QESP Meetings
Webinar: Estimating an Agile Project
Presented by David Cleary, CHARISMATEK Software Metrics
Down The Drain: How To Avoid Wasted Effort & Boost Your ROI From Process Improvement
Presented By James Kelly, CEO, Zenkara.com
What They Don’t Teach You About Software at School: Be Smart!
Presented by Dr. Ivar Jacobson, father of components and component architecture, use cases, aspect-oriented software development, the Unified Modelling Language and the Rational Unified Process.
Scope Management for Adults - A 12-Step Program for ICT Projects
Proven 12-step program for ICT projects that is customer centric, fair to suppliers, and creates a cohesive project management environment. Building on the success of two acclaimed concepts: southernSCOPE at the Victorian Government in Australia, and northernSCOPE from the Finnish Software Measurement Association (FiSMA).
Effective IT Organisations
IT Organisations face a variety of challenges. They must balance the completion of scheduled requests such as Enhancements and Projects while responding to a wide variety of unscheduled requests to solve problems or provide consultation services. The combination of scheduled and unscheduled service requests, changing business priorities, inadequate documentation, and the lack of IT service management processes and tools makes it difficult to manage commitments and deliver value to the business. This presentation discusses the challenges that impact the effectiveness of IT organisations and presents solutions to address common issues.
The true essence of Lean/Kaizen - gaining benefits from the effective use of Lean principles in the I.T./software industry
I.T. costs often represent the largest non-direct type of expenditure in a company Companies spend between 2% to 9% of annual revenues on I.T. depending on industry type. The average spend is between 2% and 5%. 53% of I.T. projects had overrun their schedule and budget, 31% of I.T. projects were cancelled and the average overrun on projects was 222% of the original estimate – Standish Group study on I.T. in corporates A scant 16% of projects were completed within the original timeframes and budget considerations – Standish Group study on I.T. in corporates
Metrics - What you do not know, you can not measure
While this is an old adage, there are still many organisations, which still do not have a proper metrics program in place, or use these metrics incorrectly. A proper metrics system used in the correct way is a very powerful tool in the hands of any Executive Manager and its appropriate use delivers many benefits for an organisation. This presentation will provide information about:
Best Practices Under the Lamplight
Barry Boehm once criticized the focus of much of the thinking in software field relating it to the old joke about a drunk who is seen crawling around under a street lamplight. In the joke, a Police Officer comes up to the drunk and asked him what he thought he was doing. The drunk replied that he lost his car keys outside the nearby pub. When the officer then asks him why he’s looking for the keys at this spot, which was down the street from the pub, the drunk replies: "Because the light is better over here."
Software Quality/Metrics Implications of ISO/IEC 20000 IT Service Management (AGM)
According to Gartner, “the new ISO/IEC 20000 standard is set to become a cornerstone for improving the management of external service providers.”
SIX SIGMA – It's not the tools that make the difference
This presentation provides a fact-based assessment of the key Lean and Six Sigma tools used across the 140-plus projects so far completed in the Commonwealth Bank Lean Six Sigma program, CommWay, then identifies the five critical success factors that have “made the difference” in terms of the program’s success. The presentation is designed to provide practical and actionable ideas for process improvement programs in companies ranging in size from 3 to 30,000 people.
Enterprise Architecture
The August Newsletter features a well-publicised software disaster (the FBI's Virtual Case File), where lack of an enterprise architecture was a key contributor to failure.
But what actually IS enterprise architecture? Is it just the latest ‘silver bullet’ or something we always did, dressed in new clothes? And how much of it is necessary for success? Would the FBI have actually achieved a better result by spending 2 years on Enterprise Architecture before they started development, or would 2 weeks be enough?
Quality outcomes for Westpac Corporate Clients
Westpac's Corporate Online channel is a market leader in delivering a web based solution for high end business, corporate and institutional customers. It provides a full range of easy to use administration, accounts, receipts and payments services.
Over the last few years, there has been increasing pressure to deliver more functionality in less time - creating challenges to the traditional development approach used by Stakeholders, business and IT. A new way of doing things was needed for 2006.