HCID 2012 - Giles Colborne

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City University London

Technologie Business

Driven to distraction
@gilescolborne

http://www.flickr.com/photos/bartvandijk/4362990052/
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http://www.flickr.com/photos/stepnout/2550739848/ 2

Worldwide sales (millions)

800
You are here
600

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0
2005 2006 2007 2008 2009 2010 2011E 2012E 2013E

Desktops & Notebooks Smartphones & Tablets

Source: Morgan Stanley 4

50+

40-49

30-39

20-29

0% 25% 50% 75% 100%

5 or fewer items 6 or more items

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Add this option
You can remove it later

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A simple plan?

• Minimise distractions
• Focus
• Increase motivation
• Decrease pressure
• Facilitate recovery
35

K Press a key on the keyboard 0.20 seconds
P Point the mouse to an object 1.10 seconds
B Button press (mouse) 0.10 seconds
H Hand from keyboard to mouse 0.40 seconds
M Mental preparation 1.20 seconds
W User waiting for the system to respond

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การบรรยายพิเศษเรื่อง.... ภาวะเศรษฐกิจไทยปัจจุบันและแนวโน้มในอนาคต บรรยายโดย...รศ. ดร. ถวิล นิลใบ คณะเศรษฐศาสตร์ มหาวิทยาลัยรามคำแหง ณ วิทยาลัยการทัพบก กรุงเทพฯ ใน 25 ธ.ค.55 เวลา 0800 - 1200 น.

บรรยายภาวะเศรษฐกิจวิทยาลัยกองทัพบก 25 ธันวาคม 2555

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Code PaLOUsa rendition of Velocity is NOT the Goal. Velocity is one of the most common metrics used—and one of the most commonly misused—on agile projects. Velocity is simply a measurement of speed in a given direction—the rate at which a team is delivering toward a product release. As with a vehicle en route to a particular destination, increasing the speed may appear to ensure a timely arrival. However, that assumption is dangerous because it ignores the risks with higher speeds. And while it’s easy to increase a vehicle’s speed, where exactly is the accelerator on a software team? Michael “Doc" Norton walks us through the Hawthorne Effect and Goodhart’s Law to explain why setting goals for velocity can actually hurt a project's chances. Take a look at what can negatively impact velocity, ways to stabilize fluctuating velocity, and methods to improve velocity without the risks. Leave with a toolkit of additional metrics that, coupled with velocity, give a better view of the project's overall health.

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Project Description: You know that the first step in this project was to obtain approval from the board, but first the proposal would have to be finalized including a budget and risk management concerns. Once the board approved the proposal, selecting a component supplier and ordering the drilling equipment could commence. Hiring a certified drilling supervisor and recruitment of the volunteer team could also be initiated upon board approval. Once a component supplier is selected, the well components could be ordered which will then be packaged along with the drilling equipment to be jointly transported to Africa. After the shipment arrives in Africa, another non-profit organization will coordinate the assembly of the well components and test the drilling equipment to ensure everything is ready to go. After this, the partnering organization would also coordinate transporting the assembled well components to the planned well sites. After the volunteer team’s recruitment is complete, the certified drilling supervisor would train the volunteers just prior to travelling together to Africa. Only after the volunteers have arrived and the assembled components have been transported to the planned well sites could the drilling of 100 water wells commence. Rather than shipping the drilling equipment back to Canada, the organization plans to transfer the equipment to a local non-profit organization after the 100 wells have been drilled. Only after all the above activities were completed could the volunteer team travel back and the project audit report be started. In addition to charitable organization financial reporting requirements, the organization plans to document the lessons learned from the project into a formal project audit report as they are interested in conducting similar projects in the future. In preparation for the upcoming board meeting, you have researched the required activities and determined an estimated cost for each activity along with the activity’s estimated completion time. The list also includes estimated crash costs and crash times, in the event it would be necessary to accelerate a specific activity.

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