The seventh lesson of the course on Planning and Managing Software projects (http://emanueledellavalle.org/Teaching/PMSP-2011-12.html) that I give at Politecnico di Milano.
COEPD - Center of Excellence for Professional Development is a primarily a Business Analyst Training Institute in the IT industry of India head quartered at Hyderabad. COEPD is expert in Business Analyst Training in Hyderabad, Chennai, Pune , Mumbai & Vizag. We offer Business Analyst Training with affordable prices that fit your needs.
COEPD conducts 4-day workshops throughout the year for all participants in various locations i.e. Hyderabad, Pune. The workshops are also conducted on Saturdays and Sundays for the convenience of working professionals.
For More Details Please Contact us:
Visit at http://www.coepd.com or http://www.facebook.com/BusinessAnalystTraining
Center of Excellence for Professional Development
3rd Floor, Sahithi Arcade, S R Nagar,
Hyderabad 500 038, India.
Ph# +91 9000155700,
helpdesk@coepd.com
Work breakdown structure in project management ppt by kiran jIIT delhi
Presentation talks about WBS used in the Project Management, what is WBS? Why is it important? How construction and manufacturing firms utilizing WBS to create value delivery. WBS is an important step in Project Management and it is critical to understand it's concepts.
The seventh lesson of the course on Planning and Managing Software projects (http://emanueledellavalle.org/Teaching/PMSP-2011-12.html) that I give at Politecnico di Milano.
COEPD - Center of Excellence for Professional Development is a primarily a Business Analyst Training Institute in the IT industry of India head quartered at Hyderabad. COEPD is expert in Business Analyst Training in Hyderabad, Chennai, Pune , Mumbai & Vizag. We offer Business Analyst Training with affordable prices that fit your needs.
COEPD conducts 4-day workshops throughout the year for all participants in various locations i.e. Hyderabad, Pune. The workshops are also conducted on Saturdays and Sundays for the convenience of working professionals.
For More Details Please Contact us:
Visit at http://www.coepd.com or http://www.facebook.com/BusinessAnalystTraining
Center of Excellence for Professional Development
3rd Floor, Sahithi Arcade, S R Nagar,
Hyderabad 500 038, India.
Ph# +91 9000155700,
helpdesk@coepd.com
Work breakdown structure in project management ppt by kiran jIIT delhi
Presentation talks about WBS used in the Project Management, what is WBS? Why is it important? How construction and manufacturing firms utilizing WBS to create value delivery. WBS is an important step in Project Management and it is critical to understand it's concepts.
In this chapter, you will learn how to:
✔ Use the Backstage view to open and save Project files.
✔ Work with commands on different tabs of the ribbon interface, the major visual
change introduced in Project 2010.
✔ Use different views to see Project information presented in different ways.
This lecture provides a short but comprehensive review of earned value analysis and how this technique helps us to determined the project financial and schedule situation.
Resource levelling is a technique in project management that overlooks resource allocation and resolves possible conflict arising from over-allocation. When project managers undertake a project, they need to plan their resources accordingly.
This will benefit the organization without having to face conflicts and not being able to deliver on time. Resource levelling is considered one of the key elements to resource management in the organization.
An organization starts to face problems if resources are not allocated properly i.e., some resource may be over-allocated whilst others will be under-allocated. Both will bring about a financial risk to the organization.
Resource levelling is required when there is a demand for resources more compared to the available supply.
Resource levelling helps an organization to make use of the available resources to the maximum. The idea behind resource levelling is to reduce wastage of resources i.e., to stop over-allocation of resources.
Project manager will identify time that is unused by a resource and will take measures to prevent it or making an advantage out of it.
By resource conflicts, there are numerous disadvantages suffered by the organization, such as:
Delay in certain tasks being completed
Difficulty in assigning a different resource
Unable to change task dependencies
To remove certain tasks
To add more tasks
Overall delays and budget overruns of projects
6 Work Breakdown Structure and SchedulingCavan ImagesSto.docxevonnehoggarth79783
6 Work Breakdown Structure and Scheduling
Cavan Images/Stone/Getty Images
Learning Objectives
By the end of this chapter, you will be able to:
• Discuss the creation of a project work breakdown structure.
• Describe the scheduling process.
• Explain how to create schedules.
CO_CRD
CN
CT
CO_LO
CO_TX
CO_BL
co-cn
co-cr
co-box
co-intro
co-photo
co
bar81677_06_c06_173-198.indd 173 9/9/14 10:52 AM
Section 6.1 The Work Breakdown Structure
Pretest
1. To prepare a work breakdown structure for a project, the project manager starts from
the project’s end point and works backward.
a. True
b. False
2. Project schedules can act as constraints rather than efficiency tools.
a. True
b. False
3. Using a project template is recommended for simplifying the scheduling process.
a. True
b. False
Answers can be found at the end of the chapter.
Introduction
If you have ever been part of a team effort where it was unclear who was doing what, then you
have experienced the consequences of not planning out project work. When a team takes on
a project, there must be a plan for the work, a way to identify all the work tasks that must be
done in sequence to produce the project deliverable. In project management, this is called the
work breakdown structure. The WBS is the “what” in the question of who does what. Later,
team members are assigned to the work, but the first step is deciding what the work is.
This chapter will cover the process of defining and breaking down project work and schedul-
ing work tasks and milestones. It will focus on the WBS and scheduling process and the issues
involved in effective scheduling. This is important because outlining what needs to be done to
produce a project’s requirements and deliverables is a proven technique in producing a suc-
cessful project. This process of breaking down project work is a bread-and-butter function in
the project management field.
This chapter covers the definition of project work using a top-down WBS and scheduling the
work from the bottom up. It will illustrate the process and identify ways to reflect risk and
uncertainty in the scheduling process.
6.1 The Work Breakdown Structure
A WBS is a valuable description and documentation of the work involved in producing the
project deliverable. Sometimes the WBS is easy to define, but in more complex projects it is a
complicated and detailed listing of work tasks, milestones, and resources (resources include
personnel, materials, equipment, supplies, facilities, and other assets used in a project). The
WBS is the structure of the work, not the components of the product. Although some work is
directly related to product parts, the purpose of the WBS is to enable an accounting of the costs
of the project and the sequence of work activity and resource use so these can be scheduled.
H1
sec_n sec_t
bar81677_06_c06_173-198.indd 174 9/9/14 10:52 AM
Design Develop
Get
acceptance
Deliver
New information .
CSCI 714 Software Project Planning and EstimationLec.docxmydrynan
*
CSCI 714: Software Project Planning and Estimation
Lecture 4B: Work Breakdown Structure
Gursimran Singh Walia
North Dakota State University
[email protected]
*
The Work Breakdown StructureA work breakdown structure (WBS) is an outcome-oriented analysis of the work involved in a project that defines the total scope of the projectIt is a foundation document in project management because it provides the basis for planning and managing project schedules, costs, and changes
Approaches to Developing WBSsUsing guidelines: Some organizations, like the DOD, provide guidelines for preparing WBSsThe analogy approach: It often helps to review WBSs of similar projectsThe top-down approach: Start with the largest items of the project and keep breaking them downThe bottoms-up approach: Start with the detailed tasks and roll them up
Basic Principles for Creating WBSs*
1. A unit of work should appear at only one place in the WBS.
3. A WBS item is the responsibility of only one individual, even though many people may be working on it.
4. The WBS must be consistent with the way in which work is actually going to be performed; it should serve the project team first and other purposes only if practical.
5. Project team members should be involved in developing the WBS to ensure consistency and buy-in.
6. Each WBS item must be documented to ensure accurate understanding of the scope of work included and not included in that item.
7. The WBS must be a flexible tool to accommodate inevitable changes while properly maintaining control of the work content in the project according to the scope statement. *Cleland, David I. Project Management: Strategic Design and Implementation, 1994
Good WBS Design PrinciplesThe 100% RuleThe WBS defines 100% of the work of the projectAnything that isn’t defined in the WBS is outside the scope of the project.The work content on any item is the sum of what is included under that work itemUpper Levels are Planned outcomes (deliverables), not planned actionsEnds of WBS include the activities needed to create the project deliverablesMutually-exclusive elementsWork should only appear in one place in the WBSWBS must be consistent with the way the project will be performed and controlledMust be easy to update
WBS RolePartition the major project deliverables into smaller components to improve the accuracy of cost estimatesProvide a mechanism for collecting actual costsProvide a mechanism for performance measurement and control
Why create a WBS?Cost EstimatingCost BudgetingResource PlanningRisk Management PlanningActivity Definition
SchedulingScheduling forces:Quantification of discrete effortPlacement of tasks in proper relationshipTwo most common scheduling methodologiesBar Charts (aka Gantt Charts)Critical Path Method (CPM) using Precedence Diagramming Method (PDM)
Bar / Gantt Charts Defined:Analyze and specify the basic approach in executionSegment into reasonable number of activitiesEstimate the time required.
In this chapter, you will learn how to:
✔ Use the Backstage view to open and save Project files.
✔ Work with commands on different tabs of the ribbon interface, the major visual
change introduced in Project 2010.
✔ Use different views to see Project information presented in different ways.
This lecture provides a short but comprehensive review of earned value analysis and how this technique helps us to determined the project financial and schedule situation.
Resource levelling is a technique in project management that overlooks resource allocation and resolves possible conflict arising from over-allocation. When project managers undertake a project, they need to plan their resources accordingly.
This will benefit the organization without having to face conflicts and not being able to deliver on time. Resource levelling is considered one of the key elements to resource management in the organization.
An organization starts to face problems if resources are not allocated properly i.e., some resource may be over-allocated whilst others will be under-allocated. Both will bring about a financial risk to the organization.
Resource levelling is required when there is a demand for resources more compared to the available supply.
Resource levelling helps an organization to make use of the available resources to the maximum. The idea behind resource levelling is to reduce wastage of resources i.e., to stop over-allocation of resources.
Project manager will identify time that is unused by a resource and will take measures to prevent it or making an advantage out of it.
By resource conflicts, there are numerous disadvantages suffered by the organization, such as:
Delay in certain tasks being completed
Difficulty in assigning a different resource
Unable to change task dependencies
To remove certain tasks
To add more tasks
Overall delays and budget overruns of projects
6 Work Breakdown Structure and SchedulingCavan ImagesSto.docxevonnehoggarth79783
6 Work Breakdown Structure and Scheduling
Cavan Images/Stone/Getty Images
Learning Objectives
By the end of this chapter, you will be able to:
• Discuss the creation of a project work breakdown structure.
• Describe the scheduling process.
• Explain how to create schedules.
CO_CRD
CN
CT
CO_LO
CO_TX
CO_BL
co-cn
co-cr
co-box
co-intro
co-photo
co
bar81677_06_c06_173-198.indd 173 9/9/14 10:52 AM
Section 6.1 The Work Breakdown Structure
Pretest
1. To prepare a work breakdown structure for a project, the project manager starts from
the project’s end point and works backward.
a. True
b. False
2. Project schedules can act as constraints rather than efficiency tools.
a. True
b. False
3. Using a project template is recommended for simplifying the scheduling process.
a. True
b. False
Answers can be found at the end of the chapter.
Introduction
If you have ever been part of a team effort where it was unclear who was doing what, then you
have experienced the consequences of not planning out project work. When a team takes on
a project, there must be a plan for the work, a way to identify all the work tasks that must be
done in sequence to produce the project deliverable. In project management, this is called the
work breakdown structure. The WBS is the “what” in the question of who does what. Later,
team members are assigned to the work, but the first step is deciding what the work is.
This chapter will cover the process of defining and breaking down project work and schedul-
ing work tasks and milestones. It will focus on the WBS and scheduling process and the issues
involved in effective scheduling. This is important because outlining what needs to be done to
produce a project’s requirements and deliverables is a proven technique in producing a suc-
cessful project. This process of breaking down project work is a bread-and-butter function in
the project management field.
This chapter covers the definition of project work using a top-down WBS and scheduling the
work from the bottom up. It will illustrate the process and identify ways to reflect risk and
uncertainty in the scheduling process.
6.1 The Work Breakdown Structure
A WBS is a valuable description and documentation of the work involved in producing the
project deliverable. Sometimes the WBS is easy to define, but in more complex projects it is a
complicated and detailed listing of work tasks, milestones, and resources (resources include
personnel, materials, equipment, supplies, facilities, and other assets used in a project). The
WBS is the structure of the work, not the components of the product. Although some work is
directly related to product parts, the purpose of the WBS is to enable an accounting of the costs
of the project and the sequence of work activity and resource use so these can be scheduled.
H1
sec_n sec_t
bar81677_06_c06_173-198.indd 174 9/9/14 10:52 AM
Design Develop
Get
acceptance
Deliver
New information .
CSCI 714 Software Project Planning and EstimationLec.docxmydrynan
*
CSCI 714: Software Project Planning and Estimation
Lecture 4B: Work Breakdown Structure
Gursimran Singh Walia
North Dakota State University
[email protected]
*
The Work Breakdown StructureA work breakdown structure (WBS) is an outcome-oriented analysis of the work involved in a project that defines the total scope of the projectIt is a foundation document in project management because it provides the basis for planning and managing project schedules, costs, and changes
Approaches to Developing WBSsUsing guidelines: Some organizations, like the DOD, provide guidelines for preparing WBSsThe analogy approach: It often helps to review WBSs of similar projectsThe top-down approach: Start with the largest items of the project and keep breaking them downThe bottoms-up approach: Start with the detailed tasks and roll them up
Basic Principles for Creating WBSs*
1. A unit of work should appear at only one place in the WBS.
3. A WBS item is the responsibility of only one individual, even though many people may be working on it.
4. The WBS must be consistent with the way in which work is actually going to be performed; it should serve the project team first and other purposes only if practical.
5. Project team members should be involved in developing the WBS to ensure consistency and buy-in.
6. Each WBS item must be documented to ensure accurate understanding of the scope of work included and not included in that item.
7. The WBS must be a flexible tool to accommodate inevitable changes while properly maintaining control of the work content in the project according to the scope statement. *Cleland, David I. Project Management: Strategic Design and Implementation, 1994
Good WBS Design PrinciplesThe 100% RuleThe WBS defines 100% of the work of the projectAnything that isn’t defined in the WBS is outside the scope of the project.The work content on any item is the sum of what is included under that work itemUpper Levels are Planned outcomes (deliverables), not planned actionsEnds of WBS include the activities needed to create the project deliverablesMutually-exclusive elementsWork should only appear in one place in the WBSWBS must be consistent with the way the project will be performed and controlledMust be easy to update
WBS RolePartition the major project deliverables into smaller components to improve the accuracy of cost estimatesProvide a mechanism for collecting actual costsProvide a mechanism for performance measurement and control
Why create a WBS?Cost EstimatingCost BudgetingResource PlanningRisk Management PlanningActivity Definition
SchedulingScheduling forces:Quantification of discrete effortPlacement of tasks in proper relationshipTwo most common scheduling methodologiesBar Charts (aka Gantt Charts)Critical Path Method (CPM) using Precedence Diagramming Method (PDM)
Bar / Gantt Charts Defined:Analyze and specify the basic approach in executionSegment into reasonable number of activitiesEstimate the time required.
Learn MS Project Software Free PDF Download - Nice Presentation done by Bhadanis Quantity Surveying Institute Call 9990990844 or visit www.billingengineer.com
Running Head; EFFECTIVE PROJECT MANAGEMENT IN THE FACE OF RISKS .docxjeffsrosalyn
Running Head; EFFECTIVE PROJECT MANAGEMENT IN THE FACE OF RISKS 1
EFFECTIVE PROJECT MANAGEMENT IN THE FACE OF RISKS 2
Effective Project management in the Face of Risks
Name
Institution
The Gantt Chart and the Critical Path
In this week’s Learning Activity, you will be creating and
expanding on the work breakdown structure (WBS) in
ProjectLibre. You will also be adding/updating the Gantt Chart
with predecessors, resources, and costs.
Work Breakdown Structure (WBS)
This week we are continuing in the planning stage of the project
and will be working on tools project managers use to help not only
plan the project, but to execute, control, and close out the project
during the rest of the project lifecycle.
The work breakdown structure (WBS) takes the project and
breaks it down into smaller, more manageable pieces (Brenner,
2009). The end-product will be an organized, visual display of the
main pieces of your project.
The tasks and subtask in the WBS must stand on their own and
be clear to anyone who picks up the document. Project
documents are often forwarded to others who are not intimately
familiar with the project and they need to be able to understand
the tasks.
There are no hard rules on how wide or deep your WBS structure
should be. However, the subtasks, need to be small enough to
maintain control and visibility and at the same time avoid excess
bureaucracy.
A WBS of a project to paint a few rooms in a home is provided in
Figure 1 below. Note the tasks for this project are logically
grouped into several sections.
Figure 1: Work Breakdown Structure to Paint a Room
Gantt Chart
The Gantt chart is a set of horizontal lines that provide a visual
view of the tasks scheduled over time. The Gantt chart is always
paired with the work break down structure (WBS) so the team can
see the tasks that go with the timeline.
The Gantt chart is also very helpful in seeing the project’s critical
path and creating a timeline. Visuals from the Gantt chart helps
the team members identify which tasks must be done in sequence
(for example, buy the paint first before painting the wall) and
which tasks might be done at the same time (for example, remove
the wallpaper and cover the electrical outlets).
Knowing which tasks can be done simultaneously will allow the
team members to better plan and coordinate resources for the
project.
During this week, you will be adding predecessors to your WBS
and determining when different tasks and subtasks in your project
should begin. This information will be reflected in your Gantt
chart. You are encouraged to play around with duration and
predecessors to see the impact on Gantt chart, critical path, and
the overall visual.
Figure 2 (below) shows the WBS with the Gantt chart (see blue
horizontal lines) for the painting project. This is a good example of
what a Gantt chart should look like.
Figure 2: Gantt chart example with key notes
Project Resourc.
Student Assignment for Presentation Ready in a Work Break Down Structure. You will find any things in this lesson even a Software you would like to Practice a Work Break Down Structure. thank
By now you certainly appreciate how very challenging defining TawnaDelatorrejs
By now you certainly appreciate how very challenging defining and planning project scope can be.
Other project management areas have the project’s scope to work from; in this course, we literally
had to create something from nothing. While the process of defining and planning project scope never
really ends (few projects end with exactly the same set of requirements they began with), how often
we need to update our project scope depends greatly on how well we manage and control the scope
we’ve already defined. This lectures focuses on just that: how to keep the scope we planned for as
much as possible and, when change is in fact required, how to change scope deliberately (and not by
accident.)
The final set of lesson objectives are identified above. You’ll notice there are TWO scope-related
processes within the monitoring and controlling process group: validate scope and control scope. To
complete those processes successfully, we’ll need to first review how to determine whether our
project’s scope is healthy (are we satisfying defined requirements) and then, as a separate, deliberate
step, decide whether to allow changes to the project’s scope or not. Finally, we’ll briefly review some
“alternate” project management methodologies often used to define and control project scope when
the project outcome itself isn’t well-defined: we’ll look at what “agile” project management really
means and involves
Before getting into this lecture further, it’s suggested you take a first pass at the required reading for
this week, as listed above. You’ll notice that chapter 17 of the Project Management text is the reading
assignment that discusses an alternate project methodology for planning and controlling projects in
highly dynamic environment. We’ll examine how this methodology, known as agile project
management, can be used to plan and control project scope when project outputs are so new,
unpredictable, or innovative that solution requirements simply can’t be fully identified at the project’s
outset
1
First things first: for discussion purposes, we need to assume we have officially moved beyond the
project planning phase and our project has begun to execute. So at this point, assume we have already
collected and documented a set of business and solution requirements (the processes we examined in
the first 3 weeks of the course); we’ve written a scope statement that summarizes requirements
documentation and all other known project parameters (as we did in course week 4); and we’ve
created a strong work breakdown structure (the topic for course week 5.) We’ve also finished all other
project planning processes, including schedule and budget development. Our team has begun to work
on the tasks as outlined in the WBS. And then, of course, life happens. Events cause our project to vary
from our plan – tasks may be delayed, expenditures may be higher, requirements may take more
effort to satisfy. Now what?
Just like in the fir ...
Dev Dives: Train smarter, not harder – active learning and UiPath LLMs for do...UiPathCommunity
💥 Speed, accuracy, and scaling – discover the superpowers of GenAI in action with UiPath Document Understanding and Communications Mining™:
See how to accelerate model training and optimize model performance with active learning
Learn about the latest enhancements to out-of-the-box document processing – with little to no training required
Get an exclusive demo of the new family of UiPath LLMs – GenAI models specialized for processing different types of documents and messages
This is a hands-on session specifically designed for automation developers and AI enthusiasts seeking to enhance their knowledge in leveraging the latest intelligent document processing capabilities offered by UiPath.
Speakers:
👨🏫 Andras Palfi, Senior Product Manager, UiPath
👩🏫 Lenka Dulovicova, Product Program Manager, UiPath
GraphRAG is All You need? LLM & Knowledge GraphGuy Korland
Guy Korland, CEO and Co-founder of FalkorDB, will review two articles on the integration of language models with knowledge graphs.
1. Unifying Large Language Models and Knowledge Graphs: A Roadmap.
https://arxiv.org/abs/2306.08302
2. Microsoft Research's GraphRAG paper and a review paper on various uses of knowledge graphs:
https://www.microsoft.com/en-us/research/blog/graphrag-unlocking-llm-discovery-on-narrative-private-data/
Slack (or Teams) Automation for Bonterra Impact Management (fka Social Soluti...Jeffrey Haguewood
Sidekick Solutions uses Bonterra Impact Management (fka Social Solutions Apricot) and automation solutions to integrate data for business workflows.
We believe integration and automation are essential to user experience and the promise of efficient work through technology. Automation is the critical ingredient to realizing that full vision. We develop integration products and services for Bonterra Case Management software to support the deployment of automations for a variety of use cases.
This video focuses on the notifications, alerts, and approval requests using Slack for Bonterra Impact Management. The solutions covered in this webinar can also be deployed for Microsoft Teams.
Interested in deploying notification automations for Bonterra Impact Management? Contact us at sales@sidekicksolutionsllc.com to discuss next steps.
UiPath Test Automation using UiPath Test Suite series, part 4DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 4. In this session, we will cover Test Manager overview along with SAP heatmap.
The UiPath Test Manager overview with SAP heatmap webinar offers a concise yet comprehensive exploration of the role of a Test Manager within SAP environments, coupled with the utilization of heatmaps for effective testing strategies.
Participants will gain insights into the responsibilities, challenges, and best practices associated with test management in SAP projects. Additionally, the webinar delves into the significance of heatmaps as a visual aid for identifying testing priorities, areas of risk, and resource allocation within SAP landscapes. Through this session, attendees can expect to enhance their understanding of test management principles while learning practical approaches to optimize testing processes in SAP environments using heatmap visualization techniques
What will you get from this session?
1. Insights into SAP testing best practices
2. Heatmap utilization for testing
3. Optimization of testing processes
4. Demo
Topics covered:
Execution from the test manager
Orchestrator execution result
Defect reporting
SAP heatmap example with demo
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Connector Corner: Automate dynamic content and events by pushing a buttonDianaGray10
Here is something new! In our next Connector Corner webinar, we will demonstrate how you can use a single workflow to:
Create a campaign using Mailchimp with merge tags/fields
Send an interactive Slack channel message (using buttons)
Have the message received by managers and peers along with a test email for review
But there’s more:
In a second workflow supporting the same use case, you’ll see:
Your campaign sent to target colleagues for approval
If the “Approve” button is clicked, a Jira/Zendesk ticket is created for the marketing design team
But—if the “Reject” button is pushed, colleagues will be alerted via Slack message
Join us to learn more about this new, human-in-the-loop capability, brought to you by Integration Service connectors.
And...
Speakers:
Akshay Agnihotri, Product Manager
Charlie Greenberg, Host
JMeter webinar - integration with InfluxDB and GrafanaRTTS
Watch this recorded webinar about real-time monitoring of application performance. See how to integrate Apache JMeter, the open-source leader in performance testing, with InfluxDB, the open-source time-series database, and Grafana, the open-source analytics and visualization application.
In this webinar, we will review the benefits of leveraging InfluxDB and Grafana when executing load tests and demonstrate how these tools are used to visualize performance metrics.
Length: 30 minutes
Session Overview
-------------------------------------------
During this webinar, we will cover the following topics while demonstrating the integrations of JMeter, InfluxDB and Grafana:
- What out-of-the-box solutions are available for real-time monitoring JMeter tests?
- What are the benefits of integrating InfluxDB and Grafana into the load testing stack?
- Which features are provided by Grafana?
- Demonstration of InfluxDB and Grafana using a practice web application
To view the webinar recording, go to:
https://www.rttsweb.com/jmeter-integration-webinar
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.
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.
Neuro-symbolic is not enough, we need neuro-*semantic*Frank van Harmelen
Neuro-symbolic (NeSy) AI is on the rise. However, simply machine learning on just any symbolic structure is not sufficient to really harvest the gains of NeSy. These will only be gained when the symbolic structures have an actual semantics. I give an operational definition of semantics as “predictable inference”.
All of this illustrated with link prediction over knowledge graphs, but the argument is general.
LF Energy Webinar: Electrical Grid Modelling and Simulation Through PowSyBl -...DanBrown980551
Do you want to learn how to model and simulate an electrical network from scratch in under an hour?
Then welcome to this PowSyBl workshop, hosted by Rte, the French Transmission System Operator (TSO)!
During the webinar, you will discover the PowSyBl ecosystem as well as handle and study an electrical network through an interactive Python notebook.
PowSyBl is an open source project hosted by LF Energy, which offers a comprehensive set of features for electrical grid modelling and simulation. Among other advanced features, PowSyBl provides:
- A fully editable and extendable library for grid component modelling;
- Visualization tools to display your network;
- Grid simulation tools, such as power flows, security analyses (with or without remedial actions) and sensitivity analyses;
The framework is mostly written in Java, with a Python binding so that Python developers can access PowSyBl functionalities as well.
What you will learn during the webinar:
- For beginners: discover PowSyBl's functionalities through a quick general presentation and the notebook, without needing any expert coding skills;
- For advanced developers: master the skills to efficiently apply PowSyBl functionalities to your real-world scenarios.
13. you need to gather all relevant information.
First
This includes a statement of work, task
analysis, schedule of deliverables,
milestones, project scope statement, problem analysis,
design documentation or other relevant
documentation.
14. Welcome to Practicum University
We will take you through the process of
developing a Work Breakdown Structure for a
new program in Dog Whispering that we are
creating this year.
15. The team at PU has gathered all of their
documentation and the leadership team is
now ready to start working on a plan to
develop the program.
16. There are many tools you can use to create the WBS like
mind-mapping tools, Powerpoint or Word. We will use the
industry standard diagramming software, Microsoft Visio
with the WBS Modeler Add-in.
17. Start with the first level that represents the whole project.
This should be numbered 1.0.
18. The second level will vary depending on whether the WBS is
Product-based or Process-based.
19. A Product-based WBS is broken down into a series of deliverables
in the second level. These deliverables should capture 100% of
the project scope.
20. A Process-based WBS is broken down into a series of phases in
the second level. Each phase may or may not have a deliverable,
but all major project phases should be included.
21. An example of a process-based WBS might be to use the stages
of ADDIE as the 5 major phases of the second level.
22. For the purposes of our example we will use a product-based
WBS. Development of the new program can be broken down into
these stages: Needs Analysis, Curriculum Proposal, Course
Development Plan, Accreditation Package, Implementation, and
Evaluation Plan.
23. At this point we enter a stage of the process
called decomposition to further break the work
down in to smaller and more manageable
chunks of work, called Work Packages.
24.
25. A general rule that you might want to use is
called the 8/80 rule. No work package should
be less than 8 hours of work, or more than 80
hours of work.
26. The process of decomposition can be done by an individual, or by
the whole team. It all depends on what makes sense for your
project. Still, two minds are usually better than one!
27. But you don't necessarily need to reinvent the wheel!
28. If you've already completed a similar project, you may already
have a template you can follow for decomposition. Perhaps PU
has already followed this process for other programs.
29. It is critical that you and your team try to account for every task
that is necessary to complete the project. Mistakes here will only
cost the project more time and perhaps more money later.
30. Once
the
WBS
has
been
completed
it
might
be
necessary
to
build
a
WBS
Dic:onary.
The
WBS
Dic:onary
is
a
document
that
describes
each
work
package
in
detail.
31. Here is the completed WBS for PU's Dog Whispering program.
32. Now that you've broken the project down into manageable
chunks of work, you can more easily estimate time, cost and
staffing for the project. By estimating the amount of time each
work package "should" take, as well as the role assigned to that
task, you can estimate the cost of that task.
33. You can develop a table that shows each of these fields in
sequence, but there's another way to visualize this information.
The Gantt Chart.
34. The power of the Gantt Chart is that it is a simple and clear way
to not only show the length of time of each task, but also
visualize task dependencies.
35. A
Task
Dependency
is
the
rela:onship
in
which
a
task
relies
on
Task
#1
the
comple:on
(or
par:al
comple:on)
of
another
task
or
tasks
before
it
can
begin.
Task
#2
Task
#3
36. Task dependencies
determine the total
length of time for each
stage in the project,
Task
#1
and thus the overall
timeline of the project.
Therefore, the Gantt
Chart is a tool that
can help us determine
Task
#2
the overall timeline for
a project.
Task
#3
37. There are many
different programs that
can help you create a
Gantt Chart including
one of the most widely
used tools for project
planning and
management,
Microsoft Project.
38. Here is a Gantt Chart produced in Microsoft Project for the Dog
Whisperer program at PU.
39.
40. To
build
a
project
you
must
start
with
the
founda:on.
41. 1
1.1 1.2 1.3
1.1.1 1.2.1 1.3.1
1.2.1.1
1.1.2 1.3.2
1.2.2
The foundation of a project is the Work Breakdown Structure.
42. The Work Breakdown Structure will help you to define the
project's scope, estimate time, cost and staffing, make
delegation of tasks simpler and identify risks.
43. The
process
starts
by
gathering
all
the
necessary
informa:on
and
your
key
team
members.
The
more
heads,
the
beHer!
44. The first two levels of a WBS must encompass 100% of the
project process.
45. Use the process of decomposition to break the project down to
manageable chunks using the 8/80 rule.