Expectations from IT Team
Project Methodology - Why it is as important as the Technology for your Product
Gaps in Recent Graduates
How to bridge these gaps?
See how to integrate the best-practice project management standard PRINCE2 with agile development methods like SCRUM or DSDM Atern. Speed up your projects and stay in control.
Communicating agile project status to executive managersAgileDad
The document discusses communicating agile project status to executive managers. It provides tips for establishing trust between management and agile teams. It also outlines appropriate roles for executives, managers, and teams in an agile environment. The document recommends focusing reporting on working software demonstrations and metrics like burn down charts and velocity, rather than intensive intra-sprint reporting.
Project management in IBM EG - lecce_20140224Antonio Caforio
IBM developed an enterprise-wide approach to project management to address identified weaknesses and raise project management to a core competence. This included establishing a Project Management Center of Excellence, implementing a consistent project management methodology worldwide, qualifying project managers on significant projects, and establishing strong project performance measurements. As a result, IBM created a project-based enterprise with over 26,500 project managers managing projects globally using a common project management method.
It was my pleasure delivering “Having a PMO with an agile flavor” presentation to Adelaide, South Australia PMI Chapter on March 2015, Where I discussed the following areas:
- Revisiting Basics
- Establishing your PMO using Agile techniques
- Operating an agile PMO
- Agile PMO improvement
Lean & Agile Enterprise Frameworks: For Managing Large U.S. Government Cloud ...David Rico
This is a presentation on "Lean & Agile Enterprise Frameworks: For Managing Large U.S. Government Cloud Computing Projects," which are emerging models for managing high-risk, time-sensitive R&D-oriented new product development (NPD) projects with demanding customers and fast-changing market conditions (at the enterprise, portfolio, and program levels). It establishes the context, provide a definition, and describe the value-system for lean and agile program and project management. It provides a brief survey and comparative analysis of the pros and cons of emerging lean and agile frameworks such as Enterprise Scrum, LeSS, DaD, SAFe, and RAGE. Then it describes the Scaled Agile Academy's Scaled Agile Framework (SAFe) in greater detail (which is the de facto international standard for scaling the use of agile methods to the enterprise, portfolio, and program levels for both systems and software development). SAFe is hybrid model best known for "blending" megatrends such as lean and agile principles into a single unified framework, establishing an authoritative foundation for scaling agile methods to large-scale private and public sector programs, and unifying East (lean) and West (agile) into a common language for systems and software development that is both lean "and" agile. In addition to SAFe case studies, late-breaking developments on the use of "Continuous Delivery," "DevOps," and bleeding-edge "Unstructured Web Databases" at Google and Amazon to automate large sections of the enterprise value stream will be discussed (which has been successfully used by some of the world's largest firms to boost organizational productivity by one or two orders of magnitude). This briefing has been warmly received by multiple U.S. government agencies, contractors, and PMI audiences throughout Baltimore-Washington, DC.
This document provides information about a 5-day training seminar on project management titled "Project Management for Results". The seminar will be held from October 4-8, 2010 in Arlington, VA and offers 35 PDUs and 30 CPE credits. Over the 5 days, participants will learn about project initiation, planning, execution, closing, tracking projects, using earned value management tools, understanding the project life cycle, developing a work breakdown structure, and other project management skills and methodologies according to the PMBOK. The seminar is aimed at project managers, program managers, procurement managers, IT specialists, and others involved in project management. Attending the seminar will help professionals bring projects from initiation to execution,
Traditional vs Lean Portfolio Management, Agile PMO & OrganisationsBarry O'Reilly
This deck showcases how the future can look for organisations as they attempt to scale up agile and lean practices and principles across the entire organisation.
Regardless if we have entered to do project/programme/portfolio work, once onsite I find it is a great way to introduce the wider organisation to the ideas that we use to deliver and how they can support all areas and activities in the organisation.
Key concepts;
- How traditional PMO and organisation are setup
- Legacy mindset for are alive and still driving the majority of portfolio/organisation behaviours
- Comparisons of traditional and agile/lean mindsets
- Principles of agile/lean portfolio/organisation management
- Organisational structure
- Annual vs Incremental funding (Beyond Budgeting)
- Limiting Work in Progress i.e. its only matters how many projects you finish, not start.
- Managing and visualising capability
- Coping with portfolio complexity through experimentation and validated learning
- Removing the concept of projects and focusing on continuous delivery of value
- Benefits of agile/lean portfolio/organisation management
This deck was compiled using referenced materials and the support of David Joyce (@dpjoyce) and Ian Carroll (@caza_no7)
Innovative it project management practicesTathagat Varma
The document discusses innovative IT project management practices for delivering projects faster, better, and cheaper. It covers Agile, Scrum, Lean, Kanban, and Theory of Constraints approaches and how tighter integration of people, process, and technology can help achieve the goals of Faster, Better, Cheaper 2.0. The missing piece in many projects is the interlock between these elements, and optimizing the whole system rather than just parts. Failing fast allows for faster success.
The document discusses a Lean Six Sigma conference for IT professionals to be held from September 27-30, 2010. The conference will provide 18 CPE credits and optional yellow belt certification. Attendees will learn how to apply Lean Six Sigma methodology to improve IT processes and drive business results. They will gain tools to continuously improve work through problem solving. The yellow belt track on September 27-28 will cover Lean Six Sigma concepts and techniques to define, measure, analyze, improve and control processes.
This document provides information about an upcoming conference on Lean Six Sigma. The conference will take place September 10-11, 2009 and include keynote speeches, breakout sessions, and workshops. On September 9th, there will be a pre-conference workshop on Lean Six Sigma White Belt Certification. The document provides details on session topics, speakers, registration fees, hotel accommodations, and CPE credits available for attendees.
The document discusses various aspects of managing software projects and processes. It covers tasks that a project manager would be responsible for, including planning, scheduling, directing teams, and monitoring progress. It also discusses different software development models like the waterfall model and agile development. Project managers play an important role in planning projects, estimating costs and schedules, and building effective teams to complete software work.
This document provides an overview of the United Launch Alliance (ULA) transition and the challenges faced by the Launch Services Program in overseeing the transition. It discusses the ULA transition management approach, key projects in the transition like business operations and production, and risk mitigation efforts. Some of the challenges highlighted include managing requirements from multiple sources, the complexity of the transition due to legal, procurement and technical factors, and ensuring skills retention. It concludes with the top 10 risk management lessons learned, emphasizing communication, collaboration, understanding changes, and maintaining focus on NASA's interests and mission success.
Zend provides expert PHP delivery through best practices for development, deployment, and management. It helps improve developer productivity with tools like Zend Studio, trains developers, and ensures quality and speed through a consistent PHP stack. Zend also helps optimize performance, enable faster releases, and reduce problem resolution times.
Need to present lean project tools and techniques, SlideTeam offers you the lean project management PowerPoint Presentation. You can easily impart your business information with help of this lean practices PowerPoint slides. This lean thinking presentation templates contain slides on project planning process, dimensions of business planning, elements of project lifecycle, business objective, business scope, program phases, critical path, activity planner, week scheduler, yearly scheduler, tasks status dashboard, work breakdown structure, planning stages, work process, team management, planning and timeline, concept development, activity network, risk identification, progress against baseline schedule, alternatives evaluation and budgeting. With this lean manufacturing PowerPoint template, you can showcase various topics like six sigma, startup business, waste management, enterprise planning, improvement process, risk assessment, value stream mapping, and construction planning and change management. You can save time and enhance your Presentation skills by using our lean project management PowerPoint Presentation. Our Lean Project Management Powerpoint Presentation Slide will further your efforts. Their effect will draw in a bigger applause.
The document discusses challenges faced when integrating two telecommunications companies, Orange and T-Mobile. It describes how the integration required a large number of short timeline projects that competed for resources with existing business projects. To manage both portfolios, the company established a program management office to coordinate the integration projects and ensure they were prioritized alongside existing business needs. Key activities included aligning senior leadership, establishing common processes, tracking progress, and change management communications. The solution helped integrate the new projects while minimizing delays to existing business operations.
How To Rescue A High Visibility ProgramDavid Tennant
The document discusses how to rescue troubled high-visibility projects. It identifies the top five causes of project failure as continuous scope changes, poor planning, the wrong people in charge, a dysfunctional organization, and unrealistic expectations. The presentation provides strategies for assessing where a failing project currently stands, developing a recovery plan with a new project plan and securing management approval, controlling changes, and dealing with crises through preparation, accountability, communication, and single leadership.
This document provides an overview of Agile and Scrum concepts. It discusses the Shu-Ha-Ri learning model, which involves first following rules, then bending rules, and finally intuitively knowing what is right. It also covers topics like sprint backlogs, delegation levels, user stories, and the Agile manifesto principles. The goal is to help trainees understand and apply Agile frameworks.
"Lean software development: discovering waste" by Mary PoppendieckOperae Partners
The document discusses lean principles for software development. It notes that standard lean tools designed for operations may not be appropriate for application development. Lean principles for development focus on building the right thing, building it right, and delivering fast through techniques like designing based on customer needs, reducing waste from extra features and handoffs, embedding quality through testing, and minimizing technical debt.
HanoiScrum: Agile co-exists with WaterfallVu Hung Nguyen
This document discusses the differences between Agile and Waterfall project management methodologies and whether they can be combined for large projects. It provides definitions and core principles of Agile, including an emphasis on adaptability, frequent delivery of working software, and collaboration between business and development teams. The document also outlines the traditional phases of the Waterfall model. It considers whether Agile and Waterfall can be mixed, with Agile used for scoping and design and Waterfall for implementation. Experts' opinions are presented that argue a hybrid approach can work if the proper criteria are used to determine when each methodology is applied.
Craig Brown was invited to speak at Swinburne University about project management. He wanted to discuss how business models can help with successful project outcomes. In his talk, Brown covered several topics:
In part 1, he discussed various business modeling techniques like the Business Model Canvas, Cynevin framework, Porter's five forces and value chain models, and the Strategy Map. These models help define goals and strategies.
In part 2, he talked about performance measurement models like the Balanced Scorecard and Quadruple Constraint. Models help define what "done" looks like.
In part 3, Brown discussed how to apply the models through various steps and frameworks like lean startup and agile delivery. Planning
Applying both of waterfall and iterative developmentDeny Prasetia
This document discusses applying both waterfall and iterative development models to a project to develop a tool with minimum functionality in a short time for an operating lease business. It identifies challenges of growing business needs, lack of standardized processes and manual data entry. An assessment is proposed to clarify requirements and scope. Both waterfall and iterative development models are described. The document recommends using iterative development within the waterfall model to allow for prototyping, user feedback and flexibility to changes. Key success factors include collaborative teams, monitoring progress daily, and continual improvement between iterations. Lessons focus on managing risks, quality processes and using story point estimation.
The document discusses how adopting an agile methodology can help projects address challenges like unclear requirements and communication issues, noting that agile approaches focus on iterative development, collaboration between self-directed teams and customers, and adapting to change based on regular feedback rather than extensive up-front planning. It provides an overview of agile principles and values like incremental delivery and learning through doing, while cautioning that agility does not mean abandoning practices like documentation, planning, and requirements altogether.
The document discusses software project management and provides 20 project management proverbs. It then defines what a project is and explains that projects have timeframes, require planning and resources, and need evaluation criteria. Finally, it discusses what a project manager does, including developing plans, managing stakeholders, teams, risks, schedules and budgets.
The document presents an overview of agile software development. It defines agile and discusses its characteristics including iterative development, collaboration, and valuing working software over documentation. The Agile Manifesto and common agile methodologies like Scrum, Extreme Programming (XP), and Agile Unified Process are introduced. Traditional and agile project management strategies are compared. The document concludes with a summary of comparing different agile methods and references used.
Speach on PMI-ACP hold at PMI-Pub event in Oslo. Presentation covers quickly PMI-ACP, compare how PMI-ACP works vs PMP. Introduction of PS2000-SOL agile contract standard in Norway
This document critiques presentations that use "red herrings" to argue for agile over traditional project management approaches. It asserts that many criticisms of traditional approaches actually represent examples of bad project management practices, not limitations of the approach. The document recommends focusing on established processes for areas like problem detection, continuous improvement, and lessons learned rather than presented conjectures. It concludes that for agile to be taken seriously by business leaders, it needs to demonstrate how it improves established processes and show value in quantifiable business terms rather than anecdotal experiences.
Presentation we did to a group of project managers who had not had any exposure to using Agile methodologies. Gives a basic overview of Agile with a User Centered design approach.
Innovation Foundations Course 104 - Project Portfolio Mgmt for InnovationThink For A Change
This document provides an overview of an innovation management training course on project and portfolio management concepts. The target audience is those with little experience in formal project management. The course objectives are to understand general project management concepts and how they relate to innovation management, learn common tools and techniques, and understand the importance of execution. The syllabus covers innovation execution methodology in the first segment and project management concepts in the second segment, followed by a quiz.
Антон Семенченко, опыт в IT более 10 лет, работает в компании ISSoft, специализируется в разработке и автоматизированном тестировании ПО плюс менеджмент\продажи. C++ Architect, Automation Practice Lead, PM, Group Manager
«Agile ValueTeam, учимся понимать Scrum». IT секция. Agile отделение. Для всех уровней подготовки.
«Как эффективно продавать Automation Service». IT секция. Продажи.
«Как эффективно организовать Автоматизацию, если у вас недостаточно времени, ресурсов и денег». Development секция. Отделение тестирования.
This presentation was used in "Agile workshop for FPT Aptech Hanoi students" in December 2012.
This doc covers most of core practices of an agile developer.
The document summarizes an episode of the PM Podcast about the Agile Manifesto for project managers. It provides a short history of the Agile Manifesto, outlines the four key values of the Manifesto, and describes the 12 principles of agile methodology. It interprets how the Manifesto's values and principles can apply to project managers, noting they may need to shift their role to a facilitator and that agile processes distribute responsibility across the team.
Changing landscape of software project managementPramesh Vaidya
This document provides an overview of project management and the changing landscape of software project management. It defines what a project is and what project management entails. It then discusses traditional sequential models like waterfall and more iterative models like spiral and agile. Agile practices are based on values like collaboration, working software, responding to change. Specific agile frameworks like Scrum and Kanban are covered. The document also discusses challenges of scaling agile and approaches like SAFe, Nexus and LeSS. It concludes by noting the transformation in project management tools.
Best Practices When Moving To Agile Project ManagementRobert McGeachy
The document discusses best practices for moving to agile project management. It outlines the major challenges teams face including lack of discipline, changes in working styles and responsibilities, and testing challenges. It also provides tips for setting up an agile team through co-location, establishing a war room, and defining roles and responsibilities. Lastly, it discusses factors for organizational readiness for agile such as trust, empowerment, and a willingness to invest in training.
The document discusses integrating ITIL and Agile approaches. It provides an overview of Agile principles including focusing on business needs, collaborating, developing iteratively and incrementally, communicating continuously, and demonstrating control. Timeboxing and MoSCoW prioritization are presented as key Agile techniques. The document also discusses how Agile differs from traditional project management with its emphasis on empowered self-directed teams, collaboration, and adaptability to change.
Agile methodology is a project management approach that breaks work into short phases with frequent reassessment. It values individuals, working software, customer collaboration, and response to change over processes, documentation, contracts, and plans. The Agile Manifesto outlines these values. Traditional approaches use waterfall development with sequential phases and no revisiting. Agile is useful when requirements change, development is long-term, and collaboration is needed. Popular aspects of Agile include sprints, Scrum meetings, backlogs, user stories, and frequent deliveries.
This document provides an introduction to Agile methodology. It discusses how Agile addresses problems in software development like lack of predictability, transparency, and responsiveness to change. It then defines what Agile is from a mindset, values, and principles perspective. It also outlines some popular Agile flavors like Scrum, Kanban, SAFe, and XP. Finally, it walks through what a day or sprint looks like for a Scrum team, including roles, artifacts, meetings, and how stories are planned and tracked on a Scrum board. The overall document serves to introduce the core concepts and promise of Agile software development.
Roadmap for Universal Health Care. FDR, PHFI, and Loksatta are convening a Roundtable of experts, thinkers and practitioners to have a purposive dialogue and help evolve a viable, effective model of universal healthcare delivery in India
This document summarizes key concepts from Chapter 1-7 of Upadesa Saram.
The three main points are:
1) Upadesa Saram explains the path to attain permanent happiness and liberation from the cycle of birth and death through karma yoga, bhakti yoga, raja yoga, and jnana yoga.
2) It emphasizes developing bhakti or devotion to God by worshipping through body, speech and mind via practices like puja, japa and dhyana.
3) The highest form of meditation is seeing one's true self as non-different from God through advaita or non-dual awareness rather than a separate self. This leads to a
This document provides an overview of the Loksatta Party in India and its approach to politics. The key points are:
1. Loksatta Party was established in 2006 to promote clean, competent and public-spirited leadership in India.
2. It advocates for a liberal democratic polity with a focus on issues like corruption, education, healthcare, jobs and decentralization.
3. The party differentiates itself from others by emphasizing internal democracy, transparent funding, and putting the national interest above all else.
This document discusses best practices for outsourcing projects to offshore teams. It recommends outsourcing projects that have clearly defined requirements and specifications and do not require regular interactions with local teams. Some key considerations for outsourcing include proven expertise, cost savings, and allowing local teams to focus on more critical tasks. Communication, accountability, and continuous process improvement are important for successful outsourcing relationships.
This document outlines best practices for offshore IT projects. It recommends proven expertise, a past track record, financial viability, clear accountability, effective communication, and continuous improvement. Offshore teams should work on projects with clearly defined requirements that do not require daily interactions with local teams, allowing the local team to focus on more critical operations. Reasons to consider outsourcing include expertise, cost savings, round-the-clock operations, and focusing local resources on critical tasks. The right projects have minimal changes, clear scope, and independently executed parts of projects or well-defined dependencies. Success requires establishing accountability, empowering teams, using a hybrid development model, and proactive communication.
Loksatta Youth Army aims to engage youth to work towards positive change in India. It provides a platform for youth to get involved in politics and policy advocacy to influence change, without needing much time commitment. The organization hopes to attract talented youth and break the cycle of money in politics by advocating for specific policies and goals.
Loksatta Party was founded by Dr. Jayaprakash Narayan as a political party in 2006 after starting as an NGO focused on electoral and policy reforms. As an NGO, it had limitations in lawmaking so becoming a political party allowed it to better address issues and ensure steps are taken to resolve them. Loksatta Party has strong ethical principles and a track record of taking up demanding issues as demonstrated by Dr. JP's work as an elected MLA. It also has a visionary agenda and promises transparency through internal democracy in choosing leaders. The summary provides a high-level overview of the key points about the origins and objectives of Loksatta Party.
The document provides information on the geography, history, economy and 2014 floods of Kashmir. It discusses how Kashmir's geography led to the formation of the valley, its climate, vegetation and irrigation. It outlines Kashmir's history under various rulers and the events leading to its accession to India. The economy has traditionally centered around agriculture, especially rice. In 2014, heavy monsoon rains triggered severe flooding and landslides across Kashmir and adjoining areas, destroying property and displacing many. Diseases spread due to contaminated water and thousands had to migrate temporarily to relief camps.
The document is about Lok Satta Party, a political party in India focused on democratic reforms. It summarizes the party's vision of equal opportunities for all citizens regardless of attributes. It outlines the party's agenda, including guaranteeing education, health care, jobs, and ending corruption. It highlights the work of the party's founder as both an IAS officer and single MLA in the state assembly, where he proposed anti-corruption legislation and opposed unplanned spending. It encourages volunteers to register, donate, spread awareness on social media, and get involved in their constituencies to support the party's goals.
What is the right project management methodology for your context?
Recipe for successful project delivery?
How to come up with a methodology that caters to your context?
UiPath Community Day Kraków: Devs4Devs ConferenceUiPathCommunity
We are honored to launch and host this event for our UiPath Polish Community, with the help of our partners - Proservartner!
We certainly hope we have managed to spike your interest in the subjects to be presented and the incredible networking opportunities at hand, too!
Check out our proposed agenda below 👇👇
08:30 ☕ Welcome coffee (30')
09:00 Opening note/ Intro to UiPath Community (10')
Cristina Vidu, Global Manager, Marketing Community @UiPath
Dawid Kot, Digital Transformation Lead @Proservartner
09:10 Cloud migration - Proservartner & DOVISTA case study (30')
Marcin Drozdowski, Automation CoE Manager @DOVISTA
Pawel Kamiński, RPA developer @DOVISTA
Mikolaj Zielinski, UiPath MVP, Senior Solutions Engineer @Proservartner
09:40 From bottlenecks to breakthroughs: Citizen Development in action (25')
Pawel Poplawski, Director, Improvement and Automation @McCormick & Company
Michał Cieślak, Senior Manager, Automation Programs @McCormick & Company
10:05 Next-level bots: API integration in UiPath Studio (30')
Mikolaj Zielinski, UiPath MVP, Senior Solutions Engineer @Proservartner
10:35 ☕ Coffee Break (15')
10:50 Document Understanding with my RPA Companion (45')
Ewa Gruszka, Enterprise Sales Specialist, AI & ML @UiPath
11:35 Power up your Robots: GenAI and GPT in REFramework (45')
Krzysztof Karaszewski, Global RPA Product Manager
12:20 🍕 Lunch Break (1hr)
13:20 From Concept to Quality: UiPath Test Suite for AI-powered Knowledge Bots (30')
Kamil Miśko, UiPath MVP, Senior RPA Developer @Zurich Insurance
13:50 Communications Mining - focus on AI capabilities (30')
Thomasz Wierzbicki, Business Analyst @Office Samurai
14:20 Polish MVP panel: Insights on MVP award achievements and career profiling
How to Avoid Learning the Linux-Kernel Memory ModelScyllaDB
The Linux-kernel memory model (LKMM) is a powerful tool for developing highly concurrent Linux-kernel code, but it also has a steep learning curve. Wouldn't it be great to get most of LKMM's benefits without the learning curve?
This talk will describe how to do exactly that by using the standard Linux-kernel APIs (locking, reference counting, RCU) along with a simple rules of thumb, thus gaining most of LKMM's power with less learning. And the full LKMM is always there when you need it!
How Netflix Builds High Performance Applications at Global ScaleScyllaDB
We all want to build applications that are blazingly fast. We also want to scale them to users all over the world. Can the two happen together? Can users in the slowest of environments also get a fast experience? Learn how we do this at Netflix: how we understand every user's needs and preferences and build high performance applications that work for every user, every time.
Performance Budgets for the Real World by Tammy EvertsScyllaDB
Performance budgets have been around for more than ten years. Over those years, we’ve learned a lot about what works, what doesn’t, and what we need to improve. In this session, Tammy revisits old assumptions about performance budgets and offers some new best practices. Topics include:
• Understanding performance budgets vs. performance goals
• Aligning budgets with user experience
• Pros and cons of Core Web Vitals
• How to stay on top of your budgets to fight regressions
How RPA Help in the Transportation and Logistics Industry.pptxSynapseIndia
Revolutionize your transportation processes with our cutting-edge RPA software. Automate repetitive tasks, reduce costs, and enhance efficiency in the logistics sector with our advanced solutions.
AC Atlassian Coimbatore Session Slides( 22/06/2024)apoorva2579
This is the combined Sessions of ACE Atlassian Coimbatore event happened on 22nd June 2024
The session order is as follows:
1.AI and future of help desk by Rajesh Shanmugam
2. Harnessing the power of GenAI for your business by Siddharth
3. Fallacies of GenAI by Raju Kandaswamy
Kief Morris rethinks the infrastructure code delivery lifecycle, advocating for a shift towards composable infrastructure systems. We should shift to designing around deployable components rather than code modules, use more useful levels of abstraction, and drive design and deployment from applications rather than bottom-up, monolithic architecture and delivery.
Video traffic on the Internet is constantly growing; networked multimedia applications consume a predominant share of the available Internet bandwidth. A major technical breakthrough and enabler in multimedia systems research and of industrial networked multimedia services certainly was the HTTP Adaptive Streaming (HAS) technique. This resulted in the standardization of MPEG Dynamic Adaptive Streaming over HTTP (MPEG-DASH) which, together with HTTP Live Streaming (HLS), is widely used for multimedia delivery in today’s networks. Existing challenges in multimedia systems research deal with the trade-off between (i) the ever-increasing content complexity, (ii) various requirements with respect to time (most importantly, latency), and (iii) quality of experience (QoE). Optimizing towards one aspect usually negatively impacts at least one of the other two aspects if not both. This situation sets the stage for our research work in the ATHENA Christian Doppler (CD) Laboratory (Adaptive Streaming over HTTP and Emerging Networked Multimedia Services; https://athena.itec.aau.at/), jointly funded by public sources and industry. In this talk, we will present selected novel approaches and research results of the first year of the ATHENA CD Lab’s operation. We will highlight HAS-related research on (i) multimedia content provisioning (machine learning for video encoding); (ii) multimedia content delivery (support of edge processing and virtualized network functions for video networking); (iii) multimedia content consumption and end-to-end aspects (player-triggered segment retransmissions to improve video playout quality); and (iv) novel QoE investigations (adaptive point cloud streaming). We will also put the work into the context of international multimedia systems research.
INDIAN AIR FORCE FIGHTER PLANES LIST.pdfjackson110191
These fighter aircraft have uses outside of traditional combat situations. They are essential in defending India's territorial integrity, averting dangers, and delivering aid to those in need during natural calamities. Additionally, the IAF improves its interoperability and fortifies international military alliances by working together and conducting joint exercises with other air forces.
7 Most Powerful Solar Storms in the History of Earth.pdfEnterprise Wired
Solar Storms (Geo Magnetic Storms) are the motion of accelerated charged particles in the solar environment with high velocities due to the coronal mass ejection (CME).
An invited talk given by Mark Billinghurst on Research Directions for Cross Reality Interfaces. This was given on July 2nd 2024 as part of the 2024 Summer School on Cross Reality in Hagenberg, Austria (July 1st - 7th)
For the full video of this presentation, please visit: https://www.edge-ai-vision.com/2024/07/intels-approach-to-operationalizing-ai-in-the-manufacturing-sector-a-presentation-from-intel/
Tara Thimmanaik, AI Systems and Solutions Architect at Intel, presents the “Intel’s Approach to Operationalizing AI in the Manufacturing Sector,” tutorial at the May 2024 Embedded Vision Summit.
AI at the edge is powering a revolution in industrial IoT, from real-time processing and analytics that drive greater efficiency and learning to predictive maintenance. Intel is focused on developing tools and assets to help domain experts operationalize AI-based solutions in their fields of expertise.
In this talk, Thimmanaik explains how Intel’s software platforms simplify labor-intensive data upload, labeling, training, model optimization and retraining tasks. She shows how domain experts can quickly build vision models for a wide range of processes—detecting defective parts on a production line, reducing downtime on the factory floor, automating inventory management and other digitization and automation projects. And she introduces Intel-provided edge computing assets that empower faster localized insights and decisions, improving labor productivity through easy-to-use AI tools that democratize AI.
Details of description part II: Describing images in practice - Tech Forum 2024BookNet Canada
This presentation explores the practical application of image description techniques. Familiar guidelines will be demonstrated in practice, and descriptions will be developed “live”! If you have learned a lot about the theory of image description techniques but want to feel more confident putting them into practice, this is the presentation for you. There will be useful, actionable information for everyone, whether you are working with authors, colleagues, alone, or leveraging AI as a collaborator.
Link to presentation recording and transcript: https://bnctechforum.ca/sessions/details-of-description-part-ii-describing-images-in-practice/
Presented by BookNet Canada on June 25, 2024, with support from the Department of Canadian Heritage.
In this follow-up session on knowledge and prompt engineering, we will explore structured prompting, chain of thought prompting, iterative prompting, prompt optimization, emotional language prompts, and the inclusion of user signals and industry-specific data to enhance LLM performance.
Join EIS Founder & CEO Seth Earley and special guest Nick Usborne, Copywriter, Trainer, and Speaker, as they delve into these methodologies to improve AI-driven knowledge processes for employees and customers alike.
2. Goals of this talk
Expectations from Technologists
Project Methodology – Why it is as
important (or more) as the Technology
Solution
Employability of Recent Graduates –
Commonly Seen Gaps
2
3. Agenda
Introduction – Who am I?
Role of IT Teams in Companies
Typical Web Projects
Discussion– College Projects
Project Methodologies
Case Study – A Popular Website
Renovation
Most common issues seen with ‘Freshers’
Discussion – How to better prepare college
graduated
3
4. Who am I?
https://www.facebook.com/vasantha.gullapalli
http://www.linkedin.com/profile/view?id
=2574654&trk=tab_pro
4
5. Role of IT Teams in Companies
1990s – Service Providers, Cost Center,
Necessary but, not critical
Early 2000s – Recognized as being
business enablers
Now
Innovative use of Technology is a Business
Differentiator and Game Changer
Lines blurring between product, business and
technology
Technology teams expected to be more
Innovative, Independent and Strategic
Strategic Thinkers, rather than just ‘Do’ers
5
6. Typical Web Projects
Fast Paced: 4-16 weeks.
Design, Scope, Priorities are all evolving throughout the
lifecycle based on user testing and other market conditions
Fixed Dates: PR and Marketing plans made around the
launch date. Very difficult to move dates
Date, Cost, Team are expected to be committed upfront
Unless the Delivery team and Business/Product team work
collaboratively, environment can easily become
confrontational
6
7. Discussion
College Projects – How well are
the students getting prepared?
7
8. Discussion – Student Projects
Give me some examples
Typical Duration, Team sizes
Do they get to choose the software stack?
How are the students expected to gather/define
requirements?
Lifecycle that students are expected to follow?
What are they expected to present in the end?
What are they graded on?
Working product?
Is discipline about the lifecycle important?
Are they expected to defend and debrief about their
project?
8
9. Discussion continued
What are some challenges you see in
Inculcating the right attitude in students
Monitoring these projects?
How well are the students making use of the
projects to better prepare for the real world?
9
10. IT Project Management
Project management is the discipline of
planning, organizing, securing, and
managing resources to achieve specific
goals
IT Projects tend to be less stringent than
those in other industries
But, Good PMs will know how to inject
some Method to this Madness
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11. Project Management Methodologies
Waterfall
Critical Path Management
Iterative
Extreme Program Management
Agile, etc, etc
Most discussions and debates are between
Waterfall and Agile
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13. Methodologies – Pros and Cons
Pure Waterfall Pure Agile
Works well when the Works well when requirements are not
requirements/specifications are ‘ALL’ firmed up, but team can start on
some
well defined and stable
Collaborative cultures prefer this – lot
Traditional Business groups like more handshaking, working together,
this – responsibility shifts over trust in each other
the wall
Not very deterministic on what gets
delivered on <x> date or when <y>
Detailed planning helps map out feature gets delivered
all dependencies ahead of time –
especially important when team is Assumes very high collaboration (co-
distributed and matrixed location) between the different teams
(product, design, tech, QA)
Works well when team
management is highly structured Equipped to handle changes with
and process oriented and know minimal disruption to overall flow
what they want
Assumes a more experienced self-
managing team
Not well suited to handle changes
along the way Focus on QA from early on – good for
quality
Testing in the very end is risky
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14. The Real World
None of the methodologies work as-is – Need to customize
based on
Company Culture
Collaboration between product/business and development team
Project Context
What is the main driver – Scope, Time, Budget? – Budget is
always fixed. Need to know which one trumps – Scope or
Time?
Most of the projects start with a fluid product idea and a somewhat
firm launch date for marketing/PR reasons
In order to commit to a date, we will need to do some upfront
scoping, estimating and planning to inform the team size,
dependencies, budget, etc – So, pure Agile doesn’t work.
Too often, we have to start a phase before the previous one ends
(start development before design completes) – also need to be able
to absorb changes and additions to scope – So, pure Waterfall
doesn’t work.
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15. The Real World continued
Change Management Culture
Change is always constant
Team Strengths and Structure
Multi-disciplinary?
Multi-location: Not ideal for Agile. Agile emphasizes
face-to-face meetings vs. detailed documentation
Experienced vs. Newbies: Team is not always
experienced at the same level - so, need to account
for ramp-up and varied degrees of team
management
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18. Website.com Renovation
Project Conceptualized in Jan
Project Definition, Feasibility, Budgeting
– Until April
Fixed Live Date: Sept 16th
Project Lifecycle – April to Sept
Scope included complete Architecture Revamp
Design
Development
QA
Launch
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19. Methodology in this context
Needed to do waterfall like upfront scoping,
estimation and planning assuming lots of
unknowns to fix team size, inform business and
design team on high level scope constraints
Needed to be agile enough to absorb changes
and shifts in priorities along the way
Needed to focus on Quality early for better
quality
Improved User Experience and Performance was one of
the project drivers
Needed to tailor the methodologies to our context
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20. Hybrid - Common Sense Methodology
This is the Hybrid methodology that worked in
this context.
Final Design Drop
Detail Scope,
High Level Scope
Design Drop 1 Design Drop 2 Detail Estimate and Plan
Initial Estimate
Discovery UI Design UI Refinements
Demo
Demo Demo
Eval Changes
Evaluate changes Eval. Changes
Tech Evaluation Tech Design Sprint Sprint Sprint Sprint
Development and QA Sprints
Final Testing, UAT,
Launch
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21. Overall Rules of the Engagement
Focused early-on to clarify the What, Who and How
What: What does Renovation mean?
Key business, Design and Technology drivers identified and
documented.
Design Criteria Documented
Scope Prioritization Criteria Documented
Who: Who are the decision makers – Business, Product,
Design and Technology
Focused on Quick Decision-making
Decision making de-centralized, very few decisions move up to
stakeholders
How: Technical Solution should be practical to meet the
current timeline and in line with long term vision
Technical Leads need to ok the designs based on feasibility –
emphasize partnership with technology team
Daily checkpoints during design – emphasize quick decisions
Technology owns overall PMO guiding the stakeholders’ decision
making keeping and eye on the timeline/milestones
Product, Business and Design attend daily SCRUM to resolve issues
real time – emphasize high collaboration
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22. Rules of Engagement - Themes
Quick Decision Making and De-centralized
Decision Making
Mutual Trust among Multi-Disciplinary
groups
Collaborative Working Style
Working software over comprehensive
documentation
Continuous Prioritization of backlog,
change requests, bugs
Laser Focus on Timeline, Milestones, No
room for slippage
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23. Phase Definitions
Phase Deliverables
Discovery Business, Technology and Design Drivers
High Level Scope Prioritized
Prioritization Criteria Defined and
Understood
Weekly plan for Design phase with
trackable milestones
Design IA and Design Deliverables on a weekly
basis
Technical Architecture Definition
Technical Design documents
Detail Sprint plan for Development
and weekly milestones
Development and QA Development and Continuous QA
Weekly milestones review with all
stakeholders
Regular Demos to stakeholders
Review and prioritization of backlog,
scope changes before each sprint 23
planning
24. Phase Definitions - continued
Phase Deliverables
Final End-to-End Testing End-to-end scenario testing
Bug fixing sprints
Prioritization of any scope
changes/additions with remaining
bugs
UAT User Testing
Continuous Prioritization of
remaining bugs as “Launch Gating” or
not.
Launch Production Release
Go Live !!
Prioritization of remaining backlog for
post-launch releases
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25. Recipe for Success
Successful Project Delivery =
Understand the ‘What, Who, How’
+
Lots of Common Sense and Discipline to pick the
right aspects from the prescribed ‘methodologies’
to cater to your context
+
Experienced, Focused Leadership, Managing the
Multi-disciplinary teams
+
* Disciplined, Committed,
Collaborative Teams *
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28. Expectations from Technology Team
The 3 C’s
Competence
Thinkers vs. Do’ers’
Need to hit the ground running – Very little room for training
Innovation to help the business – not just for the sake of it
Commitment
Commitment around timelines, scope and budget
Ownership, Be ready to make decisions
Communication
Discipline and Clarity in Communication
Estimation
Tracking
Accurate Status Reporting
Ask for help before it is too late
And there is a 4th one – Courage
Courage to do the right thing at all times
Courage to accept mistakes and learn from them
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29. Typical issues we see with Freshers
Competence
Aptitude vs. Attitude
Too much focus on Technology
Lack seriousness about Quality
Need to be more self-starters
Commitment
Not serious about commitments
Proper definition of ‘Done’
Not taking the timelines seriously
Communication
Presentation of ideas
Facilitation skills
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30. Discussion
How to better prepare students
for corporate world
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31. How do we better train the students?
Get the Foundation Strong
Projects to show how the concepts they learn are applicable in real-
world (algorithms applied in real world)
Let them do some research on the various architectural choices
(software and hardware)
Encourage ‘Smart’ Innovation
Focus on outcomes
Discipline around Software lifecycle
Exposure to various methodologies
Focus on choosing and following a lifecycle
Get used to estimation and planning
Ask to demonstrate intermediate milestones to instill discipline of
regular deliverables
Quality Consciousness
Simple test cases, Edge cases, browser compatibility
Encourage Internships
Pick the right environment, Big brands don’t always translate to good
experience
Helps develop communication skills, professionalism and get used to
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the rigor of real-world
32. Key Takeaways
IT Teams are no longer just ‘Doers’
The 4 C’s
Competence
Commitment
Communication and
Courage
Just being smart technologists and innovators is not enough –
Discipline and Methodology are important to be able to deliver on
time and within budget
Methodology has to be customized to fit the project and not the
other way round
Graduation with an engineering degree alone doesn’t make one
Employable.
Inculcate the right attitudes
Life-long Learning
Smart Innovation 32
Strategic Thinking