High-Tech Yuga

Capability-based planning (CBP) is a business planning technique that helps organizations focus on activities that meet their goals and objectives.  It's a business-driven process that involves planning, engineering, and delivering strategic business capabilities. CBP can help businesses allocate resources more efficiently by identifying areas that need investment and reallocating resources accordingly.  It can also help organizations determine the highest priority capabilities they need to develop and related initiatives.

Residual risk is the level of risk that remains after all possible measures have been taken to mitigate or eliminate a particular risk. It is the risk that an event will still occur despite the implementation of risk management controls or strategies. Residual risk example in banking: Inability to clear debt Risk of a loan applicant losing their job Guarantor's refusal or delay to pay Here are some steps organizations can take to address residual risk: Identify requirements: Determine relevant governance, risk, and compliance requirements. Evaluate controls: Assess the strengths and weaknesses of the organization's control framework. Acknowledge risks: Recognize existing risks. Define risk appetite : Determine the organization's risk tolerance level. Implement recovery strategies: Conduct recovery exercises that are realistic and rigorous. Transfer risk: Shift the potential loss from an adverse outcome to a third party, such as through purchasing insurance. Accept risk:

 The Bucket System is an Agile estimation technique that uses predefined buckets to group tasks or user stories by size, complexity, or effort.  Each bucket represents an estimate range, such as small, medium, or large.  The Bucket System is a group activity that helps align the team's understanding of work effort and complexity.  It's a good technique for quickly estimating a large number of items with a medium to large group of people. The effort of small, medium, or large bucket size arrived by team based on T-shirt sizing, PERT estimation or Planning Poker. Each bucket represents a level or an estimate range (e.g., small, medium, large). The team compares user stories to one another and places them into the appropriate buckets. This process is a group activity, promoting discussions and aligning the team's understanding of work complexity and effort. To use the Bucket System: Set up a row of cards, or buckets, with values in the Fibonacci sequence or other methods Pres

 T-Shirt sizing is a simple yet effective technique used in Agile project management to estimate the effort or complexity of tasks. Instead of using precise numbers, teams categorize tasks into T-shirt sizes (such as Small, Medium, Large, etc.) based on their relative size or complexity. Here’s how it works: Assigning T-Shirt Sizes : Each task or user story is assigned a T-shirt size (e.g., XS, S, M, L, XL, XXL). These sizes represent a range of effort or complexity. For example: Small (S) : Quick and easy tasks. Medium (M) : Moderate effort or complexity. Large (L) : More involved tasks. Extra Large (XL) : Very complex or time-consuming tasks. Relative Estimation : T-Shirt sizing focuses on relative estimation rather than precise numbers. Team members compare tasks to each other and decide which size best fits. It allows for multidimensional thinking beyond just time estimates.

Introduction: Before the commencement of any project activity, accurate and meaningful time estimates are essential. Project teams must come up with quality and accurate estimation techniques to ensure successful project execution. One such proven method is the Program Evaluation and Review Technique (PERT).  In this article, we’ll delve into PERT, complete with examples, to give you a clear understanding of what it entails.  What is PERT? PERT, fully known as the Program Evaluation and Review Technique , was created by the US Navy in the 1950s.  Initially developed for a Ballistic Missile project involving thousands of contractors, PERT has since been used in many large projects. It is a tool used to handle big projects or programs that entail a series of activities.  PERT helps analyze project activities, determine their sequential arrangement, and work out the required time to complete all tasks. The critical path, often known as PERT analysis, plays a crucial role in this methodolo

 The Definition of Done (DoD) in Scrum is a formal description of the state of an Increment when it meets the quality measures required for the product. Think of it as all the necessary ingredients for an Increment to be considered complete. Just as the Sprint Goal represents the commitment by the Developers for the Sprint Backlog, and the Product Goal represents the commitment by the Product Owner for the Product Backlog, the Definition of Done is the commitment by the Developers for the Increment. It includes all the characteristics and standards that an Increment must meet to be released. Once the Definition of Done is satisfied, the Increment is considered “Done” and can be delivered. This transparency ensures that everyone shares a common understanding of the work completed and the standards met as part of the Increment. If a Product Backlog Item does not meet the Definition of Done, it cannot be released yet. The Definition of Done may include organizational standards or be tailo

Scenario: Team Missed Sprint Goals Challenge: A development team consistently missed its sprint goals, leading to frustration and a drop in morale. Team members felt overwhelmed by the workload and struggled to communicate effectively. Retrospective Insights: During the retrospective, team members openly discussed their challenges and frustrations. They identified bottlenecks in communication, unclear priorities, and unrealistic expectations. The team realized that individual workloads were not evenly distributed, causing burnout for some members. Lessons Learned: Effective Communication Matters: The team recognized the importance of clear communication. They committed to regular stand-up meetings, where everyone shared progress, blockers, and priorities. Balancing Workloads: The retrospective highlighted the need to distribute tasks more evenly. They decided to monitor workloads and adjust assignments accordingly. Setting Realistic Goals: The team acknowledged that setting achievable

 Here are some tips for delivering a project within budget: Set a realistic budget Define the project's scope and necessary resources, and create a budget that's realistic. Cost estimate Segment the project into smaller tasks and milestones to plan how to use resources and provide clarity. Divide the project plan Break down the project into tasks to avoid late deliverables and over-budget projects. Monitor progress Regularly track the project's progress to identify and prevent cost overruns. Use progress reports to compare actual costs to the budget. Anticipate and revise changes Communicate with stakeholders to identify and assess risks, and assign owners to each risk. Consider different scenarios Estimation can be difficult for complex projects with many potential outcomes. Tracking: Tracking time spent on tasks, Tracking expenses per project, and Using project management software. Use Historical Data Your project is likely not the first to try and accomplish a specific o

 Budget at Completion (BAC) is the total estimated cost of a project after it's completed, including all allocated budgets and any remaining budget. It's a key factor in client project planning, helping to understand the total expected expenses. BAC is established early in the contract at the control account level and can be rolled up and reported at any level of the Work Breakdown Structure (WBS). Planned Value = (Planned % Complete) X BAC (Budget at Completion) Example: Project cost (BAC): 100,000 USD Project duration: 12 months Time elapsed: 6 months Percent complete: 50% (as per the schedule) = 50% of BAC = 50% of 100,000 = (50/100) X 100,000 = 50,000 USD Therefore, the project’s Planned Value (PV) is 50,000 USD. Earned Value = % of completed work X BAC (Budget at Completion) Example: Project cost (BAC): 100,000 USD Project duration: 12 months Time elapsed: 6 months Percent complete: 40% (as per current status) = 40% of BAC = 40% of 100,000 = (40/100) X 100,000 = 40,000 US

Heathcare Architecture Diagram

Understand your on premise cost: Its’ important to accurately understand your current cost in order to know how to plan and build your migration model for optimal cost efficiency Cost Constraints: Migration Investment Overview: