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  • Apartment management software. Apartment accounting software FREE.

    - by Jay Kinker
    Originally posted on: http://geekswithblogs.net/JayKinker/archive/2014/08/13/apartment-management-software.-apartment-accounting-software-free.aspx How are you managing your society today? How about bill generation & collection or socializing at your housing society?   Check out the all new online and offline services to manage your society. Online management and accounting software for housing society is free now. Get your housing society or neighbourhood online today for FREE.   Get a new amenity at your society today!   Societyhive services: www.societyhive.com Societyhive helpdesk: www.societyhive.com/helpdesk   Helpdesk is a free service to provide legal and management advice for societies. Do let me know if you have any feature request you’d want to see at Societyhive.

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  • Agile sysadmin and devops - How to accomplish?

    - by Marco Ramos
    Nowadays, agile systems adminitration and devops are some of the most trending topics regarding systems administration and operations. Both these concepts are mainly focused on bridging the gap between operations/sysadmins and the projects (developers, business, etc). Even if you never heard of the devops concept, I'm sure that this topic is your concern too. So, what tools and techniques do you use to accomplish devops in you companies? I'm particularly interested in topics like change management, continous integration and automatization, but not only. Please share your thoughts. I'm looking forward to read your answers/opinions :)

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  • Agile Executives

    - by Robert May
    Over the years, I have experienced many different styles of software development. In the early days, most of the development was Waterfall development. In the last few years, I’ve become an advocate of Scrum. As I talked about last month, many people have misconceptions about what Scrum really is. The reason why we do Scrum at Veracity is because of the difference it makes in the life of the team doing Scrum. Software is for people, and happy motivated people will build better software. However, not all executives understand Scrum and how to get the information from development teams that use Scrum. I think that these executives need a support system for managing Agile teams. Historical Software Management When Henry Ford pioneered the assembly line, I doubt he realized the impact he’d have on Management through the ages. Historically, management was about managing the process of building things. The people were just cogs in that process. Like all cogs, they were replaceable. Unfortunately, most of the software industry followed this same style of management. Many of today’s senior managers learned how to manage companies before software was a significant influence on how the company did business. Software development is a very creative process, but too many managers have treated it like an assembly line. Idea’s go in, working software comes out, and we just have to figure out how to make sure that the ideas going in are perfect, then the software will be perfect. Lean Manufacturing In the manufacturing industry, Lean manufacturing has revolutionized Henry Ford’s assembly line. Derived from the Toyota process, Lean places emphasis on always providing value for the customer. Anything the customer wouldn’t be willing to pay for is wasteful. Agile is based on similar principles. We’re building software for people, and anything that isn’t useful to them doesn’t add value. Waterfall development would have teams build reams and reams of documentation about how the software should work. Agile development dispenses with this work because excessive documentation doesn’t add value. Instead, teams focus on building documentation only when it truly adds value to the customer. Many other Agile principals are similar. Playing Catch-up Just like in the manufacturing industry, many managers in the software industry have yet to understand the value of the principles of Lean and Agile. They think they can wrap the uncertainties of software development up in a nice little package and then just execute, usually followed by failure. They spend a great deal of time and money trying to exactly predict the future. That expenditure of time and money doesn’t add value to the customer. Managers that understand that Agile know that there is a better way. They will instead focus on the priorities of the near term in detail, and leave the future to take care of itself. They have very detailed two week plans with less detailed quarterly plans. These plans are guided by a general corporate strategy that doesn’t focus on the exact implementation details. These managers also think in smaller features rather than large functionality. This adds a great deal of value to customers, since the features that matter most are the ones that the team focuses on in the near term and then are able to deliver to the customers that are paying for them. Agile managers also realize that stale software is very costly. They know that keeping the technology in their software current is much less expensive and risky than large rewrites that occur infrequently and schedule time in each release for refactoring of the existing software. Agile Executives Even though Agile is a better way, I’ve still seen failures using the Agile process. While some of these failures can be attributed to the team, most of them are caused by managers, not the team. Managers fail to understand what Agile is, how it works, and how to get the information that they need to make good business decisions. I think this is a shame. I’m very pleased that Veracity understands this problem and is trying to do something about it. Veracity is a key sponsor of Agile Executives. In fact, Galen is this year’s acting president for Agile Executives. The purpose of Agile Executives is to help managers better manage Agile teams and see better success. Agile Executives is trying to build a community of executives that range from managers interested in Agile to managers that have successfully adopted Agile. Together, these managers can form a community of support and ideas that will help make Agile teams more successful. Helping Your Team You can help too! Talk with your manager and get them involved in Agile Executives. Help Veracity build the community. If your manager understands Agile better, he’ll understand how to help his teams, which will result in software that adds more value for customers. If you have any questions about how you can be involved, please let me know. Technorati Tags: Agile,Agile Executives

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  • Case Management Patterns with Oracle Unified Business Process Management Suite

    - by Ajay Khanna
    Contributed by Heidi Buelow, Oracle Product Management Case Management was a hot topic all week at Oracle OpenWorld so I was excited to share our current features and upcoming plans at the session Thursday morning on Case Management Patterns with Oracle Unified Business Process Management Suite.  My colleague, Ravi Rangaswamy, the Case Management Development Manager, and I, Heidi Buelow, the Case Management Product Manager, discussed case management use case patterns with an interested audience.  We also talked about the current BPM Suite offering for Case Managment and showed a demo of our upcoming release where Case Management becomes a first class component in a BPM composite application. Case Management use case patterns cover a wide range of horizontal applications such as Accounts Payable, Dispute Resolution, Call Center, Employee OnBoarding, and many vertical applications in domains and industries such as Public Sector services, Insurance claims, and Healthcare.  Really, it is any use case where the resolution of a request may require a knowledge worker making decisions using experienced judgement in the current situation.  This allows for expidited care and customer satisfaction, both being highly valued for consumer loyalty, regulatory compliance, and efficient resolution. Today, BPM Suite provides the tools for creating Case Management applications using BPMN 2.0, Business Rules, and rich BAM and Case Analytics.  The Process Composer provides the agility to change rules and processes by the business users.  The case manager and case workers have the flexibilty they need.  With integrated content management and the concept of a BPM Process Spaces instance (case) space, the current release enables case management use case applications. In the next release, Case Management becomes a first class component. By this, we mean, Case is a separate component in the composite.  We are adding case attributes such as milestones, case events, case stakeholders, and more, providing a rich toolset for the use cases that require a flexible Case Management approach.  Activites become available according to the conditions that you specify and information can be protected by permissions indicated.  In BPM Studio, you design a Case and associate all of the attributes and activities that are needed, yet, at runtime you have the flexibility to add and change these as needed. We enjoyed sharing Case Management and it was well received by the audience.  The presentation is available online and we have viewlets of the demo that will be available at release time.

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  • How can you plan long range resources and budgets when using Agile methodology?

    - by Mystere Man
    Agile does not encourage a lot of up-front design. This is good from a requirements management and software development standpoint, and allows the project to adapt to changing business needs. However, how does one do any long range planning of resources if you don't really know what you're going to build when you start? Oh sure, you have a conceptual model of what you're going to build, but you don't have any measurable detail from which to gague how many resources you will need to complete the project, or how much it will cost. Does anyone have any suggestions on how to go about long range planning in an agile environment?

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  • Better Agile Retrospectives

    - by thycotic
    David has posted about the Agile Retrospectives book and his experiences.  Incremental change is fundamental to so many agile practices (probably the most important in my opinion) – and retrospectives are the best way to foster discussion and prompt change.  The problem is how to get everyone involved in the process.   Jonathan Cogley is the CEO of Thycotic Software, an agile software services and product development company based in Washington DC.  Secret Server is our flagship enterprise password vault.

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  • How to sell Agile development to clients [on hold]

    - by Sander Marechal
    Our development shop would really like to do more agile projects but we have a problem getting clients on board. Many clients want a budget and a deadline. It's hard to sell a client on an agile project when our competitors do come up with waterfall-based fixed deadlines and fixed prices. We know their fixed numbers are bad, but the client doesn't know that. So, we end up looking bad to the client because we can't fix the price or a deadline but our competitors can. So, how can you get your sales force to successfully sell a project that uses agile development methods, or a product that is developed using such methods? All the information I found seems to focus on project management and developers.

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  • How to sell Agile development to (waterfall) clients

    - by Sander Marechal
    Our development shop would really like to do more agile projects but we have a problem getting clients on board. Many clients want a budget and a deadline. It's hard to sell a client on an agile project when our competitors do come up with waterfall-based fixed deadlines and fixed prices. We know their fixed numbers are bad, but the client doesn't know that. So, we end up looking bad to the client because we can't fix the price or a deadline but our competitors can. So, how can you get your sales force to successfully sell a project that uses agile development methods, or a product that is developed using such methods? All the information I found seems to focus on project management and developers.

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  • Evolutions in Agile development field

    - by Samuel
    I recently pull up from under ten inches of dust one of my agile book. The book is now six years old; published in 2008. I prefer to keep it anonymous preventing to create a guerrilla of which one will yielded the best book about this subject. For that, I'm totally able to do a simple search from Amazon or Gooble to find the best book. I seen a couple of books about agile released in the last 2-3 years and I'm wondering if it will be a good investment to buy a more recent book than my old one. I mean, is there any great advancements in the last few years in the world of agile that worth to buy a more recent book? Thank you.

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  • Rewriting software using Agile methodologies

    - by Asier
    Suppose you have to rewrite an entire application using Agile methodologies, how would you do it? I guess you could write a big bunch of user stories based in the behavior of your current system. And then implement them in small iterations. But this wouldn't mean that we have the requirements UP FRONT?? Also, when would you start releasing? Agile says we should release early and often, but it doesn't make much sense to release before the complete rewrite has been completed. Anybody has used Agile before to rewrite software? How did you do it?

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  • VS2010: Warning on add project reference to Silverlight project from .NET project

    - by nlawalker
    In VS2010, Silverlight 4, .NET 4, I've got a WCF service and a Silverlight app, and Silverlight is accessing the class not with Add Service Reference but by sharing the contract. Naturally, this means I have the contract in a Silverlight class library, and the service has a project reference to that library. Strangely, this results in a /!\ icon on the reference, and a warning: The project 'SilverlightClassLibrary1' cannot be referenced. The referenced project is targeted to a different framework family (Silverlight) However, the reference works fine (I can use the interface in my Silverlight app) and builds fine. Is this a bug? My guess is yes, since the warning is lying and also goes away if you add an assembly reference instead of a project reference. I filed a bug and there's more info here as well.

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  • Advice on Project Management Software?

    - by Zenph
    I was wondering, does anybody work as part of a team, or as a project manager who highly recommends a certain project management solution (self-hosted or otherwise) ? Ideally I want something where I can manage the entire project, and also manage the financial side of things too. Should also add a few other things: notifications for team members for individual projects version control integration (like codebase) real time collaboration like chat

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  • How to deal with project managers who micromanage?

    - by entens
    Perhaps I'm just naive, but when I try to decipher the wall of tasks I'm targeted to do over the course of a week, I just can't help but think whoever builds the project schedule needs to get some remedial training on basic project management. For example, I am assigned 13 tasks today, the shortest lasting .13 days (default time metric in Microsoft Project), and the longest lasting .75 days. I can't help but think that it is blatant micromanagement scheduling projects in sub 10 minute intervals. The effects of management are becoming evident in slipped tasks, resource assignment exceeding capacity by a factor of two at some points in time, and spending more time clearing tasks and figuring out what comes next than actually doing work. How can I convince the project manager to create tasks with larger duration and to see the larger picture?

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  • Numerous Unexpected Obstacles Ruining any Project Plans

    - by Libor
    I am working as software developer and struggling with this problem time and time again for almost thirteen years. There seems not to be any way out of the following problem. And it happens with small projects as well. For example, I plan to write an extension for Microsoft Visual Studio. I dowload learning materials, get some book on the topic and allocate time for learning and development. However, during the development, many seemingly trivial problems arise, for example: Why the script refuses to delete the file? Why Visual Studio does not register the extension? (after two days) OK, it registers it, but now it got broken. How to fix it? each of these "small" obstacles usually take 1-5 days to resolve and the project finally consumes several times more man-hours than planned. Maybe it happens only because I am working on Microsoft platform and many of their Frameworks and architectures are bit confusing and badly documented. I would like to have most problems resolved by finding answer in a book or official documentation (MSDN), but the only answer I usually find is on some weird forum or personal blog googled after desperately searching for any relevant information on the topic. Do you have the same struggles? Do you have techniques on how to prevent these problems? I was thinking of simply multiplying projected time for a given project by some factor, but this does not help. Some projects get done briskly and some take months and the guiding factor here are these small "glitches" which take programmers whole weeks to resolve. I have to admit that lots of these obstacles demoralizes me and drains me of focus and joy of work (who likes to get back to work when he have to resolve some stupid registry problem or weird framework bug instead of doing creative work?) After the project is finally done, I am feeling like dying from thousand cuts.

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  • How to charge in agile iterative approach?

    - by user1620696
    I have a doubt about budgeting when working with agile iterative approach. If I understood well, in agile at the end of each iteration we have usable product, so we have some of the requirements met and then some part of the software will be already working. How do we charge for our work in this methodology? Do we charge per iteration, i.e. charge per major requirements being met, or just charge the customer when the software is indeed finished and then receive for everything at once?

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  • Making Agile and DevOps methodology compatible with PCI requirements

    - by kenchew
    Would like to hear from those working in a PCI compliance environment and is practicing agile development and devops methodology, how you maintain compliance with PCI requirements. Specifically, what do you do to address: separation of duties between development/test and production alignment of continuous integration / deployment and change control alignment of agile stories to requirement documentation

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  • Are dynamic languages at disadvantage for agile development?

    - by Gerenuk
    From what I've read agile development often involves refactoring or reverse engineering code into diagrams. Of course there is much more than that, but if we consider the practices that rely on these two methods, are dynamically typed languages at disadvantage? It seem static typing would make refactoring and reverse engineering much easier? Refactoring or (automated) reverse engineering is hard if not impossible in dynamically typed languages? What does real world projects tell about usage of dynamically typed languages for agile methodology?

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  • I've inherited 200K lines of spaghetti code -- what now?

    - by kmote
    I hope this isn't too general of a question; I could really use some seasoned advice. I am newly employed as the sole "SW Engineer" in a fairly small shop of scientists who have spent the last 10-20 years cobbling together a vast code base. (It was written in a virtually obsolete language: G2 -- think Pascal with graphics). The program itself is a physical model of a complex chemical processing plant; the team that wrote it have incredibly deep domain knowledge but little or no formal training in programming fundamentals. They've recently learned some hard lessons about the consequences of non-existant configuration management. Their maintenance efforts are also greatly hampered by the vast accumulation of undocumented "sludge" in the code itself. I will spare you the "politics" of the situation (there's always politics!), but suffice to say, there is not a consensus of opinion about what is needed for the path ahead. They have asked me to begin presenting to the team some of the principles of modern software development. They want me to introduce some of the industry-standard practices and strategies regarding coding conventions, lifecycle management, high-level design patterns, and source control. Frankly, it's a fairly daunting task and I'm not sure where to begin. Initially, I'm inclined to tutor them in some of the central concepts of The Pragmatic Programmer, or Fowler's Refactoring ("Code Smells", etc). I also hope to introduce a number of Agile methodologies. But ultimately, to be effective, I think I'm going to need to hone in on 5-7 core fundamentals; in other words, what are the most important principles or practices that they can realistically start implementing that will give them the most "bang for the buck". So that's my question: What would you include in your list of the most effective strategies to help straighten out the spaghetti (and prevent it in the future)?

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  • I can't see how a mature agile team requires any *management*?

    - by ashy_32bit
    After a recent heated debate over Scrum, I realized my problem is that I think of management as a quite unnecessary and redundant activity in a fully agile team. I believe a mature Agile team does not require management or any non-technical decision making process of whatsoever. To my (apparently erring) eyes it is more than obvious that the only one suitable and capable of managing a mature development team is their coach (and that being the most technically competent colleague with proper communication skills). I can't imagine how a Scrum master can contribute to such a team. I am having a great difficulty realizing and understanding the value of such things as Scrum and manager as someone who is not a veteran developer but is well skilled in planning the production cycles when a coach exists in the team. What does that even mean? How on earth someone with no edge-skills of development can manage a highly technical team? Perhaps management here means something else? I see management as a total waste of time and a by-product of immaturity. In my understanding a mature team is fully self-managing. Apparently I'm mistaken since many great people say the contrary but I can't convince myself.

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  • A project idea for project ideas!?

    - by Auxiliary
    First take a look at this question which I asked a few months ago. I still can't find a place where programmers and computer specialists can discuss their projects and ideas. I found OpenHatch.com. It's good but not sufficient, it's only for open-source projects and is not really a place to discuss ideas. OK, so here's an idea, Why don't we make one? The question is do you think there is a need for such a social programmer's lounge? A place where they can discuss their ideas? Do you think it's worth the time and money to start such a website? Do you think it has the potential of getting enough traffic to keep it alive? Many thanks

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  • Identity Management Monday at Oracle OpenWorld

    - by Tanu Sood
    What a great start to Oracle OpenWorld! Did you catch Larry Ellison’s keynote last evening? As expected, it was a packed house and the keynote received a tremendous response both from the live audience as well as the online community as evidenced by the frequent spontaneous applause in house and the twitter buzz. Here’s but a sampling of some of the tweets that flowed in: @paulvallee: I freaking love that #oracle has been born again in it's interest in core tech #oow (so good for #pythian) @rwang0: MyPOV: #oracle just leapfrogged the competition on the tech front across the board. All they need is the content delivery network #oow12 @roh1: LJE more astute & engaging this year. Nice announcements this year with 12c the MTDB sounding real good. #oow12 @brooke: Cool to see @larryellison interrupted multiple times by applause from the audience. Great speaker. #OOW And there’s lot more to come this week. Identity Management sessions kick-off today. Here’s a quick preview of what’s in store for you today for Identity Management: CON9405: Trends in Identity Management 10:45 a.m. – 11:45 a.m., Moscone West 3003 Hear directly from subject matter experts from Kaiser Permanente and SuperValu who would share the stage with Amit Jasuja, Senior Vice President, Oracle Identity Management and Security, to discuss how the latest advances in Identity Management that made it in Oracle Identity Management 11g Release 2 are helping customers address emerging requirements for securely enabling cloud, social and mobile environments. CON9492: Simplifying your Identity Management Implementation 3:15 p.m. – 4:15 p.m., Moscone West 3008 Implementation experts from British Telecom, Kaiser Permanente and UPMC participate in a panel to discuss best practices, key strategies and lessons learned based on their own experiences. Attendees will hear first-hand what they can do to streamline and simplify their identity management implementation framework for a quick return-on-investment and maximum efficiency. This session will also explore the architectural simplifications of Oracle Identity Governance 11gR2, focusing on how these enhancements simply deployments. CON9444: Modernized and Complete Access Management 4:45 p.m. – 5:45 p.m., Moscone West 3008 We have come a long way from the days of web single sign-on addressing the core business requirements. Today, as technology and business evolves, organizations are seeking new capabilities like federation, token services, fine grained authorizations, web fraud prevention and strong authentication. This session will explore the emerging requirements for access management, what a complete solution is like, complemented with real-world customer case studies from ETS, Kaiser Permanente and TURKCELL and product demonstrations. HOL10478: Complete Access Management Monday, October 1, 1:45 p.m. – 2:45 p.m., Marriott Marquis - Salon 1/2 And, get your hands on technology today. Register and attend the Hands-On-Lab session that demonstrates Oracle’s complete and scalable access management solution, which includes single sign-on, authorization, federation, and integration with social identity providers. Further, the session shows how to securely extend identity services to mobile applications and devices—all while leveraging a common set of policies and a single instance. Product Demonstrations The latest technology in Identity Management is also being showcased in the Exhibition Hall so do find some time to visit our product demonstrations there. Experts will be at hand to answer any questions. DEMOS LOCATION EXHIBITION HALL HOURS Access Management: Complete and Scalable Access Management Moscone South, Right - S-218 Monday, October 1 9:30 a.m.–6:00 p.m. 9:30 a.m.–10:45 a.m. (Dedicated Hours) Tuesday, October 2 9:45 a.m.–6:00 p.m. 2:15 p.m.–2:45 p.m. (Dedicated Hours) Wednesday, October 3 9:45 a.m.–4:00 p.m. 2:15 p.m.–3:30 p.m. (Dedicated Hours) Access Management: Federating and Leveraging Social Identities Moscone South, Right - S-220 Access Management: Mobile Access Management Moscone South, Right - S-219 Access Management: Real-Time Authorizations Moscone South, Right - S-217 Access Management: Secure SOA and Web Services Security Moscone South, Right - S-223 Identity Governance: Modern Administration and Tooling Moscone South, Right - S-210 Identity Management Monitoring with Oracle Enterprise Manager Moscone South, Right - S-212 Oracle Directory Services Plus: Performant, Cloud-Ready Moscone South, Right - S-222 Oracle Identity Management: Closed-Loop Access Certification Moscone South, Right - S-221 We recommend you keep the Focus on Identity Management document handy. And don’t forget, if you are not on site, you can catch all the keynotes LIVE from the comfort of your desk on YouTube.com/Oracle. Keep the conversation going on @oracleidm. Use #OOW and #IDM and get engaged today. Photo Courtesy: @OracleOpenWorld

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  • Focus on Identity Management at Oracle OpenWorld12

    - by Tanu Sood
    Heading to Oracle OpenWorld 2012? Then we have Identity Management and relevant sessions all mapped out for you to help you navigate Oracle OpenWorld. Do make use of Focus On Identity Management document online or if you’d like to have a copy handy, use the pdf version instead. In the meantime, here are the 3 must-attend Identity Management sessions for this year: Trends in Identity Management Monday, October 1, at 10:45 a.m., Moscone West L3, room 3003, (session ID# CON9405) Led by Amit Jasuja, this session focuses on how the latest release of Oracle Identity Management addresses emerging identity management requirements for mobile, social, and cloud computing. It also explores how existing Oracle Identity Management customers are simplifying implementations and reducing total cost of ownership. Mobile Access Management Tuesday, October 2, at 10:15 a.m., Moscone West L3, room 3022, (session ID# CON9437) There are now more than 5 billion mobile devices on the planet, including an increasing number of personal devices being used to access corporate data and applications. This session focuses on ways to extend your existing identity management infrastructure and policies to securely and seamlessly enable mobile user access. Evolving Identity Management Thursday, October 4, at 12:45 p.m., Moscone West L3, room 3008, (session ID# CON9640) Identity management requirements have evolved and are continuing to evolve as organizations seek to secure cloud and mobile access. This session explores emerging requirements and shares best practices for evolving your identity management implementation, including the value of a service-oriented, platform approach. For a complete listing of all identity management sessions, hands-on labs, and more, see Focus on Identity Management now. See you at OOW12. 

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  • How is architectural design done in an agile environment?

    - by B?????
    I have read Principles for the Agile Architect, where they defined next principles : Principle #1 The teams that code the system design the system. Principle #2 Build the simplest architecture that can possibly work. Principle #3 When in doubt, code it out. Principle #4 They build it, they test it. Principle #5 The bigger the system, the longer the runway. Principle #6 System architecture is a role collaboration. Principle #7 There is no monopoly on innovation. The paper says that most of the architecture design is done during the coding phase, and only system design before that. That is fine. So, how is the system design done? Using UML? Or a document that defines interfaces and major blocks? Maybe something else?

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  • Calling All Agile Customers-Share Your Stories at the Upcoming PLM Summit

    - by Terri Hiskey
    Now that we've closed the door on another Oracle OpenWorld, planning is in full swing for the next PLM Summit, taking place February 4-6, 2013 in San Francisco, in conjunction with the Oracle Value Chain Summit. This event is a must-attend for all Agile PLM customers. We will be holding five tracks with over forty Agile PLM-focused sessions covering a range of topics and industries. If you'd like to be notified once registration is live for this event, be sure to sign up at www.oracle.com/goto/vcs. CALL FOR PRESENTATIONS: We are looking for some fresh, new customer stories to share with attendees. Read below for descriptions of the five tracks, and the suggested topics that we'd like to hear from customers. If you are interested in presenting at the PLM Summit (and getting a FREE pass to attend if your presentation is accepted!) send me an email at terri.hiskey-AT-oracle.com with: Your proposed session title and the track your session fits into 3-5 bullets of takeaways that attendees will get from your presentation Your complete contact information including name, title, company, telephone number and email The deadline for this call for presentations is Thursday, November 15, so get your submission in soon! PLM Track #1:  Product Insights and Best Practices This track will provide executive attendees and line of business managers with an overview of how Agile PLM has been deployed and used at customers to enable and manage critical product-related business processes including enterprise quality and supplier management, compliance, product cost management, portfolio management, commercialization and software lifecycle management. These sessions will also provide details around how to manage the development and rollout of the solutions and how to achieve and track value. Possible session topics: Software Lifecycle Management Enterprise Quality Management New Product Development Integrated Business Planning ECO effectivity planning Rapid Commercialization             Manage the Design to Release Process for Complex Configured Products PLM for Life Sciences Companies I (Compliant Data Set) PLM for Life Sciences Companies II (eMDR, UDI) Discrete CPG – Private Label Mgmt Cost Management and Strategic Sourcing IP Mgmt in the Semiconductor Industry Implementing the Enterprise Training Record using Agile PLM PLM Track #2: Product Deep Dives & Demos This track is aimed at line of business  and IT managers who would like to understand the benefits of expanding their PLM footprint. The sessions in this track will provide attendees with an up-close and in-depth look Agile PLM’s newer and exciting applications, including analytics and innovation management, and will detail features and functionality that are available in the latest version of Agile PLM Possible session topics: Oracle Product Lifecycle Analytics Integrating PLM with Engineering and Supply Chain Systems Streamline PLM Design to Manufacturing Processes with AutoVue Visualization Solutions         Achieve Environmental Compliance (REACH and ROHS) with Agile Product Governance & Compliance PIM Deep Dive Achieving Integrated Change Control with Agile PLM and E-Business Suite Deploying PLM at Small and Midsize Enterprises Enhancing Oracle PQM w/APQP and 8D functionality Advanced Roles and Privileges – Enabling ITAR Model Unit Effectivity Implementing REACH with 9.3.2 Deploying Job Functions, Functional Teams in 9.3.2 to Improve Your Approval Matrix PLM Track #3: Administration & Integrations This track will provide sessions for Agile administrators, managers and daily Agile PLM users who are preparing to upgrade or looking to extend the use of their current PLM implementation through AIA and process extensions. It will include deeper conversation about Agile PLM features and best practices on managing an Agile PLM infrastructure. Possible session topics: Expand the Value of your Agile Investment with Innovative Process Extension Ideas Ensuring Implementation & Upgrade Success Ensure the Integrity and Accuracy of Product Data Across the Enterprise              Maximize the Benefits of an Integrated Architecture with AIA Integrating your PLM Implementation with ERP               Infrastructure Optimization Expanding Your PLM Implementation PLM Administrator Open Forum Q&A/Discussion FDA Validation Best Practices Best Practices for Managing a large Agile Deployment: Clustering, Load Balancing and Firewalls PLM Track #4: Agile PLM for Process This track is aimed at attendees interested in or currently using Agile PLM for Process. The sessions in this track will go over new features and functionality available in the newest version of PLM for Process and will give attendees an overview on how PLM for Process is being used to manage critical business processes such as formulation, recipe and specification management Possible session topics: PLM for Process Strategy, Roadmap and Update New Product Development and Introduction Effective Product Supplier Collaboration             Leverage Agile Formulation and Compliance to Manage Cost, Compliance, Quality, Labeling and Nutrition Menu Management Innovation Data Management Food Safety/ Introduction of P4P Quality Mgmt PLM Track #5: Agile PLM and Innovation Management This track consists of five sessions, and is for attendees interested in learning more about Oracle’s Agile Innovation Management, an exciting new addition to the Agile PLM application family that redefines the industry’s scope of product lifecycle management. Oracle’s innovation solutions enable companies to collaborate in a focused way among various functional groups (marketing, sales, operations, engineering/R&D and sourcing), combining insights of customer needs/requirements, competition, available technologies, alternate design scenarios and portfolio constraints to deliver what customers truly value. The results are better products, higher margins, greater efficiencies, more satisfied customers and the increased ability to continuously innovate. Possible session topics: Product Innovation Management Solution Overview Product Requirements & Ideation Management Concept Design Management Product Lifecycle Portfolio Management Innovation as a Competitive Differentiator

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