The World Health Report 2006 - Working together for health contains an expert assessment of the current crisis in the global health workforce and ambitious proposals to tackle it over the next ten years, starting immediately. The report reveals an estimated shortage of almost 4.3 million doctors, midwives, nurses and support workers worldwide. Nicholas Linesch PHY 199 Spring 2006 A Traffic Analysis Using a Two Dimensional Cellular Automata Model Some reasons for studying traffic and its effects on our population come from the purpose of finding a solution to the global problem that we currently face.

CHAOS Report – Pie Chart The report shows that software projects now have a 32% success rate compared to 35% from the previous study in 2006 and 16% in 1994. On the other hand, 44% of projects were challenged (late, over budget and/or with less than the required features and functions) while 24% failed (cancelled prior to completion or delivered and never used). Chaos Report 2006 Pdf Printer. 6/6/2017 0 Comments News - Wikipedia. News is information about current events. Journalists provide news through many different media, based on word of mouth, printing, postal systems, broadcasting, electronic communication, and also on their own testimony, as witnesses of relevant events. The printer decided.

Chaos report 2012. 1. C H A O S M A N I F E S T O 2 0 1 2 T h e Ye a r o f t h e E x e c u t i v e S p o n s o r. CHAOS MANIFESTO 2012 2 Copyright © 2012. The CHAOS Manifesto is protected by copyright and is the sole property of The Standish Group International, Incorporated.

It may not under any circumstances be retransmitted in any form, repackaged in any way, or resold through any media. All rights reserved. PREFACE The CHAOS Manifesto 2012: The Year of the Executive Sponsor is based on four Standish services: CHAOS Knowledge Center (CKC), DARTS (Demand Assessment Requirements Tracking Survey), executive sponsor workshops, and executive interviews. The online CHAOS Chronicles contains 100 Best Practice Points.

CHAOS Chronicles is a work in progress;; new research is added and updated every month along with other supporting features. Currently, there are more than 800 charts in the CKC. DARTS is an online research instrument. Each month The Standish Group asks 300 CIOs their opinion on a variety of topics, including quality, project management, and service delivery. The monthly survey is 20 to 25 multipart questions.

Currently in the Standish DARTS database there are tens of thousands of data points. We ran a number of DARTS surveys focusing on executive sponsorship, assistance. Throughout the last 20 years we have recognized the importance of the executive sponsor in the health and well-being of project success and have published many article and stories on the subject. It has only been in the last executive sponsorship. CHAOS University alone had three events that focused on executive sponsorship. These events helped us develop the framework for what makes a good executive sponsor.

Our focus now is to interview well- known executives on being a good executive sponsor. Our goal is to complete 50 executive sponsor interviews, and as of this report we have completed about half of them. Each of the completed interviews can be found in the classic report section of our website. This focused research on how to be a good executive sponsor is in addition to the normal CHAOS research examining why projects fail. This research led us to the belief that the number one reason for project failure is poor executive leadership and an unhealthy project environment, which is the responsibility of the executive team. CHAOS research is based on the collection of project case information on real-life IT environments and software projects. Eight different instruments were used in the collection of this information, which interviews, general surveys, project post-mortems, and other instruments.

CHAOS research encompasses 18 years of data on why projects succeed or fail, representing more than 80,000 completed IT projects. Through Standish Group’s CHAOS University, we have hosted more than 500 workshops, as well as many focus groups, project “group therapy” sessions, and executive retreats that focus on particular issues of project management. CHAOS DEMOGRAPHICS: CHAOS results provide a global view of project statistics but do tend to have a heavier concentration on the United States and Europe. For each study period, about 60% of projects are U.S. Based, 25% are European, and the remaining 15% represent the rest of the world. Half of the companies are considered Fortune 1000- type companies;; another 30% are midrange;; and 20% are in the small-range category. They span a diverse number of vertical industries and organizations.

Participants are made up of a variety of CIOs, VPs, directors, and PMO project managers. CHAOS MANIFESTO 2012 3 Copyright © 2012.

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The CHAOS Manifesto is protected by copyright and is the sole property of The Standish Group International, Incorporated. It may not under any circumstances be retransmitted in any form, repackaged in any way, or resold through any media. All rights reserved. Introduction The latest CHAOS results show a major increase in project success rates, with 37% of all projects succeeding (delivered on time, on budget, with required features and functions);; 42% were challenged (late, over budget, and/ or with less than the required features and functions);; and 21% failed (cancelled prior to completion or delivered and never used). These numbers represent an uptick in the success rates from the previous study. Looking at the differences between successful projects and unsuccessful projects we observed that the successful projects either had a skilled executive sponsor or did not need a strong executive sponsor since they were more mechanical projects.

It is this observation that led us to create this special CHAOS Manifesto. However, if you are looking for the traditional CHAOS Manifesto with the 100 best practices, please see CHAOS Manifesto 2011. We believe improvement in the skills of the executive sponsor is the single most important factor that will increase project success. Sixty-six percent of executive sponsors do a poor job and shirk their responsibilities.

However, it is not their fault, because no one has good executive sponsor and has the ability to test executive sponsors on these skills. Owner of the project. As owner of the project, the full weight and responsibilities of its success or failure fall squarely on his or her shoulders. As Harry Truman adeptly stated, “The buck stops here.” This has never been truer for the executive sponsor of a project.

It is unfortunate the word “sponsor” denotes a rather hands-off approach or being distanced from the actual hand-to-hand combat needed to bring a project to a successful resolution. There can be no distance between the project resolution and the sponsor.

In many of the Agile methodologies the word “owner” or “product owner” is used in place of or in conjunction with executive sponsor. The words “owner,” “customer,” or “captain” might be more appropriate.

In the Project Management Institute’s book Situational Sponsorship of Projects and Programs: An Empirical Review, the authors suggest dropping “executive” and just using “sponsor.” The rationale is that the sponsor does not need to be an executive. While this is true, it makes the problem worse. The sponsor may not be an executive of the organization, but he or she is the chief executive of the project. The word “executive” symbolizes a higher level of responsibility than just “sponsor.” The executive sponsor, for better or worse, owns the outcome. Burr brown tm 2500 manual. RESOLUTION Project resolution results from CHAOS research for years 2002 to 2010. Project resolution from 2010 CHAOS research. CHAOS RESOLUTION 2002 2004 2006 2008 2010 Successful 34% 29% 35% 32% 37% Challenged 51% 53% 46% 44% 42% Failed 15% 18% 19% 24% 21% Successful Challenged Failed 37% 42% 21%.

CHAOS MANIFESTO 2012 4 Copyright © 2012. The CHAOS Manifesto is protected by copyright and is the sole property of The Standish Group International, Incorporated. It may not under any circumstances be retransmitted in any form, repackaged in any way, or resold through any media. All rights reserved.

FACTORS OF SUCCESS The 2012 Factors of Success show executive sponsorship as the number one factor. Executive Management Support: The most important person in the project is the executive sponsor. The executive sponsor is ultimately responsible for the success and failure of the project.

We give executive sponsorship 19 success points. User Involvement: CHAOS research clearly shows that projects that lack user involvement perform poorly.

User participation has a major effect on project resolution;; in fact, we give it 18 of our success points. Clear Business Objectives: The most important ingredient in the project is the business objectives. The project must align the organization’s goals and strategy, which is why business objectives get 15 of the success points. Emotional Maturity: This refers to the emotional state of the project environment. Projects get resolved within the ecosystem;; a healthy ecosystem produces more successful projects. Emotional maturity accounts for 12 success points.

Optimization: project optimal. This includes scope, team size, sponsorship, and process. Optimization gets 11 success points. Agile Process: and executive support success factors. We give it 9 success points. Project Management Expertise: This is essential to controlling the progression of the project and the collaboration of the stakeholders and team members.

Project management expertise accounts for 6 success points out of 100. Skilled Resources: In the eighth position and with only 5 success points, it may seem that skilled resources gets no respect, but that is not true. A project is made up of people, and success is on their shoulders. Execution: This encompasses process and governance controls. If done right they can help with success, but all too often organizations put too much reliance on them and lose sight of the goal. We give execution 4 points.

2012 Chaos Report

Tools and Infrastructure: They can help a project succeed, but like any tool they can also hurt. Organizations must be extremely careful not to rely too much on tools for a project’s success. We give this factor only 1 point. FACTORS OF SUCCESS POINTS Executive Management Support 19 User Involvement 18 Clear Business Objectives 15 Emotional Maturity 12 Optimization 11 Agile Process 9 Project Management Expertise 6 Skilled Resources 5 Execution 4 Tools and Infrastructure 1.

CHAOS MANIFESTO 2012 5 Copyright © 2012. The CHAOS Manifesto is protected by copyright and is the sole property of The Standish Group International, Incorporated.

It may not under any circumstances be retransmitted in any form, repackaged in any way, or resold through any media. All rights reserved.

MATCHING THE EXECUTIVE SPONSOR Using Standish Group’s Executive Sponsor Assessment (and the Size-Complexity Matrix (SCM) you can match the executive sponsor’s skill level with the project’s characteristics. The Executive Sponsor Assessment will provide you with a total score for the executive sponsor, from 100 to 1,000. The SCM also provides a score from 100 to 1,000. Using this, the executive should avoid sponsoring projects with a higher score than his or her individual score. The Size-Complexity Matrix provides a guideline for categorizing a project in order to assess if an executive sponsor can take on the project or an additional project. The SCM uses a 5-point scale for both size and complexity.

The lowest-point project is a simple, small project and would be represented as a C1S1 and have 100 points. The largest and most complex project would be a C5S5 and have 1,000 points. The size component is a item selection that has two tables. The top table uses labor cost. Standish only uses labor content to measure size, therefore when selecting the project size in the table use normal U.S.

The bottom table uses team size. The user can take the average of both tables or select the highest or lowest table. Remember these are guidelines, not rules. The complexity component is an addition function.

The user adds attributes in each table. The user can use the average of both tables or select the highest or lowest table. Complexity can add up to more than 5 points, but it defaults back to 5 as the maximum complexity. Once you have calculated the size and complexity, the Size-Complexity Matrix can be used to assign work, risk, or even to move forward with the project.

SIZE-COMPLEXITY MATRIX (SCM) FOR EXECUTIVE SPONSORS This matrix provides a general guideline as to how much burden the senior executive sponsor can manage. An average senior executive sponsor can only manage a total of 325 (SCM) points at any one time, or the green zone. For the yellow zone, a good and effective executive sponsor is required.

The red zone should be avoided and broken into manageable projects over multiple executive sponsors.

Article citations Project Smart (2014) The Standish Group Report—Chaos Report. Has been cited by the following article:. TITLE: AUTHORS:, KEYWORDS:, JOURNAL NAME:, February 7, 2017 ABSTRACT: The Software Engineering aims to develop, within the deadlines and costs established, quality software and that meets the needs of its users. To be made the definition of what the software should do (to establish its purpose), it included the execution of activity the Requirements Engineering, where the context of software to be developed is identified, examined and specified. All other activities of software development depend primarily on this activity.

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However, there is a problem increasingly in evidence: understand the context of software to be developed. This article aims to present a proposal to face this problem through the use of specific hermeneutical methods for the Requirements Engineering, which will help the software development team understand the original needs of the business to be attended. The basic idea is to produce a hermeneutic specification acceptable, which will be used for the extraction and the specification of the software requirements to be developed.

In essence, the hermeneutics focuses on the true interpretation and understanding in contextualized of what is intended to know. The Hermeneutical Engineering of Requirements comes to be the result of the adequacy of methods hermeneutical to assist, specifically the activity of Engineering of Requirements.