7 十二月 2014
3 九月 2014Navigating the intricacies of office politics can often feel like walking through a minefield. However, developing a keen political IQ can not only help you survive but thrive in your professional environment. Here’s how to smarten up your game and make the most out of your work relationships.
Before you can even think about manoeuvring through the maze of office politics, you need to have a clear idea of where you want to go. What are your career goals? What milestones do you need to hit along the way? Understanding your ambitions will give you a roadmap to navigate through the complexity of the workplace.
10 四月 2012Download link : Risk Assessment Checklist
Risk Assessment Checklist
Project Name:
Project Code:
Program Manager:
Project Manager:
Engineering Process Requirements
| Item | Yes | No | NA | Remarks |
|---|---|---|---|---|
| Stability | ||||
| Are the requirements stable? | ||||
| Are the external interfaces changing? | ||||
| Completeness | ||||
| Are there requirements you know should be in the specification but aren’t? | ||||
| (IF Yes) Will you be able to get these requirements into the system? | ||||
| Does the customer have unwritten requirements/expectations? | ||||
| Are the external interfaces completely defined? | ||||
| Clarity | ||||
| Are you able to understand the requirements as written? | ||||
| There are no ambiguities or problems of interpretation? | ||||
| Validity | ||||
| Are there any requirements that may not specify what the customer really wants? | ||||
| Do you and the customer understand the same thing by the requirements? | ||||
| How do you validate the requirements? | ||||
| Feasibility | ||||
| Are there any requirements that are technically difficult to implement? | ||||
| Precedent | ||||
| Do requirements specify something never done before, or that your company has not done before? | ||||
| Scale | ||||
| Is the system size and complexity a concern? |
Page 1 of 10 Version No.1.0 / Date: 21-01-2012 Working Copy If Printed
11 十一月 2011Download the Guide: Order to Cash PDF Guide
Order-to-Cash, often abbreviated as OTC, is an essential business process that starts when a customer places an order and ends when the payment is received and recorded. It encompasses a series of steps like order creation, fulfillment, invoicing, and payment collection. Let’s break it down into these seven key sub-processes:
The OTC process is crucial for many businesses because it represents the entire customer experience, from initial contact to final payment. Companies often use ERP systems like SAP to streamline this process. These systems not only automate various tasks but also perform essential functions like credit checks, availability checks, and so on.
1 十月 2011Download Link : scrum-tmpl-100212
1 十月 2011Download Link : proposal-template.doc
<Highlight the RFP / Solicitation identification number and a brief introduction to the document>
1 十月 2011Download Link : Proposals and Contracts Procedure_1
Version 1.0
| S.No | Description | Version No | Requested By | Authorised By |
|---|---|---|---|---|
| 1. | Initial | 1.0 | NA |
Objectives
The objective of this procedure is to define and establish the process of generating and submitting proposals, and of reviewing and finalizing contracts.
Scope
The scope of this procedure applies to all proposals submitted to prospects and contracts finalized with the customers.
References
Outstanding Issues
1 十月 2011Download link : sample issue tracker spreadsheet
4 四月 2011Learning from your own experiences is priceless. We’ve all made our share of blunders, myself included. While sharing tales of our missteps might provide some comic relief, the real value lies in the lessons learned. You don’t forget a mistake when you’ve had to deal with its consequences.
Speaking from firsthand observation, it’s not uncommon for developers to roll out code live, often hastily, to meet pressing business deadlines. The urgency tends to outweigh any considerations for the potential havoc it could wreak on a production environment. These situations occur more often than you might think.
2 一月 2011As a project manager, I’ve seen the freemium model become increasingly popular in the software development community. The idea is simple: offer a basic version of your product for free, and then charge for premium features or additional functionality. This model has worked well for some companies, but I believe it’s a risky proposition for most startups.
Here are a few reasons why:
It’s difficult to attract enough users to generate a reliable revenue stream. In the crowded app and webapp space, it’s getting harder and harder to stand out from the crowd. Even if you do manage to attract a large number of users, it’s no guarantee that they’ll be willing to pay for your premium features. It’s difficult to get users to upgrade to a premium plan. Once users have gotten used to getting your product for free, they may be reluctant to pay for it, even if they’re getting a lot of value from it. It’s difficult to provide good customer support. When you have a large number of free users, it can be difficult to provide them with the level of customer support they need. This can lead to negative reviews and a poor user experience. I believe that startups are better off focusing on building a fantastic product and charging for it. This may seem counterintuitive, but it’s actually the best way to ensure long-term success.