Parece que hay ganas de evolucionar calendariolibre.com (@eventosabiertos) a una plataforma tipo red social en la que la interacción entre los participantes pueda ser mayor, no solo los eventos, también artículos, código fuente, documentos, fotos, vídeos ….
Hemos estado haciendo una primera evaluación de ELGG como software, que no por casualidad es también software libre, y tiene buena pinta. Está implementado en LAMP (Linux, Apache, MySQL y PHP) y tiene una comunidad de desarrollo relativamente activa (http://community.elgg.org/)
La versión de prueba, en versión Epsilon ;-) está en http://www.calendariolibre.com/elgg/html/ y os animo a que entréis, miréis las posibilidades que aporta y nos paséis vuestra opinión dentro de la propia red social o como comentarios a este post.
31 agosto 2010
28 agosto 2010
Improving Project Management in Internet Services organizations
There is a number of opportunities of improving the way projects are managed in (some) Internet Services organizations.
- Scheduling approach
- Risk Management
- Reporting cycles
- Initiation phase
- Organization structure
- Agile software development integration
a work in progress slide deck is shared in the GDoc
- Scheduling approach
- Risk Management
- Reporting cycles
- Initiation phase
- Organization structure
- Agile software development integration
a work in progress slide deck is shared in the GDoc
PRINCE2
Prince2 is a process driven and clearly defined project management method which became the de-facto-standard for the UK public sector.
It defines seven processes, each of them consists of a number of activities.
Processes are: Starting up a project, Initiating a project, Directing a project, Controlling a stage, Managing stage boundaries, Manage product delivery and Closing a project.
It looks to me very oriented to managing outsourced projects and, to do so, it describes a sound framework to interact to the supplier: control their progress, initiate and close the project.
Notes from http://en.wikipedia.org/wiki/PRINCE2
It defines seven processes, each of them consists of a number of activities.
Processes are: Starting up a project, Initiating a project, Directing a project, Controlling a stage, Managing stage boundaries, Manage product delivery and Closing a project.
It looks to me very oriented to managing outsourced projects and, to do so, it describes a sound framework to interact to the supplier: control their progress, initiate and close the project.
Notes from http://en.wikipedia.org/wiki/PRINCE2
27 agosto 2010
Extreme Programming
While Scrum is seen more as a Project Management framework, the Extreme Programming (aka XP) is more detailed and rather in the area of a methodology.
Its main goal is to improve software quality and responsiveness to customer requirement changes - which are expected as time passes and the problem is better understood.
In the traditional project management approach, customer requirements are intended to be agreed and frozen when project starts and any further change has to go through a change management process to get impact assessment, formal approval and project re-scoping which might lead to delays, re-engineering efforts and poor stakeholder satisfaction.
XP defines the methodology through a number of activities, values, rules and practices and for the sake of this post's length, I will go only through the Values as the foundation of the whole approach.
Values of XP must be shared and implemented by all team and stakeholders and are as follows:
-- Communication must be continous, preferably verbal, shared across the team and with frequent feedback.
-- Simplicity must drive every design effort in order to implement always the simplest solution that works for today's customer requirements and not for tomorrow's or next week's. We can put it in this way, implement as late as possible and assume the risks which this approach involves.
-- Feedback can come from three sources:
.- from the system when unit tests are run
.- from the the customer when acceptance tests are run
.- and from the team when a new customer requirement is estimated in effort.
-- Courage to design and code only for today's requirements, courage to refactoring when the needs comes, courage to persist on solving a complex problem. Courage is the value that empowers the team to take critical decisions because they are the best positioned to take them.
-- Respect for your own work and for other's work
Taking the above mentioned four values into account for every aspect of the project, provides benefits like flexibility, motivation amongst others.
These notes are based on http://en.wikipedia.org/wiki/Extreme_Programming article and are not intending to amend or correct it
Its main goal is to improve software quality and responsiveness to customer requirement changes - which are expected as time passes and the problem is better understood.
In the traditional project management approach, customer requirements are intended to be agreed and frozen when project starts and any further change has to go through a change management process to get impact assessment, formal approval and project re-scoping which might lead to delays, re-engineering efforts and poor stakeholder satisfaction.
XP defines the methodology through a number of activities, values, rules and practices and for the sake of this post's length, I will go only through the Values as the foundation of the whole approach.
Values of XP must be shared and implemented by all team and stakeholders and are as follows:
-- Communication must be continous, preferably verbal, shared across the team and with frequent feedback.
-- Simplicity must drive every design effort in order to implement always the simplest solution that works for today's customer requirements and not for tomorrow's or next week's. We can put it in this way, implement as late as possible and assume the risks which this approach involves.
-- Feedback can come from three sources:
.- from the system when unit tests are run
.- from the the customer when acceptance tests are run
.- and from the team when a new customer requirement is estimated in effort.
-- Courage to design and code only for today's requirements, courage to refactoring when the needs comes, courage to persist on solving a complex problem. Courage is the value that empowers the team to take critical decisions because they are the best positioned to take them.
-- Respect for your own work and for other's work
Taking the above mentioned four values into account for every aspect of the project, provides benefits like flexibility, motivation amongst others.
These notes are based on http://en.wikipedia.org/wiki/Extreme_Programming article and are not intending to amend or correct it
25 agosto 2010
Scrum: agile project management framework
Scrum is one of the agile project management frameworks, focussed on product development and, in particular, becoming relevant in software development, bringing flexibility and speed to the process.
--- The framework describes three roles with direct involvement, also called Pigs: Product Owner, Facilitator and Team.
:- The Product Owner is the link between the team and the business/customer. He/she sets priorities and writes requirements.
:- The Facilitator or ScrumMaster removes impediments that hinder team to deliver goals.
:- The Team develops and delivers the Product.
There is also Stakeholders, who justify the production, and Managers, who set up the environment. Both roles are known as Chickens.
It looks easy, doesn't it? And also it makes perfect sense.
--- Regarding the process, Scrum defines the meetings that should take place.
:- Daily Scrum meeting is held every day at the same time and same place, starts precisely on time and is timeboxed to 15 minutes. During the meeting, every team member covers three topics: progress since last meeting, job to do today and impediments preventing them from meeting their goals.
:- Post Scrum meeting is also held every day after the daily scrum, only one person per team attends and goes through issues on overlapping and integration areas. Meeting agenda is almost same as Daily Scrum's.
:- A key meeting of the process is the Sprint Planning Meeting, held at the beginning of the Sprint to define and plan the work to be done during the Sprint (typically a 7 to 30 working days period)
:- At the end of the Sprint, a Sprint Review and Sprint Retrospective Meetings are held to review the work done and raise process improvements.
--- As means of documentation, communication and reporting, three artifacts are used:
:- Product backlog: high level document with the requirements for the entire project and rough effort estimates. It is owned by the Product Owner.
:- Sprint backlog: gathers detailed information on the next Sprint, consisting of four to sixteen work hours effort tasks. It is owned by the Team.
:- Burn down: shows the remaining work of the current Sprint.
These notes are based on http://en.wikipedia.org/wiki/Scrum_(development) article and are not intending to amend or correct it.
24 agosto 2010
Definition of Manager according to Scrum
Manager: People who will set up the environment for the product development organizations.
From http://en.wikipedia.org/wiki/Scrum_(development)#.E2.80.9CChicken.E2.80.9D_roles
21 agosto 2010
¿Por qué se necesita formación específica en Gestión de Proyectos?
- La Gestion de Proyectos es una disciplina que en ocasiones se deja de lado en las titulaciones universitarias por considerar que, únicamente aplicando el sentido común, será suficiente.
- La formación se debe centrar en marcos de trabajo o frameworks que permitan definir los conceptos básicos.
- Unicamente aplicando el sentido común, distintos Jefes de Proyecto, entenderán de forma distinta un mismo concepto
17 agosto 2010
You are eligible to renew your credential <<< Finally !!!!
Dear Mariano Blaya Andreu,
Congratulations on accumulating the necessary Professional Development Units (PDUs) to renew your PMP® credential. Please visit the certification section of our website at https://www.pmi.org/certapp/ to complete the Continuing Certification Requirements (CCR) process and submit payment.
Please contact us at customercare@pmi.org if you have questions or concerns.
Thank you,
PMI Customer Care
Congratulations on accumulating the necessary Professional Development Units (PDUs) to renew your PMP® credential. Please visit the certification section of our website at https://www.pmi.org/certapp/ to complete the Continuing Certification Requirements (CCR) process and submit payment.
Please contact us at customercare@pmi.org if you have questions or concerns.
Thank you,
PMI Customer Care
16 agosto 2010
Preparing PMI-SP certification
As a complement of the PMP (Project Management Professional) certification, PMI has created two more, namely, Scheduling Professional (SP) and Risk Management Professional, focussed on the respective knowledge areas.
While preparing the PMI-SP exam and taking a training course (delivered by IIL) for that purpose, I realized an important issue I would like to share.
Scheduling seems to be mostly related to Time and Cost Management areas and one can reasonably think they are the only chapters of the PMBok to study for the exam, beside "The Practice Standard for Scheduling" and I would like to point out that, although those chapters are key for the exam, there are some others related to Scheduling which must be reviewed as well: Integration, Scope, Human Resources, Communications and Risk Management.
Those knowledge areas are related to the project scheduling function as the required to be taken into account to create, analyse, maintain and report the project schedule.
While preparing the PMI-SP exam and taking a training course (delivered by IIL) for that purpose, I realized an important issue I would like to share.
Scheduling seems to be mostly related to Time and Cost Management areas and one can reasonably think they are the only chapters of the PMBok to study for the exam, beside "The Practice Standard for Scheduling" and I would like to point out that, although those chapters are key for the exam, there are some others related to Scheduling which must be reviewed as well: Integration, Scope, Human Resources, Communications and Risk Management.
Those knowledge areas are related to the project scheduling function as the required to be taken into account to create, analyse, maintain and report the project schedule.
09 agosto 2010
Como hacer un café griego
Lo primero. se necesita café griego, el ingrediente principal, pero ojo, tiene que ser griego, no vale cualquiera.
Se mide en una taza la cantidad de agua que se quiere y se pone en un cacharro al fuego.
Se echa el café en el agua, la cantidad, según el gusto de cada uno, por ejemplo, para una taza de desayuno, una cucharada y media es suficiente.
Se añade azúcar, también al gusto de cada cual, y se renueve bien mientras que se empieza a calentar.
Cuando están bien mezclados el café, el agua y el azúcar, se deja calentar hasta que suba un poco, no hace falta que llegue a hervir.
Se sirve en la taza directamente, sin filtrar, y se deja reposar unos minutos, para que se enfríe y así el café se va al fondo de la taza.
Tras unos minutos, se puede beber, pero no se debe remover, ya que si no, el café se vendría para arriba.
Stin igia zas (salud)
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