Agile Coach | Program Manager | PMO Manager | Project Manager | Scrum Master Roby (Bansal, Rajesh) is a seasoned Agile Coach and Software Delivery Program manager. Roby has 15 plus years of software engineering experience, which includes 8 years of Agile transformation, implementation and practice, both in a technical and change management capacity. Roby enables Program and Portfolio Level SAFe Agile transformations for multi-million, multi-year Enterprise Solution implementations. He coaches business / function managers into Agile product owners, mentor staff on SAFe, Agile, Scrum and Kanban Practices like CI/PI, CD, ATDD, TDD, JAD, RAD and sprint functions. He configures Agile tools like Rally, JIRA to manage sprints, review burndown charts and build custom reports for stakeholders. He helps clients define SOPs for agile deliveries, incremental development, releases and acceptance. He easily gains / Negotiates support of CxOs, Stakeholders, Teams (Vendors, in-house), business support functions through Timely, well analyzed and summarized reports and performance snapshots. As a Scrum master, he achieves target sprint velocity and burn rate through effective Sprint planning, Retrospectives, backlog grooming, daily scrums/stand up and product owner engagements. He is proficient in Collaboration tools (SharePoint, Confluence) ALM (JIRA, Rally, HP ALM, TFS) project management (MS Project, Clarity, HP PPM).
Though it is the buyer's primary responsibility to verify and validate for trademark infringements, however this does not waive all your liabilities.
If the domain names are violating any trademarks before sale, then you would be accountable too for that extent
You will be liable for damages and claims for any infringements till the time of the sale
Market research is a big ocean in itself .
What will be acceptable to the investors :
a) Primary Research (market size, market segment, customers behavior, product costs, profits, competition etc )
b) Secondary research from public and commercial sources (market size, market segment, customer needs / wants/ desires, current players in the market, concentration of the players etc)
You should be able to reconcile the differences in the two research methods ( e.g Primary research market size may differ from Secondary research market size. Which one is more realistic you should be able to understand the differences and align your proposal accordingly )
I think Yes these would be acceptable to the investors or say
that these are the minimum things that investors will seek from you
However What will attract investors to your proposal are the following things
a) Profit potential ( be prepared with cash flows, income statement, balance sheet simulation ) for next 5-10 years, you should be aware of financial ratios , break even analysis
b) Your own beliefs in the product ( what is USP of the product, what will make it sell, what will drive profits)
c) your commitment levels
(your role and your own evolution as the product grows)
d) your depth of research or knowledge of the market and product
(Yes primary and secondary research )
Feel free to reach me for any support and help
yes you should ask for this money because this will be your liability
These customers are entitled for unconsumed part of the year if you close down the gym, however if you plan to continue running the gym (whatever name) then you are liable to provide these customers services till their year completes
It is a good question if the growth of the company is well structured defined and firm or it is dynamic to mirror the growth.
The growth path is generally on the lines of the focus the leadership has in this growth period. If the leadership is focused on results the evolution of a growing tech consulting company is casual, dynamic and result oriented. The staff will be performing multiple roles and the org structure would be lean
However if the leadership is focused on performance and process oriented, then there is likely to be hierarchy ( whether it is projectised or matrixed or could be hybrid) .
Whatever is the focus however this would be the right time to bring formalization in the processes and results.
There are many Task management software in the market, some very targeted towards the task delivery approach (Waterfall, Agile etc)
MS Project, Clarity, Clarizen, HP PPM are typical waterfall based software
Rally, JIRA, VersionOne, Asana, Smartsheets, etc for Agile
Question for you : Is it just the Task Management or are you looking for everything related to tasks (duration ,effort, resources etc). Based on the requirement exact software can be recommended
Process evolution at startup is always a challenge.
Your current team (one developer and 2 advisors) is in actual one member team ( I am assuming that advisors are not doing any technical software development)
Formal SDLC approach will be a challenge and it will always be for this software developer to juggle
a) New feature / functionality development
b) Defect resolution from past year release
c) Any incident , defect or change in the past year release
My suggestion would be to build an ServiceDesk like item log ( divided into three categories above) and prioritize for the developer in consultation with manager and technical advisor.
Communication is a key factor for success in the outsourced project, more so in the software world. Communication gaps can be bridged by deploying multiple communication channels. Some of the best practices of my clients who outsourced projects are
a) Overlap between key SMEs and project delivery team (when they are spread across timezones)
b) Given the strengths of digital communication, video conferences and meetings can work as face to face interaction in more than 80% of the cases
c) Centralized logging of conversations of the project team and the stakeholders
d) Use of Instant messaging apps (Skype, messenger, etc) as One agenda meeting or questions and decision
Like this there are other means to bridge communication gaps. Feel free to discuss
SWOT analysis for a startup in the initial days may give results that are likely to be discouraging.The reason for saying so is that like a growing baby the strengths of the organization still require time to mature. Also the weakness and threats will seem larger (depending on the competition) at earlier stage. So only Opportunities are the driving factor and those opportunities were the trigger for starting up too. the situation does not change that much in the early days of the business
However in Lieu of SWOT analysis, I will suggest PEST analysis that will help you focus more on defining the target market and customer segments.