Audio Video Departments often struggle because of shrinking budgets. This presentation was given in February 2016 in Amsterdam during the ISE, the worlds biggest Audio Video Show.
(c) Harald Steindl http://www.haraldsteindl.eu
1) The CIO conducted 5 field experiments at a French bank to introduce lean principles and cultural change, including giving operational teams budgets to solve problems, using agile for a large project, and establishing a "devOps" model where development and operations teams work together.
2) One experiment involved establishing weekly problem-solving workshops at the customer service department to identify and address the root causes of issues through a PDCA (plan-do-check-act) process.
3) To further break down silos, the CIO advocated transitioning to a "devOps" model where development and operations teams jointly manage systems and are responsible for costs and incidents. This requires a cultural shift around responsibilities and job
How To Manage And Reduce Development Techical DebtAbdul Khan
The document discusses managing development technical debt. It defines technical debt as imperfections in code that accumulate over time due to pressure to develop features quickly. It identifies different types of technical debt and their impacts, such as debt that affects teams, prevents business growth, or damages businesses. It provides recommendations for identifying, prioritizing, and reducing technical debt through refactoring code, updating technologies, and addressing issues based on their potential consequences. The overall message is that while some technical debt is inevitable, it needs to be managed carefully to avoid significant problems for products, teams, and businesses in the future.
Architects and Designers do understand the principles of design. While delving on Requirements without paying heed to the needs to identify latent needs is a challenge
The document provides tips for presenting at a hackathon. It recommends identifying customers and problems, forming a team with clear roles, setting expectations, creating milestones and timelines, focusing on delivery speed, validating assumptions, choosing what to prioritize, asking for help when needed, focusing on people's needs, and enjoying the process. It also offers tips for the presentation, including choosing a presenter, practicing, managing time well, and being prepared to answer questions about the problem, solution, uniqueness, traction, business model, investments, risks, timeline, and team. The overall message is to thoroughly prepare your presentation by focusing on the problem and solution, validating your assumptions, and demonstrating what makes your idea unique and how it will
Managing IT Projects - Onsite Offshore CoordinationMahesh Dedhia
In the Software industry, quite often development and testing jobs are outsourced and a small percentage of the team is placed at the client location to coordinate between client teams and offshore teams. This presentation talks about specific challenges faced when teams are geographically distributed and some of the best practices that have helped in my experiences as onsite coordinator as well as offshore project manager.
CIO Leadership: What We Can Learn from History to Drive Success in Today's Cl...Jim Vaselopulos
Each year magazines and pundits suggest that the role of the CIO is changing. In a time where we have seen vendor consolidation, the pace of new technologies slow and business growth stagnate - does the CIO role really need to change again? Why does it feel as though IT still has trouble keeping up with demand? What can we learn from history to help us cope with the increasingly technical demands of our employees, customers and marketplaces?
Objectives of this presentation:
* How to stay ahead of your customer
* How to stay relevant to your business
* How to build a forward-thinking, solution-oriented culture in IT
* How to manage costs and still be innovative
* How to mitigate risk and make safe technology bets
* How to be the victor and not the victim
2010 04 28 The Lean Startup webinar for the Lean Enterprise InstituteEric Ries
The document discusses myths and truths about Lean Startups. It dispels four common myths: that Lean means cheap, that it only applies to web/internet companies, that Lean Startups are small, and that they replace vision with data. It then provides an overview of Lean Startup principles like building a Minimum Viable Product, conducting rapid split tests, and achieving continuous deployment through small, frequent code releases.
1) The CIO conducted 5 field experiments at a French bank to introduce lean principles and cultural change, including giving operational teams budgets to solve problems, using agile for a large project, and establishing a "devOps" model where development and operations teams work together.
2) One experiment involved establishing weekly problem-solving workshops at the customer service department to identify and address the root causes of issues through a PDCA (plan-do-check-act) process.
3) To further break down silos, the CIO advocated transitioning to a "devOps" model where development and operations teams jointly manage systems and are responsible for costs and incidents. This requires a cultural shift around responsibilities and job
How To Manage And Reduce Development Techical DebtAbdul Khan
The document discusses managing development technical debt. It defines technical debt as imperfections in code that accumulate over time due to pressure to develop features quickly. It identifies different types of technical debt and their impacts, such as debt that affects teams, prevents business growth, or damages businesses. It provides recommendations for identifying, prioritizing, and reducing technical debt through refactoring code, updating technologies, and addressing issues based on their potential consequences. The overall message is that while some technical debt is inevitable, it needs to be managed carefully to avoid significant problems for products, teams, and businesses in the future.
Architects and Designers do understand the principles of design. While delving on Requirements without paying heed to the needs to identify latent needs is a challenge
The document provides tips for presenting at a hackathon. It recommends identifying customers and problems, forming a team with clear roles, setting expectations, creating milestones and timelines, focusing on delivery speed, validating assumptions, choosing what to prioritize, asking for help when needed, focusing on people's needs, and enjoying the process. It also offers tips for the presentation, including choosing a presenter, practicing, managing time well, and being prepared to answer questions about the problem, solution, uniqueness, traction, business model, investments, risks, timeline, and team. The overall message is to thoroughly prepare your presentation by focusing on the problem and solution, validating your assumptions, and demonstrating what makes your idea unique and how it will
Managing IT Projects - Onsite Offshore CoordinationMahesh Dedhia
In the Software industry, quite often development and testing jobs are outsourced and a small percentage of the team is placed at the client location to coordinate between client teams and offshore teams. This presentation talks about specific challenges faced when teams are geographically distributed and some of the best practices that have helped in my experiences as onsite coordinator as well as offshore project manager.
CIO Leadership: What We Can Learn from History to Drive Success in Today's Cl...Jim Vaselopulos
Each year magazines and pundits suggest that the role of the CIO is changing. In a time where we have seen vendor consolidation, the pace of new technologies slow and business growth stagnate - does the CIO role really need to change again? Why does it feel as though IT still has trouble keeping up with demand? What can we learn from history to help us cope with the increasingly technical demands of our employees, customers and marketplaces?
Objectives of this presentation:
* How to stay ahead of your customer
* How to stay relevant to your business
* How to build a forward-thinking, solution-oriented culture in IT
* How to manage costs and still be innovative
* How to mitigate risk and make safe technology bets
* How to be the victor and not the victim
2010 04 28 The Lean Startup webinar for the Lean Enterprise InstituteEric Ries
The document discusses myths and truths about Lean Startups. It dispels four common myths: that Lean means cheap, that it only applies to web/internet companies, that Lean Startups are small, and that they replace vision with data. It then provides an overview of Lean Startup principles like building a Minimum Viable Product, conducting rapid split tests, and achieving continuous deployment through small, frequent code releases.
Based on our survey with our customers and potential customer’s worldwide, these are some of the pain points identified in an onshore-offshore model of development. They may or may not be applicable to all clients, but every offshore implementation would want to improve some aspects as mentioned in this article. TAlso mentioned are the solutions which The Digital Group provided in each of these scenarios.
Offshore development model in 10 steps sap yardSAPYard
The document outlines a 10 step offshore development model that is commonly used in the IT industry. It begins with the client creating requirements documents that are sent to the offshore team. The offshore team then clarifies any questions with the onsite coordinator. They provide an estimate and begin development, having interim code reviews. They conduct internal testing and peer reviews before final reviews from quality experts. Upon completing any changes, the code is sent to the onsite coordinator and then delivered to the client. Key to success is the onsite coordinator properly understanding requirements and catching any issues in initial designs or final deliverables.
Cost of Delay: An Economic Approach to Decision MakingRoger Turnau
Cost of Delay is a lightweight approach to feature and product prioritization that asks a simple question: how much does it cost you not to have something? Reinertsen has said that Cost of Delay is the most important thing to quantify when producing a product. Great, but how do you start? How do you assign a dollar amount to something you have not built yet? How do we make sure that our teams focus on building the most important thing right now? This talk will give you the tools you need to understand Cost of Delay, as well as a set of techniques, from simple proxies to more sophisticated real-dollar analyses to help you understand the impact of delays on your organization.
Eric Ries sllconf keynote: state of the lean startup movementEric Ries
Presentation by Eric Ries to kick off the 2011 Startup Lessons Learned conference #sllconf. Livestream here: http://www.justin.tv/startuplessonslearned
Lean Product Management: The Art of Known UnknownsNatalie Hollier
(This presentation was given at the Lean Strategy + Design Salon meetup in New York: http://www.meetup.com/LeanStrategyPlusDesign/events/200913392/)
"Innovate or die” is the mantra of successful companies. So how can we build innovation into our product development process? By combining design thinking, lean startup and agile we get a recipe for repeatable innovation: lean UX. Lean UX and lean startup methods are being used today by many startups and innovation labs to take a learning approach to discovering and building the best product for customers.
But what does repeatable innovation look like scaled across an enterprise? This talk will share how to apply lean product practices as a continuous process across multiple products and agile development teams in an organization. With real examples and artifacts you will learn how to manage - and thrive - in uncertainty to create awesome products.
Summary
Advanced planning techniques that deliver on promise of empirical evidence based predictability and improve organizational Agility.
Outline
Two things are certain about estimates:
Estimates are always wrong
You will spend more time estimating that you should have otherwise used to do the work instead.
Agile Manifesto Values and Principles do not, not even once, mention “estimates” any where. Yet rapid adoption of estimation techniques labeled as “Agile Estimation” techniques puzzle me. In my experience as practitioner, advisor and coach : I have experienced very limited benefits from estimating and often find that estimates create more harm than good. There are however legitimate business concerns that need active management. Estimates hinder real business agility by servicing temporary comfort through plausible but highly improbable plans.
Following is outline of my talk:
Opening and Introduction
So you think you can estimate: Overview of estimating biases with references to current research in software context.
Anchoring
Impact of irrelevant and misleading information
Temporal distance : The further out in future you estimate the more optimistic your estimate
Relative Size estimation is prone to Directional bias and Assimilation Effect
Sequence reference bias: Biases introduced depending on number sequence used for story pointing
Recollection bias (flawed memory)
Motivational bias
Exposure to biases is unavoidably high and there is no escaping it.
Estimates anchor benefits - Why estimates make me frown?
Applicability of Story point estimates.
Story points are applicable only in fully cross-functional teams that can move a request from Business to Production all by itself. Or in Scaled contexts where teams are fully cross-functional feature teams. In all other cases story points are inapplicable.
In applicability in scaled context with many dependent teams
Introduction to cycle time
How to gather empirical evidence in non-ideal contexts? - Single team
What happens in multi-team environment where teams are cannot be fully cross-functional and have shared dependencies?
I will share principles via case-study where I used cycle time measurements and dependency management board to actively develop empirical cycle time evidence to track a major Game release.
Conclusion
Q&A
Note: This 45 minute talk is fast paced and assumes that participants are sound on their fundamentals.
Webvirtue is a leading offshore software development company based in India specialized in ecommerce software development, custom software development, web software development and more. For more details visit here http://www.webvirtue.com/software-development.php
Create Success With Analytics: Living With Technical Debt - Balancing Quality...Hannah Flynn
Here are the questions from the chat:
Q: How do you prioritize technical debt pay down vs new features?
A: There's no single right answer, but some things to consider:
- Understand impact of TD on future development
- Estimate effort for TD vs features
- Involve engineers in prioritization
- Set minimum TD paydown each cycle
- Consider TD that enables new features
- Balance long term health with short term wins
Q: How do you estimate technical debt?
A: A few common ways to estimate technical debt:
- Subjective rating (high, medium, low) of code quality issues
- Time estimates to refactor or fix specific code smells
Create Success With Analytics: Living With Technical Debt - Balancing Quality...Aggregage
As a Product Manager, you probably have to deal with technical debt. Regularly. Whether you like it or not - because it can’t be avoided. Unexpected details pop up, as small as UX that needs clean-up, and as big as a previously unforeseen flaw in the infrastructure of a project. We have to accept that nobody gets away without some technical debt. And of course, the longer you take to deal with your technical debt, the more difficult it becomes to address fully.
Feeling frustrated? Fortunately, we can take a step back, gain clarity, and see how the decisions we make impact our technical debt. Then, we can make decisions about how we want to balance technical debt with other priorities. Are we willing to live with some level of technical debt in order to ship product and meet deadlines? Can we mitigate technical debt to get to an MVP faster?
A Practical Guide to Rapid ITSM as a Foundation for Overall Business AgilityDana Gardner
This document summarizes a podcast discussion on how rapidly advancing IT service management (ITSM) capabilities can improve IT performance and enable business agility.
The panelists discuss how traditional long IT project timelines no longer meet business needs, and how new ITSM technologies and methods allow for more rapid ITSM adoption. Rapid ITSM implementation using out-of-the-box configurations from SaaS solutions can establish best practices faster than custom approaches. However, data quality issues and unclear requirements can hinder speed. Adopting true agile principles and focusing on business needs rather than desired features helps overcome barriers to rapid ITSM.
This document discusses scalable startup entrepreneurship. Some key points:
- Scalable startup entrepreneurship involves starting a business based on a unique idea, creating a plan, and launching the business with the goal of finding a repeatable and scalable business model.
- Capital and human resources are required for business growth. Experts are needed for complex tasks while common workers can perform basic tasks.
- Tactics for establishing a scalable startup include creating a strong business plan, investing in human resources, and adopting the right technology.
- Examples of scalable startups include Amazon, Facebook, and companies that have scaled operations through locations or technology.
Product Development Using Agile and Lean PrinciplesTathagat Varma
The document appears to be an agenda for a training session on Agile and Lean software development frameworks and principles. It includes:
- A schedule for the day outlining topics to be covered such as Agile, Scrum, product development, and a Scrum simulation.
- Links and brief descriptions related to challenges with traditional waterfall development and benefits of iterative and incremental development.
- Descriptions and diagrams explaining key concepts like value, value streams, waste, Lean thinking, Agile principles, and comparisons of waterfall vs. Agile approaches.
- Overviews of topics like Scrum, Lean principles applied to software, and types of waste in software development.
The agenda aims to educate participants
Becoming an Enterprise SaaS Company | DecisionDesk @ TechPintJohn Knific
DecisionDesk provides SaaS solutions for streamlining digital admissions processes for higher education institutions. After initial success with online portfolios, they pivoted to focus on larger deals, but struggled with a massive implementation that required rewriting their product. They learned that discovery is cheaper than late discovery, experience is better than being scrappy, and to focus on either SMB or enterprise markets, not both. They now have a process of specialized roles to properly execute large deals and target the right decision makers to avoid getting bogged down in price negotiations.
The enterprise architecture group responded to business pressures by proposing a new technology-enabled business platform. However, initial plans focused too much on technology and lacked business alignment. This led to confusion and rising costs. The greatest IT problem was determined to be managing people's expectations. A new strategic approach was developed that focused on the business problem of enabling innovation. This included crafting a mission, vision, and goals and performing a gap analysis to better understand requirements.
Product Management by Numbers: Using Metrics To Optimize Your Product by Dan ...Dan Olsen
Best practices in using metrics to optimize your web product. I gave this webinar on Dec 17, 2008, as part of FeaturePlan's series "The Product Management View".
The document introduces Agile, which aims to deliver customer value through speed, economy and quality. It discusses how consumer and business expectations have increased and how Agile can help align these expectations. The Agile Manifesto values individuals and interactions, working software, customer collaboration and responding to change over comprehensive documentation, contract negotiation, and following a plan.
Trabajo de la asignatura Perspectivas de la Radiología Intervencionista (PIR) de la Universidad de las Palmas de Gran Canaria durante el curso 2010-2011
The document summarizes the key events surrounding the imposition of President's Rule in Uttarakhand by the central government and the subsequent Supreme Court ruling overturning it. It discusses the Finance Minister Arun Jaitley's concerns about increasing judicial overreach into the legislative domain. While judicial activism is necessary to correct executive overreach, the repeated use of Article 356 to dismiss state governments has been criticized. The annexure excerpt from the Commission to Review the Working of the Constitution provides historical context on the controversial nature of Article 356.
Based on our survey with our customers and potential customer’s worldwide, these are some of the pain points identified in an onshore-offshore model of development. They may or may not be applicable to all clients, but every offshore implementation would want to improve some aspects as mentioned in this article. TAlso mentioned are the solutions which The Digital Group provided in each of these scenarios.
Offshore development model in 10 steps sap yardSAPYard
The document outlines a 10 step offshore development model that is commonly used in the IT industry. It begins with the client creating requirements documents that are sent to the offshore team. The offshore team then clarifies any questions with the onsite coordinator. They provide an estimate and begin development, having interim code reviews. They conduct internal testing and peer reviews before final reviews from quality experts. Upon completing any changes, the code is sent to the onsite coordinator and then delivered to the client. Key to success is the onsite coordinator properly understanding requirements and catching any issues in initial designs or final deliverables.
Cost of Delay: An Economic Approach to Decision MakingRoger Turnau
Cost of Delay is a lightweight approach to feature and product prioritization that asks a simple question: how much does it cost you not to have something? Reinertsen has said that Cost of Delay is the most important thing to quantify when producing a product. Great, but how do you start? How do you assign a dollar amount to something you have not built yet? How do we make sure that our teams focus on building the most important thing right now? This talk will give you the tools you need to understand Cost of Delay, as well as a set of techniques, from simple proxies to more sophisticated real-dollar analyses to help you understand the impact of delays on your organization.
Eric Ries sllconf keynote: state of the lean startup movementEric Ries
Presentation by Eric Ries to kick off the 2011 Startup Lessons Learned conference #sllconf. Livestream here: http://www.justin.tv/startuplessonslearned
Lean Product Management: The Art of Known UnknownsNatalie Hollier
(This presentation was given at the Lean Strategy + Design Salon meetup in New York: http://www.meetup.com/LeanStrategyPlusDesign/events/200913392/)
"Innovate or die” is the mantra of successful companies. So how can we build innovation into our product development process? By combining design thinking, lean startup and agile we get a recipe for repeatable innovation: lean UX. Lean UX and lean startup methods are being used today by many startups and innovation labs to take a learning approach to discovering and building the best product for customers.
But what does repeatable innovation look like scaled across an enterprise? This talk will share how to apply lean product practices as a continuous process across multiple products and agile development teams in an organization. With real examples and artifacts you will learn how to manage - and thrive - in uncertainty to create awesome products.
Summary
Advanced planning techniques that deliver on promise of empirical evidence based predictability and improve organizational Agility.
Outline
Two things are certain about estimates:
Estimates are always wrong
You will spend more time estimating that you should have otherwise used to do the work instead.
Agile Manifesto Values and Principles do not, not even once, mention “estimates” any where. Yet rapid adoption of estimation techniques labeled as “Agile Estimation” techniques puzzle me. In my experience as practitioner, advisor and coach : I have experienced very limited benefits from estimating and often find that estimates create more harm than good. There are however legitimate business concerns that need active management. Estimates hinder real business agility by servicing temporary comfort through plausible but highly improbable plans.
Following is outline of my talk:
Opening and Introduction
So you think you can estimate: Overview of estimating biases with references to current research in software context.
Anchoring
Impact of irrelevant and misleading information
Temporal distance : The further out in future you estimate the more optimistic your estimate
Relative Size estimation is prone to Directional bias and Assimilation Effect
Sequence reference bias: Biases introduced depending on number sequence used for story pointing
Recollection bias (flawed memory)
Motivational bias
Exposure to biases is unavoidably high and there is no escaping it.
Estimates anchor benefits - Why estimates make me frown?
Applicability of Story point estimates.
Story points are applicable only in fully cross-functional teams that can move a request from Business to Production all by itself. Or in Scaled contexts where teams are fully cross-functional feature teams. In all other cases story points are inapplicable.
In applicability in scaled context with many dependent teams
Introduction to cycle time
How to gather empirical evidence in non-ideal contexts? - Single team
What happens in multi-team environment where teams are cannot be fully cross-functional and have shared dependencies?
I will share principles via case-study where I used cycle time measurements and dependency management board to actively develop empirical cycle time evidence to track a major Game release.
Conclusion
Q&A
Note: This 45 minute talk is fast paced and assumes that participants are sound on their fundamentals.
Webvirtue is a leading offshore software development company based in India specialized in ecommerce software development, custom software development, web software development and more. For more details visit here http://www.webvirtue.com/software-development.php
Create Success With Analytics: Living With Technical Debt - Balancing Quality...Hannah Flynn
Here are the questions from the chat:
Q: How do you prioritize technical debt pay down vs new features?
A: There's no single right answer, but some things to consider:
- Understand impact of TD on future development
- Estimate effort for TD vs features
- Involve engineers in prioritization
- Set minimum TD paydown each cycle
- Consider TD that enables new features
- Balance long term health with short term wins
Q: How do you estimate technical debt?
A: A few common ways to estimate technical debt:
- Subjective rating (high, medium, low) of code quality issues
- Time estimates to refactor or fix specific code smells
Create Success With Analytics: Living With Technical Debt - Balancing Quality...Aggregage
As a Product Manager, you probably have to deal with technical debt. Regularly. Whether you like it or not - because it can’t be avoided. Unexpected details pop up, as small as UX that needs clean-up, and as big as a previously unforeseen flaw in the infrastructure of a project. We have to accept that nobody gets away without some technical debt. And of course, the longer you take to deal with your technical debt, the more difficult it becomes to address fully.
Feeling frustrated? Fortunately, we can take a step back, gain clarity, and see how the decisions we make impact our technical debt. Then, we can make decisions about how we want to balance technical debt with other priorities. Are we willing to live with some level of technical debt in order to ship product and meet deadlines? Can we mitigate technical debt to get to an MVP faster?
A Practical Guide to Rapid ITSM as a Foundation for Overall Business AgilityDana Gardner
This document summarizes a podcast discussion on how rapidly advancing IT service management (ITSM) capabilities can improve IT performance and enable business agility.
The panelists discuss how traditional long IT project timelines no longer meet business needs, and how new ITSM technologies and methods allow for more rapid ITSM adoption. Rapid ITSM implementation using out-of-the-box configurations from SaaS solutions can establish best practices faster than custom approaches. However, data quality issues and unclear requirements can hinder speed. Adopting true agile principles and focusing on business needs rather than desired features helps overcome barriers to rapid ITSM.
This document discusses scalable startup entrepreneurship. Some key points:
- Scalable startup entrepreneurship involves starting a business based on a unique idea, creating a plan, and launching the business with the goal of finding a repeatable and scalable business model.
- Capital and human resources are required for business growth. Experts are needed for complex tasks while common workers can perform basic tasks.
- Tactics for establishing a scalable startup include creating a strong business plan, investing in human resources, and adopting the right technology.
- Examples of scalable startups include Amazon, Facebook, and companies that have scaled operations through locations or technology.
Product Development Using Agile and Lean PrinciplesTathagat Varma
The document appears to be an agenda for a training session on Agile and Lean software development frameworks and principles. It includes:
- A schedule for the day outlining topics to be covered such as Agile, Scrum, product development, and a Scrum simulation.
- Links and brief descriptions related to challenges with traditional waterfall development and benefits of iterative and incremental development.
- Descriptions and diagrams explaining key concepts like value, value streams, waste, Lean thinking, Agile principles, and comparisons of waterfall vs. Agile approaches.
- Overviews of topics like Scrum, Lean principles applied to software, and types of waste in software development.
The agenda aims to educate participants
Becoming an Enterprise SaaS Company | DecisionDesk @ TechPintJohn Knific
DecisionDesk provides SaaS solutions for streamlining digital admissions processes for higher education institutions. After initial success with online portfolios, they pivoted to focus on larger deals, but struggled with a massive implementation that required rewriting their product. They learned that discovery is cheaper than late discovery, experience is better than being scrappy, and to focus on either SMB or enterprise markets, not both. They now have a process of specialized roles to properly execute large deals and target the right decision makers to avoid getting bogged down in price negotiations.
The enterprise architecture group responded to business pressures by proposing a new technology-enabled business platform. However, initial plans focused too much on technology and lacked business alignment. This led to confusion and rising costs. The greatest IT problem was determined to be managing people's expectations. A new strategic approach was developed that focused on the business problem of enabling innovation. This included crafting a mission, vision, and goals and performing a gap analysis to better understand requirements.
Product Management by Numbers: Using Metrics To Optimize Your Product by Dan ...Dan Olsen
Best practices in using metrics to optimize your web product. I gave this webinar on Dec 17, 2008, as part of FeaturePlan's series "The Product Management View".
The document introduces Agile, which aims to deliver customer value through speed, economy and quality. It discusses how consumer and business expectations have increased and how Agile can help align these expectations. The Agile Manifesto values individuals and interactions, working software, customer collaboration and responding to change over comprehensive documentation, contract negotiation, and following a plan.
Trabajo de la asignatura Perspectivas de la Radiología Intervencionista (PIR) de la Universidad de las Palmas de Gran Canaria durante el curso 2010-2011
The document summarizes the key events surrounding the imposition of President's Rule in Uttarakhand by the central government and the subsequent Supreme Court ruling overturning it. It discusses the Finance Minister Arun Jaitley's concerns about increasing judicial overreach into the legislative domain. While judicial activism is necessary to correct executive overreach, the repeated use of Article 356 to dismiss state governments has been criticized. The annexure excerpt from the Commission to Review the Working of the Constitution provides historical context on the controversial nature of Article 356.
Memry M8 is a case that stores a portable hard drive that can attach to a computer to access memory "while on the go" without the need for a table top.
The Venezuelan Country Node was established in 2012 and is organized through a Steering Committee and Advisory Groups. It currently has 35 clinical laboratories, 60 clinicians, and genetic counseling is performed by clinicians. Genetic healthcare services are provided partially through the national health system and private sector, though the national system has insufficient budgeting. The Country Node is working to establish a national data repository and develop data collection, access, and ownership policies, though it currently lacks funding and only has data available within individual institutions. Its plans for the next year include continuing collaboration efforts and workshops to build databases and train professionals to develop the national genomic infrastructure.
SlideShare es un sitio web que permite a los usuarios subir y compartir presentaciones de diapositivas de forma pública o privada. Los usuarios pueden crear una cuenta gratuita en SlideShare para almacenar y publicar sus presentaciones en formato flash para que puedan ser vistas en línea. SlideShare es útil para compartir presentaciones sin adjuntar archivos pesados en correos electrónicos y permite publicar presentaciones en blogs a través de código HTML.
The document discusses testing follow up emails targeting recent customers. The test achieved a 54.72% open rate, 8.85% click-through rate, and $2,727.66 in revenue. It recommends continuing re-marketing emails every two weeks to improve metrics, increase revenue from recent customers, and increase ROI. Suggestions include creating a dedicated promo code and landing page for each email and periodically testing new subject lines.
This document is a resume for M. Hariharan seeking a senior level position in accounts, finance, or taxation in Chennai, India, preferably in the manufacturing industry. Hariharan has over 28 years of experience in these areas in the manufacturing industry. He is proficient in financial procedures, statutory compliance including taxes, accounting, and financial reporting. His expertise includes finance, taxation, accounting, budgeting, and compliance. He holds a B.Sc in Statistics and qualifications in computerized accounting and SAP Business One.
Кинза 2015, Адаптация для мобильных устройства (eski.mobi)Artiom Tsympov
Тотальная мобилизация сайта и работа с мобильной аудиторией.
— Краткая статистика за год
— Обновление Google для мобильного поиска
— Способы мобилизации сайта
— Как оповестить Google о мобильном сайте
— Как накосячить с мобильным сайтом
— 6 советов для лучшего мобильного UX
Ảnh hưởng của Facebook tới nền kinh tế toàn cầuDuy Pham
This report estimates the global economic impact of Facebook in 2014. It finds that through providing tools for marketers, a platform for app developers, and increasing demand for connectivity, Facebook enabled $227 billion in economic activity and supported over 4.5 million jobs worldwide. The largest portion of this impact came from Facebook's marketing tools, which facilitated $148 billion in economic activity. The United States captured the largest share of overall impact at $100 billion.
How to justify technical debt mitigations in Software EngineeringAndré Agostinho
In this presentation André Agostinho e Cassio Silva covers the importance in dealing with technical debt in software engineering showing the real impacts, daily approaches and best practices for mitigations
Tapping Your Inner CEO: Management Tips to Stay on Budget and DeadlineKim Schroeder
This document discusses business principles and best practices for managing digitization projects and staying on budget. It emphasizes the importance of understanding costs, tracking staff time, evaluating workflows, and incorporating feedback to improve efficiency. Business tools like budgets, time tracking, and data analysis can help archives complete projects on time and on budget while maintaining quality. Regular evaluation of metrics helps identify issues early and make adjustments to workflows before projects fall behind schedule or go over budget.
This document provides tips on how organizations can get better value from their IT investments and spending. It discusses evaluating current IT spending and functions, outsourcing non-core IT activities, moving to cloud-based solutions, standardizing equipment and software, and focusing on people-based activities to improve processes and productivity with IT. The key messages are that organizations should review legacy systems and processes, consider outsourcing, leverage new technologies like cloud computing and mobile working, and focus on training staff and using IT to enable improvements rather than just reducing costs.
Different ways to pay for product development presentationSteve Owens
Sometimes it is just as important to know what not to do as it is to know what to do. Ignoring Product Development will result in your business going away.
Different ways to pay for product development presentationSteve Owens
Different Ways to Pay for Product Development
There are many more ways to pay for product development than you may realize, including not paying for it at all. What is right for your situation will depend on your exact circumstances. You may wish to review the following before starting your next product development project
This document discusses trends in strategic IT solutions for businesses in a tough economy. It recommends focusing on customer care, smart spending, and innovation through strategic uses of technology like open source software, cloud computing, and virtualization. These approaches can help businesses cut costs while improving customer relationships and processes to survive and even excel during difficult economic times.
User Centered Design: guarantee that your business process automation project...Bonitasoft
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3. Up until recently our life was not that bad
◦ Mostly got the money we needed & when we needed it
◦ Did not have to really explain ourselves
Nowadays the AV budget shrinks significantly
◦ Need to accomplish more with less money
◦ “Good is good enough” instead of “Only the best”
◦ Replacements at a fraction of the previous system
◦ “No money left for you” heard more often
Although the organization needs us more than ever!
4. Good old days New reality
AV was Big Boys Toys
◦ No (real) justification needed
◦ Often their pet projects
No business case needed
◦ No controlling
◦ No formal budget
not for investments
not for operations
Users wanted to have it,
organization tried to avoid it
◦ Business impact was rather low
AV is strictly business
◦ Used in all corners of the building
◦ Must prove its value
◦ Just another line in the budget
◦ One of many working tools
Organization PUSHES it
towards the user in order to
◦ Save costs
◦ Getting work done faster
and more efficient
◦ Enable “New World of Work”
6. New skills needed to survive in the future
◦ Finding Advocates in all areas of the organization,
who support our case - “AV is important for all of us”
◦ Being able to quantify, qualify and justify our needs:
“We need xxx for yyy in order to accomplish zzz!”
◦ Setting up and executing a multi year plan based on
long term budgets without changing course
◦ Evaluate new technology before the old breaks down
7. New task of educating our CTO boss, that our equipment
o Get things done faster & more efficient as well as saving energy
o Enable totally new work styles (read: UC, room automation, … )
o Not just look impressive & sound impressive but are productive
If we fail to:
◦ Our budgets will decline steadily as we cannot prove our value
◦ We will be pushed out of ever bigger parts of our own field
(QoD: How many huddle room projects happen without AV people?!)
◦ We will be trapped in the ivory tower, which will kind of always exist
as a tiny niche of the industry but getting smaller each year
8. But mainly NOT for technical reasons
◦ The CTO is THE business enabler within the
organization! Nothing happens without the CTO!
We now need to get along with others
◦ All of the sudden we do have a boss demanding that
we explain ourselves in order to get her/his attention
(read: money, time, respect)
◦ We compete with other sub departments and have to
sell our ideas besides simply delivering our tasks
◦ Let’s not forget the hidden danger: War Of Talents
10. Prime examples:
Projectors were too dim, too loud, having too less of
resolution and broke down frequently
Automatic need for constant replacement
◦ Now almost any projector is “good enough”
Did you see the major price drop recently?
AV usage was a privilege of the top dogs.
They demanded (and got!) always new stuff, right?
◦ Nowadays everybody is having meetings
11. Currently installed Projectors are considered good enough
For smaller rooms procurement bought consumer LCDs
with HDMI extension cords without even asking us
Top Management has other pet projects nowadays
People use Facetime instead of VC, iPads instead of touch panels;
they call our stuff “old, complicated, overpriced legacy”
Our new CTO boss has no clue about AV and therefore
cuts our budget or shifts it to IT
My IT buddies are being sent to trainings frequently but not me
If I think about it, the average age of our stuff increases
14. Direction And Initiatives
◦ What needs to be done? Who does it? What resources are needed?
◦ Remember: No pain, no gain! Business Lingo: Spend to save!
Meet the Administrative Imperatives
◦ Job security = Making sure they want something from you!
Manage Growth, Secure Resources, and Operate Effectively
◦ These are classic overall goals.
Our job is to think about how we can help achieving these goals.
◦ Important: It’s not about improving internally (that’s a no brainer!)
but how our technology can make a positive impact for the overall
organization! No price tag = no impact!
15. Define the role of AV within the organization
◦ How are we responsible for the overall success?
◦ If we cannot justify our existence we can only hope for charity!
◦ Define the interfaces to IT, Building management
◦ Approach HR (totally underestimated!): They “own” the user!
Define a long term investment plan
◦ What do we need when and why? If you don’t get enough input, suggest!
◦ Define expected life time for every device!
In line with your CFO’s plan regarding depreciation/write-off?
Example: Austrian Tax law write-off time frame:
IT-equipment 3 yrs, normal goods 5 yrs, building investments 20 yrs!
16. Define use cases and present solutions for them
Define expected life time
At max. 9 different systems:
3 different sizes with good, better, best versions
80/20 rule does apply, so there are special rooms
◦ More than 20% have special needs? You got it all wrong!
Get approval once, roll out over time on your own
Every other department does it, why don’t we too?
17. Track uptime and document each and every outage
◦ Users under estimate perfectly working systems
but over estimate (their own) problems #dramaqueen
Hard facts will always trump. Bosses love facts but hate guesses!
Start collecting all the data you can NOW!
Via SNMP, Crestron Fusion (or others), from building mgmt, etc.
Find and use metrics making sense to the bosses
Proactively hand over colourful pie charts to your boss so
he/she can shine at the board meeting.
NEVER forget to include suggested actions based on trends!
18. Less than >3% usage
on installed Doc Cams?
◦ Better spend our money
elsewhere!
15% TV & BluRay?!
◦ Boss, we‘ve got a
problem!
>8% Fixed PC vs.
<50% notebook?
◦ Why do we still have
fixed PCs in the room?
20. Most likely the most telling piece of data:
Average Age of Devices vs. Expected Lifetime
It’s that easy: If your stuff gets older over time you invest too less!
This will bite you (and your boss!) badly down the road!
You do have defined an expected lifetime?
It’s agreed upon, documented and in line with the CFO’s book keeping?
You do know you suffer when you hear:
This seems still ok! No need to think about it now!
Tip: Start 2 years early with replacement! One for budgeting and
(at least) one budget carry over (you cannot always win!)
Strategic Planning = Thinking now about what should happen in 2 years
21. CAPEX
Capital Expenses
Buying stuff
“Projects”
“investing”
OPEX
Operating Expenses
Employing people
Paying rent & energy
“keeping alive”
Grey area example: CAPEX or OPEX?
User Training is CAPEX when budgeted within
the project but OPEX if forgotten to be
included!
22. IT is calculating with
3 years life time
AV‘s life time is normally
longer (how long?)
Ratio is even worse
IT people dont trust us when we
only ask for CAPEX money
BTW: Some consultants are
REALLY bad in geometry!
This is what you get, when you
steal a graphic from the internet.
23. Companies are obsessed to reduce OPEX (see previous slide)!
◦ CAPEX often not a big problem if budgeted in time
◦ Bosses fear that OPEX will kill them in the long run
Whenever people say „we don’t have any money“
always ask „what kind of money“ ;-)
AV people often don’t budget in advance, so no CAPEX for AV!
◦ Bosses need to take OPEX money as last resort to get things done!
Did you ever “repair” a system but in fact totally replacing it?
◦ This is NOT the proper way to survive as an industry.
Once again: SPEND TO SAVE
◦ Increase CAPEX to reduce OPEX is THE Play Of The Day
24. The AV Masterplan is an agreed upon long term
worksheet about the WHAT, WHY and WHEN.
It is NOT a technical wish list but a serious
document about the implications AV will have on
the organization’s ability to achieve its overall goals
by providing efficient and effective ways of
communication. It also details all related
investments needed in order to fulfil its duty.
25. It takes some cheese to catch a mouse!
First, plan your work, then work your plan!
Qualify & quantify but never forget to justify!
Document or die! (German: Wer schreibt, der bleibt!)
The information is already there, what you make out of it
is called innovation. (#IoT, #Big Data )
Data is nothing without interpretation! Trend = Friend
Bosses are like politicians: They need to look good despite
knowing that they have no clue about the subject.