Business Intelligence

I know it is an old topic, but the terminology is still a new word for many people out there. I still get questions like “what is that”, “where is it used”, “how is it outsourced” etc.

Business Intelligence or BI refers to the identifying, extracting, analyzing and processing (to meaningful data. Eg: reports) business data (eg: sales, payroll etc.). It is a bit wide area.

A BI system can be called decision support system or DSS as BI aims to support better business decisions.

Read this for more information.

 

Business Intelligence

I know it is an old topic, but the terminology is still a new word for many people out there. I still get questions like “what is that”, “where is it used”, “how is it outsourced” etc.

Business Intelligence or BI refers to the identifying, extracting, analyzing and processing (to meaningful data. Eg: reports) business data (eg: sales, payroll etc.). It is a bit wide area.

A BI system can be called decision support system or DSS as BI aims to support better business decisions.

Read this for more information.

 

Peace of Mind

Once Buddha was travelling with a few of his followers. While they were passing a lake, Buddha told one of his disciples, “I am thirsty. Do get me some water from the lake.”
The disciple walked up to the lake. At that moment, a bullock cart started crossing through the lake. As a result, the water became very muddy and turbid. The disciple thought, “How can I give this muddy water to Buddha to drink?”
So he came back and told Buddha, “The water in there is very muddy. I don’t think it is fit to drink.”
After about half an hour, again Buddha asked the same disciple to go back to the lake.
The disciple went back, and found that the water was still muddy. He returned and informed Buddha about the same.
After sometime, again Buddha asked the same disciple to go back.
This time, the disciple found the mud had settled down, and the water was clean and clear. So he collected some water in a pot and brought it to Buddha.
Buddha looked at the water, and then he looked up at the disciple and said,” See what you did to make the water clean. You let it be, and the mud settled down on its own — and you have clear water.
Your mind is like that too ! When it is disturbed, just let it be. Give it a little time. It will settle down on its own. You don’t have to put in any effort to calm it down. It will happen. It is effortless.”
Having ‘Peace of Mind’ is not a strenuous job; it is an effortless process!

Source: social media

 

Booch

Booch is a methodology used in object oriented design and analysis. Now a days this method is not used as-it is. Most of the good aspects were integrated to today’s developed methodologies.

More details can be read here.

 

Booch

Booch is a methodology used in object oriented design and analysis. Now a days this method is not used as-it is. Most of the good aspects were integrated to today’s developed methodologies.

More details can be read here.

 

The Twelve Attributes of a Truly Great Place to Work

A good reading here – http://blogs.hbr.org/schwartz/2011/09/the-twelve-attributes-of-a-tru.html?utm_source=twitterfeed&utm_medium=twitter

1. Give industry standard salaries
2. Give employee extras – like profit sharing, project bonus etc.
3. Workplace must have sufficient personal space
4. Place a vending machine, snack corner etc.
5. Let them take few breaks, afternoon naps etc.
6. A gym or some entertainment (Wii like games) is a good option
7. Define clear and specific expectations and let them know it
8. Let there be two-way performance reviews
9. Make leaders and managers accountable for treating employees with respect and care
10. Give them choice of type of work than forcing.
11. Provide ongoing opportunities and incentives to learn, develop and grow
12. It must not be simply about making profits

 

Project Life Cycle and Organization Notes

  • Project Life Cycle
    • A collection of sequential or overlapped phases
    • Can be documented with a methodology
    • General Structure: Start, Organize and Prepare, Carry out work, and close
    • Cost and staffing are lower when starting the project
    • Cost is higher when executing
    • Stakeholder influence, uncertainty and risk are higher at the starting stage
    • Product Life Cycle – Generally sequential and non-overlapping phases. Product life cycle ends with the product’s retirement. Phases are determined by manufacturing and control need of the organization
    • One product may have many projects associated. Development of product is a project, adding new features to an existing product is a project, feasibility study might be a project, running an advertisement campaign may be a project etc.
    • Project Phases are divisions within a project. Typically they are sequential but may overlap also .
    • There will be some form of transfer or handoff of the work product produced as the phase deliverable when the phases are sequential.
    • The end of phase represents a point to change or terminate the project if necessary
    • Phase-to-Phase relationship
      • Sequential – One phase starts once the previous phase completes
      • Overlapping – One phase can start before the previous one starts. This is used when fast tracking (a schedule compression technique) is required.
      • Iterative – Phases will not be planned in advance. Next phase will be planned on the basis of the output of the first phase
  • Operations – are ongoing jobs or repetitive products, services or results. Eg: Manufacturing, Accounting. Operations are never ending. i.e., It will not be terminated when the objectives are met. Operations work supports business environments.
  • Stakeholders
    • those who are actively involved in the project
    • those who can positively or negatively influence the project
    • There will be internal and external stakeholders
    • Failure in identification of right stakeholder will result in wrong schedules and raise in cost.
    • Manage stakeholder expectations is one of the major role of Project Manager
    • Includes:
      • Customers/users – those who will directly utilize the project’s product
      • Sponsors – those who will finance the project. Sponsor champions the project once it is conceived first and the time of initial scope and project charter. Serves as a spokesman to get support from higher level management. Sponsor need to handle issues which are beyond project manager’s control. Sponsor authorizes changes in scope, phase-end reviews, go/no-go decisions for high risks.
      • Portfolio Managers
      • Program Managers
      • Project Management Office – Provide 2) administrative support on policies, methodologies and templates, 2) training, mentoring, coaching of project managers 3) project support, guidance and training on management of projects and tools, 4) resource alignment 5) centralize communication between managers, sponsors, and other stakeholders
      • Project Managers – requires flexibility, good judgment, strong leadership and negotiation skills and must possess good knowledge of project management practices. His responsibilities include: 1) Develop project management plan and other related plans 2) Keeping the project in track 3) Identifying, monitoring and responding to risk, 4) Provide accurate and timely reports 5) act as a lead person for communication with stakeholders.
      • Project Team – Comprised of PM, team and others who may not be involved with management.
      • Functional Managers – Accounting, HR, finance etc. They give subject matter expertize
      • Operations management – R&D, design, manufacturing, provisioning, testing, maintenance
      • Sellers/business partners –
  • Organizational Structure
    • Matrix organizations are a blend of functional and projectized behaviors
    • Weak matrix is more of a functional organization
    • Project manager’s role = co-coordinator OR expeditor
    • Strong matrix provide more value for project managers
  • Organizational Process Assets
    • Updating OPA is the responsibility of team members
    • Process and procedures
      • Standard processes, standard produce and project life cycles, quality policies and procedures
      • Standardized guidelines, work instructions, proposal evaluation criteria and performance measurement criteria,
      • Templates
      • Guidelines and criteria for tailoring the organization’s set of standard processes to satisfy needs of the project
      • Organization communication requirements
      • Project closure guidelines
      • Financial control procedures
      • Issue and defect management procedures
      • Change control procedures
      • Risk control procedures
      • Procedures for prioritizing, approving, and issuing work authorizations
    • Corporate knowledge base
      • Process measurement databases used to collect and make available measurement data on processes and products
      • Project files
      • Historical information and lessens learned
      • Issue and defect management database
      • Configuration management knowledge base
      • Financial databases