewContent/20543106/View
The six phases of project management. (n.d.). Retrieved January 25, 2021, from University of
Maryland Global Campus:
https://learn.umgc.edu/d2l/le/content/541520/viewContent/20543072/View
UMUC Faculty. (n.d.). Performance Measures. Retrieved January 25, 2021, from University of
Maryland Global Campus:
https://learn.umgc.edu/d2l/le/content/541520/viewContent/20543077/View
Value Attainment. (n.d.). Retrieved January 25, 2021, from University of Maryland Global
Campus: https://learn.umgc.edu/d2l/le/content/541520/viewContent/20543075/View
Waterfall versus Agile Project Management. (n.d.). Retrieved January 25, 2021, from University
of Maryland Global Campus:
https://learn.umgc.edu/d2l/le/content/541520/viewContent/20543073/View
The System Development Life Cycle
For a brief overview of the System Development Life Cycle, the following sections have been directly
quoted from the National Institute of Standards and Technology (NIST) publication, The System
Development Life Cycle (SDLC). The entire NIST publication is available at:
http://csrc.nist.gov/publications/nistbul/april2009_system-development-life-cycle.pdf
"The system development life cycle is the overall process of developing, implementing, and retiring
information systems through a multistep process from initiation, analysis, design, implementation, and
maintenance to disposal. There are many different SDLC models and methodologies, but each generally
consists of a series of defined steps or phases.
The System Development Life Cycle
Initiation Phase. During the initiation phase, the organization establishes the need for a system and
documents its purpose.
Development/Acquisition Phase. During this phase, the system is designed, purchased, programmed,
developed, or otherwise constructed. should be identified as well.
Implementation Phase. In the implementation phase, the organization conf ...
An overview of IT challenges and how Perficient China uses agile frameworks, methodologies, and practices to address these challenges and consistently deliver valued results to our clients.
Asset finance system project initiation 101. “Selecting and implementing a new asset finance system? In the second of three articles, we go back to basics to take a look at what you need to consider at the start of your project to give yourself the best chance of success.” This has necessarily been a brief look at Project Initiation. We welcome comments and would be happy to help you get your project off to a good start.
“Selecting and implementing a new asset finance system? In the second of three articles, we go back to basics to take a look at what you need to consider at the start of your project to give yourself the best chance of success.”
This has necessarily been a brief look at Project Initiation. We welcome comments and would be happy to help you get your project off to a good start.
The Challenges Of, And Advantages In, Establishing A Consistent Architectural...Tim Eyres
Describes the challenges and benefits of having a consistent enterprise architecture framework within a global pharma research organization with examples from different industries.
Project managers today face common project management challenges such as:
•
Inefficient communication among stakeholders
•
Poor document management practices
•
Undefined project collaboration standards
By leveraging SharePoint 2010, project managers are empowered to create a project management platform that meets their custom project needs.
In this interactive online session, participants will learn how to:
•Identify the benefits of leveraging SharePoint 2010 as a project management information system (PMIS)
•Integrate common project management tools
•Facilitate better project team collaboration
•Improve project artifact management
•Enhance project transparency to key stakeholders
•Effectively track and control schedule, budget and change
As project management has evolved, many organizations have grown increasingly sophisticated in the area of planning. Winston Churchill once said, “He who fails to plan is planning to fail.” However, planning is not enough. Great planning is only beneficial if the work is completed as planned. Failure in the area of project execution results when there is a variance between what has been planned and what is actually occurring. As organizations strive to reach the next level of project management maturity, the attention must shift to improving project execution. One way organizations can improve project execution is by establishing a project management information system (PMIS).
Alt. GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using ...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
PHP Frameworks: I want to break free (IPC Berlin 2024)Ralf Eggert
In this presentation, we examine the challenges and limitations of relying too heavily on PHP frameworks in web development. We discuss the history of PHP and its frameworks to understand how this dependence has evolved. The focus will be on providing concrete tips and strategies to reduce reliance on these frameworks, based on real-world examples and practical considerations. The goal is to equip developers with the skills and knowledge to create more flexible and future-proof web applications. We'll explore the importance of maintaining autonomy in a rapidly changing tech landscape and how to make informed decisions in PHP development.
This talk is aimed at encouraging a more independent approach to using PHP frameworks, moving towards a more flexible and future-proof approach to PHP development.
Climate Impact of Software Testing at Nordic Testing DaysKari Kakkonen
My slides at Nordic Testing Days 6.6.2024
Climate impact / sustainability of software testing discussed on the talk. ICT and testing must carry their part of global responsibility to help with the climat warming. We can minimize the carbon footprint but we can also have a carbon handprint, a positive impact on the climate. Quality characteristics can be added with sustainability, and then measured continuously. Test environments can be used less, and in smaller scale and on demand. Test techniques can be used in optimizing or minimizing number of tests. Test automation can be used to speed up testing.
Elevating Tactical DDD Patterns Through Object CalisthenicsDorra BARTAGUIZ
After immersing yourself in the blue book and its red counterpart, attending DDD-focused conferences, and applying tactical patterns, you're left with a crucial question: How do I ensure my design is effective? Tactical patterns within Domain-Driven Design (DDD) serve as guiding principles for creating clear and manageable domain models. However, achieving success with these patterns requires additional guidance. Interestingly, we've observed that a set of constraints initially designed for training purposes remarkably aligns with effective pattern implementation, offering a more ‘mechanical’ approach. Let's explore together how Object Calisthenics can elevate the design of your tactical DDD patterns, offering concrete help for those venturing into DDD for the first time!
Transcript: Selling digital books in 2024: Insights from industry leaders - T...BookNet Canada
The publishing industry has been selling digital audiobooks and ebooks for over a decade and has found its groove. What’s changed? What has stayed the same? Where do we go from here? Join a group of leading sales peers from across the industry for a conversation about the lessons learned since the popularization of digital books, best practices, digital book supply chain management, and more.
Link to video recording: https://bnctechforum.ca/sessions/selling-digital-books-in-2024-insights-from-industry-leaders/
Presented by BookNet Canada on May 28, 2024, with support from the Department of Canadian Heritage.
Unlocking Productivity: Leveraging the Potential of Copilot in Microsoft 365, a presentation by Christoforos Vlachos, Senior Solutions Manager – Modern Workplace, Uni Systems
Threats to mobile devices are more prevalent and increasing in scope and complexity. Users of mobile devices desire to take full advantage of the features
available on those devices, but many of the features provide convenience and capability but sacrifice security. This best practices guide outlines steps the users can take to better protect personal devices and information.
Sudheer Mechineni, Head of Application Frameworks, Standard Chartered Bank
Discover how Standard Chartered Bank harnessed the power of Neo4j to transform complex data access challenges into a dynamic, scalable graph database solution. This keynote will cover their journey from initial adoption to deploying a fully automated, enterprise-grade causal cluster, highlighting key strategies for modelling organisational changes and ensuring robust disaster recovery. Learn how these innovations have not only enhanced Standard Chartered Bank’s data infrastructure but also positioned them as pioneers in the banking sector’s adoption of graph technology.
GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
State of ICS and IoT Cyber Threat Landscape Report 2024 previewPrayukth K V
The IoT and OT threat landscape report has been prepared by the Threat Research Team at Sectrio using data from Sectrio, cyber threat intelligence farming facilities spread across over 85 cities around the world. In addition, Sectrio also runs AI-based advanced threat and payload engagement facilities that serve as sinks to attract and engage sophisticated threat actors, and newer malware including new variants and latent threats that are at an earlier stage of development.
The latest edition of the OT/ICS and IoT security Threat Landscape Report 2024 also covers:
State of global ICS asset and network exposure
Sectoral targets and attacks as well as the cost of ransom
Global APT activity, AI usage, actor and tactic profiles, and implications
Rise in volumes of AI-powered cyberattacks
Major cyber events in 2024
Malware and malicious payload trends
Cyberattack types and targets
Vulnerability exploit attempts on CVEs
Attacks on counties – USA
Expansion of bot farms – how, where, and why
In-depth analysis of the cyber threat landscape across North America, South America, Europe, APAC, and the Middle East
Why are attacks on smart factories rising?
Cyber risk predictions
Axis of attacks – Europe
Systemic attacks in the Middle East
Download the full report from here:
https://sectrio.com/resources/ot-threat-landscape-reports/sectrio-releases-ot-ics-and-iot-security-threat-landscape-report-2024/
Securing your Kubernetes cluster_ a step-by-step guide to success !KatiaHIMEUR1
Today, after several years of existence, an extremely active community and an ultra-dynamic ecosystem, Kubernetes has established itself as the de facto standard in container orchestration. Thanks to a wide range of managed services, it has never been so easy to set up a ready-to-use Kubernetes cluster.
However, this ease of use means that the subject of security in Kubernetes is often left for later, or even neglected. This exposes companies to significant risks.
In this talk, I'll show you step-by-step how to secure your Kubernetes cluster for greater peace of mind and reliability.
8. What Is Demand Management? Control Deliver Capture Project Lifecycle Management - PLM (many variations) Optimize the consolidation of a significant number of essentially related processes and capabilities Drive top- and bottom-line growth: deliberate strategic actions against demands Help organizations to: Gain visibility into projects and operational activities Standardize and streamline data collection Enhance decision making Subject initiatives to the appropriate governance controls throughout the PLM Business Group C Workflow Strategic Impact Assessment Business Group A Workflow Business Group B Workflow 4 4
9. Microsoft Demand Management Enables… Blueprint(s) for approach Packages of standards, workflows, and steps Work / information traceability paths Lifecycle(s) Select Close Manage Create Plan 5
12. Operate with existing resources and use them effectively, efficiently, and in a secure environment
13. Ensure timely completion for projects by passing them through stringent phase-wise approvals For all who are responsible for overseeing multiple initiatives that involve diverse stakeholders and are tied to cost or corporate measurements
14. Importance of Demand Management 7 In today’s economy… Theoretical economic models are moving away from [role] as a decision maker acting in isolation to the socialization of that persona with other stakeholders in the system Success means: Adopting human-input converged with tools and processes Resolving strategic objective conflicts Results – achieve return on investment (ROI) by: Influencing lifecycle iterations Embracing governance
20. Demand Management in Action Needs Results Resource Capital Relationship Capital Innovation Capital Remain: Competitive Current Solvent Valuable / Accountable to Stakeholder Classes User Empowerment Unified Approach Convergence How you get the right plans done
21. User Empowerment Roles Industries Information Technology (IT) Fast-Moving Consumer Goods (FMCG) Engineering/Manufacturing Telecommunications Energy Senior Management Project Management Office (PMO) Functional Leaders Project Sponsors and Functional Managers Department Managers, Division Directors Product Managers and Domain Experts Auditors, Line Managers 10
22. Unified Approach You Leverage You Gain Lifecycles Standardization Project Types Workflows/Stages/Phases Communication Repository Analysis / Actions Alignment with Objectives 11 EPT across Departments
23. Convergence You Leverage You Gain Inflection Point(s) Equilibrium Relationship Meet stakeholder expectations Think global / act local Lifecycle execution and adjustments 12 Demand Management Population: 6 billion
24. Complex Lifecycle(s) Efficiency You Leverage You Gain Propose your project Communicate it effectively The right tools and processes Stakeholder/shareholder results Updated processes Intellectual properties 13
25. 14 Are You Project 2010 Ready?Using Project Server for Demand Management
26. Project Server 2010 Demand Management 15 Simple and Intuitive User Experience Unified Project and Portfolio Management Simple to use as information is collectedin stages Interface similar to SharePoint® Central place to enter all types of work Track projects from start to end Align demand request with business strategies Single server with end-to-end PPM capabilities Flexible project capture and initiation Enhance governance through workflow Powerful portfolio selection analytics
28. Enterprise Project Type (EPT) Enables project creation with template schedule, workflow, and workspace It encapsulates phases, stages, a single workflow, and Project Detail Page Each EPT represents a single project type Project types helps to categorize projects within the same organization that have a similar project life
29. Project Server Workflow Workflow supports Simple project lifecycle Complex project lifecycle Allows custom workflow approval process Not all EPTs required workflow
30. Project/Program Governance workflow Creating a rich lifecycle for proposal/demand Management of events necessary to complete a project from start to finish Highly customizable and flexible
31. Phases Phases represent a collection of stages grouped together to identify a common set of activities in the project life cycle It gives users and option of organizing stages into logical groups Examples Project Creation Project Selection Project Management
32. Stages A stage represents one step within a project lifecycle Stages at a user level appear as steps within a project At each step, data must be entered, modified, reviewed, or processed
33. Project Detail Page (PDP) A PDP represents a single Web Part Page in Microsoft® Project Web Access PDPs can be used to display or collect information from the user
35. Case Study Microsoft Human Resources, which supports the 93,000 employees Human Resources has used Project Server 2010 to improve the ways it collects information on projects and how it reports that information to executives These improvements have helped leadership make better decisions and pare the portfolio from 200 to 25 projects The result is higher-quality projects and smoother scheduling, with improvements in transparency, accountability, and collaboration
36. Summary Benefits of using Project Server 2010-Demand Management Collaborative platform featuring workflow management, business case, schedule tools A portfolio analysis engine that organizations need to comprehensively manage the demands of their organization Portfolio What-If scenario planning giving ability to objective decision making in regards to projects and resources Track progress against strategic goals to act early in case of non success
“demand management is a cyclical, reinforcing process.”As stated in Maturing Your Demand Management PracticesBy Susan Cramm, Executive Coach … can be defined as the process of allocating capital and human resources in a constrained environment to the overall benefit of the enterprise …. while improving the relationships among corporate divisions and its business partners. When fully implemented, demand management provides executives the information and capabilities to understand project/program costs, evaluate potential investments and convert corporate investments into business results. In short, demand management ensures the right work gets identified, funded and done.Demand Management as a business process and/or lifecycle management process really supports many PLM variations, and is recognized across a number of industries --- including:Program lifecycle management Portfolio lifecycle management Project lifecycle management Product lifecycle management Process lifecycle managementLooking beyond the acronym, Demand Management also can be referred to as:Supply chain managementRisk managementIssue trackingConflict managementCost managementCommunication management Demand management reinforcing processes can be found and leveraged by organizations of all sizes --- from small/mid-sized looking to grow and remain nimble to large enterprise companies looking for consistencies across departments and leveraging assets. Finally, DM/PLM includes the following tenants:Strategic Planning provides the prioritization context for all investments (including strategic fit, value, risk and architecture).Portfolio Management translates the strategy into investment categories (e.g., enterprise, business enhancements, maintenance and compliance); defines the targeted financial allocation, risk thresholds and return targets; and facilitates cross-organization project review.Delegated Authority defines the decision rights necessary to drive responsible business demand decisions. Financial Planning determines the amount of funding available for corporate investments and where to budget to stay in line with the strategic plan, portfolio targets and delegated authorities. Project Prioritization decisions occur across and down the organization (as defined by delegated authority) in line with criteria established during strategic planning, portfolio management and financial management. Realize Valueaccountability torealize tangible business impacts
Microsoft’s Demand Management offers a unified view of all work in a central location. Its purpose is to quickly help organizations gain visibility into projects and operational activities; standardize and streamline data collection; enhance decision making; and subject initiatives to the appropriate governance controls throughout their life cycles.Demand Management addresses the problem of balancing requests through the various Demand channels, prioritizing the requests by category against constraints to determine what service to provide while managing stakeholder expectations. Once implemented Demand Management is responsible for identifying, estimating, and prioritizing work in the time efficient manner to ensure that you are working on the highest priority work.The result will be to create an environment which has visibility of the demands being made on resources and can prioritize these demands in a way aligned in meeting corporate and/or division strategic business objectives while making informed decisions on the future budget impact from fulfilling these requests will have. So what is an information traceability path? There is an old saying that water runs the path of least resistance. Changes in path and behavior are based on obstructions and other external factors. Governance (or information inflection points) ensures that the path is accurate, or if additional ‘obstruction(s)’ need to be introduced. Demand Management is a process for the creation and control of the information path(s) converging with corporate strategic objectives. Demand Management enables project/program/portfolio management processes, setting the tone for the evolution of the campaign(s). Essentially, we can say that each information path follows its own lifecycle, whether it is organic, synthetic or synthesized with other lifecycles. Each path has to be an inbound and an outbound component through the following program states:CreateSelectPlan ManageClosureThe advantage of understanding and using the Create, Select, Plan, Manage and Closure processes is that it provides a simple framework for improving Demand Management capabilities. After evaluating your organization’s capability maturity for each phase in the Create, Select, Plan, Manage and Closure framework, you can identify areas for improvement by assessing your current state and defining your future state.
Demand Management is a piece of the over all MS EPM solution… to allow companies to capture and observe all of their project and proposals in a single placeThere is general agreement that demand management should encourage, rather than stifle, innovation through all levels of the enterprise. In response to the need to managedemand, many organizations have begun to engage demand management, but to varying degrees. Depending on the level of demand management maturity within organizations, they may be, for example, using business cases to approve projects but just beginning to create formal corporate strategies that can be used to put the business cases in context.Using the MS EPM 2010 Demand management capabilities, companies typically cycle through four stages of demand management maturity:Reactive – Company leaders approving arbitrary spending levels and politically charged project-funding decisions –where departments/division business plans may or may not be aligned with corporate plansLeverage the proposal and non or basic workflow capabilities to better define pending actions.Responsive – allows company leaders to mediate the planning and decision processes using business priorities derived from existing business plans and using available resources and budget.Using customized views and web-based scheduling will enable departments and regional offices to incorporate plan definition as part of their planning practicesAligned – extends capabilities to company leaders to integrate corporate and departmental planning, providingtransparency and establishes a decision and accountability process that provides business-unit autonomy while protecting the needs of the enterprise.Project types and customized enterprise tables allow for departmental and sub-group planning to be in synch with corporate/global planningEnabled - transfers primary responsibility for demand management to the business in order to increase innovation across and down the enterprise.Workflows, templates, project types and customized forms allow virtually infinite group types within an organizations to maximize their respective role while extending corporate objectives.
As a project stakeholder, you may be asking yourself a few of the follow questions:Does your company need this new system?How will your company benefit from Project 2010, and/or do you really need it? What size of organization typically adopts a Demand Management tool? What if your company is small to mid-sized, or does this pertain only to large companies of over a thousand employees?Let’s assume companies of varying sizes and industry-focus execute project planning differently. However there is evidence that many times, projects are decomposed to a point that the stated project goals and objectives have a marginal impact (the project is barely unique). Conversely, many projects are killed, or simply fail and surpass any estimated costs and time objectives because they were too unique (initiative may have been done in a department in isolation). As noted in the research results on this slide, executives agree that there continues to be corporate pressures of capturing essential knowledge, constraints and requirements to effectively design and execute strategic objectives and launch initiatives to support those objectives.Company leaders and functional management in either a large or small/mid-sized organization recognize the benefit to leverage technology that addresses the need of using diverse resources, budgets and requirements while maximizing the business lifecycles.
Demands on companies today are as complex as ever before. Corporate debt may reach all-time highs, and profit margins continue to be squeezed in a growing global economy. Managing and forecasting resource capacity, ensuring quality delivery to customers and meeting shareholder expectations means innovation and planning has become a fundamental activity that has to be efficient and effective. Ideally, companies are yearning to tap the potential user base across all domains. However, as of now, only subsets of the PM ecosystem use a formal tool and, as such, projects are often not seen as supportive of corporate lifecycles. The evolution is now underway as easy-to-use interfaces and features of MS Project 2010 are such that any user at all levels will be able to use for its planning, tracking, reporting, and resource management capabilities. Previous versions or Project leveraged roles (e.g. executive, PM, team member). With Project 2010’s Demand Management capabilities, stakeholder classes are represented --- so people/groups can play their respective role as part of the corporate lifecycles.The truth is that companies of various sizes have strategic and tactical needs. These needs are directly linked to stakeholder class requirements (e.g.: customers, shareholders, employees, etc.) Different requirements, processes, and skill-sets often delineate the types of projects companies launch. Typically, the main differences between companies with a staff of 72 versus a company with a staff of 52,000 are the number of digits in the balance sheet. Companies of all sizes have the need to remain competitive, current, solvent, and valuable to its customer base as well as accountable to its shareholders. Additionally, every project failure, regardless of company size or project specifications, has a negative impact to that organization’s bottom-line, not to mention hits on intangible assets, such as credibility, morale and customer perception.A growing demand to: Take into account the resource needs and constraints during business planning (build resource capital)Synchronize planning and management activities across departments, regions, divisions (build relationship capital)Capture input from enlightened individuals (build innovation capital)
It would be inaccurate to think that only Project Managers (PMs) have project management skills or use project management methodologies. Frankly, any person who needs to manage multiple tasks, involving multiple persons and has a deadline to meet uses project managementtechniques …. But are they armed with the right tools --- and those tools also can adopt business processes / lifecycles. Unfortunately, many organizations restrict the usage of project management tools to PMs and/or Information Technology (IT) Departments, as often the tools are often viewed as too rigid, and require additional costs for skills and competency development. Unfortunately this practice is limiting the benefits of Project Management and related tools because other departments are deprived of the efficiency gained by using Project Management techniques and tools.Historically, non-PM users are also unwilling or limited in their ability to learn an extra tool for managing projects. Usually Projects are subject to spatial dynamics where users or stakeholders end up managing projects on paper, in Outlook or Excel, or even a mobile phone calendar and progress project based on their respective environment (e.g. management by walking around) ---. Often, this environment produces comments like “that is how things are done around here). Project 2010’s empowers end users by providing demand management capabilities that each stakeholder can leverage while remaining in a PM lifecycle environment. Examples of stakeholders who would benefit outside of PM are:Sales and Marketing (campaign management, brand management, event management, product lifecycle management, market research, public relations)Human Resources (training and development scheduling, recruitment planning and execution, appraisal execution, organizational development planning, growth planning)Finance (budgeting, variance monitoring, investment planning, mergers and acquisition planning, IPO planning and execution, following compliance and disclosure procedures)Top Management (strategic planning, monitoring initiatives across departments, cash flow monitoring, resource planning, expansion planning, managing value lifecycle, crisis management)Manufacturing (process improvement, capacity expansion planning, building new factories, quality management, defect management, Kaizen)Any role (manage complex interdependent tasks efficiently)Home Users (planning parties or weddings, building/repairing a house, managing personal finance, tracking investments, buying/selling property, managing cash flow, orchestrating moving from one residence to another)Ideally, companies are yearning to tap the potential user base across all domains. However, as of now, only subsets of PMs use a formal tool and, as such, projects are often not seen as co-interrelated within the corporate lifecycles. Project 2010 Demand Management also is positioned to serve many industries.Essentially, you want to leverage the corporate information system and create connections between ‘what is’ and ‘what needs to be’. PPM processes tie in to the strategic planning by effectively realizing business strategies and subjecting varying initiatives and work to the right level of control. These processes unify disparate lines of business and drive accountability and traceability. To name a few methodologies used within respective vertical industries are:Product development lifecycleRisk management processStrategic and tactics portfolioIssues management Process improvement/Continuous improvement Inventory ProcessAgile / SCRUMRollin Wave planning
Demand derives from written, verbal, or assumed requirements. Requirements represent the information between consumer and producer, between management and developers, and between planning and execution. Visibility emerges by leveraging a lifecycle framework that integrates all of those interests and participants.Consolidating all of these processes and data centrally eliminates the single most critical problem facing PMOs today which is the ability to both see the big picture and drill down to specific details in an automated fashion. Today’s PMOs are essentially integrated on the fly and are top heavy with manual processes. The key to PLM is to understand that the PMO runs on information. Having a unified approach means that information must be easily accessible, transportable, translatable and available directly to the decision-makers without going through layers of expert interpretation first. This doesn’t mean that diverse stakeholders or SME don’t add value to the information, there will always be a need for diverse input, views and skills in the PMO. What is realized is companies can consolidate critical communication channels and discussions, build a repository of planning and executing IP (strategy vault) --- and more data, work packages and programs will receive the benefit of analysis and actions across the corporate domain without major overhead or bogged-down procedures. As a note, Project Server 2010 provides the flexibility of creating custom workflows and templates mapping the organizational governance structure --- and projects kicked off at the user level while staying within the Demand Management environment.
Convergence theories, along with other economic and business system concepts, are pushing companies to embrace a more democratized project and program management system. Cross-sectional/cross- departmental analysis of challenges and requirements determination within an organization often proves to be a serious obstacle. Inflection Point:While maintaining the knowledge of the past, what are some scenarios when we introduce new data, knowledge or other lessons not learned yet?As a decision maker/stakeholder you also recognize the need to include people as part of the planning equation --- skill pool, capabilities, ideas, knowledge IP.Leveraging Demand Management for project convergence means that there are strengths and weaknesses in the different approaches to project management systems. On one hand, classic project management supports a strong governance model and best practices, and its maximum efficiencies lies at the lowest level common denominator. However, corporate globalization initiatives and related agile planning leverage a decentralized approach, more of a ‘think global/act local’ approach. Thus, a balancing act is launched:Capital versus Social PPM: Capitalistic-based PPM: Revenue-driven and Socialized-based PPM: Human-drivenThe strengths and weaknesses of these two conflicting theories are often found in economic and governmental models --- where one side depicts the perspective of a monetary-focused system that is more of a ‘survival of the fittest’. The other is a perspective of embracing all social elements for a common good.Capitalistic-based PPM: Revenue-drivenDesperate resource useWide skills poolBusiness/process cyclesHigh Product/Output efficienciesStrong Balance sheet efficienciesClient-focused measurementsSocialized-based PPM: Human-drivenFull resource utilizationBaseline skills poolPredictive evolutionMarket disparityInternalized equityUser-focused measurementsProject Server 2010 Demand Management will enable companies to start tying resource constraints, cost constraints, workflows, project types and other critical requirements to each and every project and proposal within the organizations. Projects may not go as planned, or may turn out to be a different type of project with different requirements after it was already launched. Project 2010’s Demand Management allows for these changes to occur while maintaining the essential components of the original campaign.There is no more starting over if you find that your project/program is diverting from strategic objectives or stakeholder requirements.
PLM enables instant visibility and reconciliation of the many seemingly diverse program elements that exist across a complex enterprise. This usually occurs through visual tracking and automated reports, which illustrate the potential issues and interdependent relationships between requirements and other program elements. No matter how many systems or component/vender organizations are involved, if there is a centralized single-instance PLM framework, then the various processes and lifecycles associated with an enterprise can be holistically tracked and managed. Consolidating all of these processes and data centrally eliminates the single most critical problem facing PMOs today which is the ability to both see the big picture and drill down to specific details in an automated fashion. Today’s PMOs are essentially integrated on the fly and are top heavy with manual processes. Large companies benefit from a matrix-style system of project support by scaling projects based on size, revenue, and other strategic factors. Typically, longer and more expensive projects secure executive sponsorship and corporate governance while smaller projects are of an agile style or rolling-wave planning environment. Small and mid-sized companies typically will view most initiatives as projects because of their limited resource pool and operating capital. Many times though, things get done through more ad-hoc and/or reactive means. What is missing for both large and smaller companies is the ability to channel all campaigns through project lifecycles in order to consolidate all costs, resource usage and requirements. Project Server 2010 supports integrated project and portfolio management capabilities. Demand Management using the tightly integrating project and portfolio management capabilities within the Enterprise Project Management Solution provides for a consistent user interface, common data storage and centralized administration. Improving and extending existing capabilities across the solution now enables companies to incorporate (just to name a few):Project portfolio managementNew product development/project lifecycle managementInternal workflows/approvalsRegulatory and/or compliance management
Stakeholders are providing the ‘push’ for use requirements, process cycles and capital capacity provides the controls --- sometimes referred to as project ‘bottle-necks’. Companies of all sizes would love to provide virtually infinite delivery and quality to stakeholders – but it is just not possible to make everyone happy. Capturing all “demand” (i.e. work proposals) in one single placeMaking decisions on which proposals to approve and track progressProject Server 2010’s support for Demand Management is flexible:Simple projects that don’t require approvals and workflowComplex projects with complex lifecycles involving multi-stage approvals and workflow
Companies of all sizes face increasing levels of information and demand on their business infrastructure while striving to be nimble enough to quickly respond to changing markets. Project success is dependent on an understanding of what needs to be done. Microsoft’s Demand Management leverages the multiple PLMs organizations may be using. Often, an organization will initially target launching one kind of project, but may learn that a different type of project is needed. The EPT enables streamlining of the data collection which improves cycle times. Project Server 2010’s EPT provides a single location and best-practice template for capturing new requests. User-driven project initiation provides an intuitive and repeatable framework that drives efficiency and reduces the time it takes to create and submit both simple and complex requests.
During the project lifecycle, many stakeholders (e.g.: PM, project sponsor, etc.) will benefit from having visibility into the status of the projects from a workflow perspective. Project Server 2010 dedicates a Proposal Stage Status page to each project, designed to provide a single portal for all workflow informationThe Status page displays:The name of the current workflow stage that the project is inThe status of each deliverable required to be completed for the current phaseA table of all stages in the workflow, with their corresponding deliverablesApproval and rejection commentsion, and to intuitively guide users through the workflow
In many organizations there remains a gap in the governing surveillance of project activities. Companies typically operate on the basis of a global or regional matrix of product groups and market territories. Demand Management is really the requirements elicitation to determine the goals, objectives and business drivers that will enable information paths from the beginning. This is essentially doing top- down and then bottom-up planning.
The Microsoft Project 2010 Demand Management features gives each stakeholder within the organization the tools they need to help them define, standardize, communicate, and enforce governance processes to control all types of work, project and operational, throughout the lifecycle of any initiative. The flexible Demand Management capabilities help organizations capture all requests in a central repository to enhance visibility across the enterprise, enabling executives and key stakeholders to do Portfolio what-if scenarios It’s a fact that organizations of various sizes and industry focus manage projects differently depending on a variety of factors including project size, impacts and other strategic and corporate influences. Project Server 2010’s end-usergovernance capabilities help PMOs quickly define and manage different types of projects—for example, business projects, marketing and sales campaigns, research, operational deployments, as well as IT projects—throughout project lifecycles, and create event-driven workflows to control other activities, such as, issue and risk management, change management, document approval, and so on.In summary, the Project 2010 Demand Management end user experience:Is simple to useCollects information in StagesProvides convenient sections/tabs for viewing and organizing informationOffers an interface similar to SharePointCreates proposals with or without a scheduleIs powerful, robust, and flexible