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Prashant Philip Vargis

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Prashant Philip Vargis last won the day on November 12 2021

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  • Name
    Prashant Philip Vargis
  • Company
    EY GDS
  • Designation
    Deputy Manager

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  1. Six Sigma projects is done to solve a problem, which will lead to bringing changes in the system to improve the current situation. Changes often leads to disturbance among the employees as it is disrupting the existing way of work. So it is very important to have a very strong change management system in place. Kotter's change management model suggests steps to follow to have a strong change management system in pace. Following are the steps and what Six Sigma project leaders can do based on each step recommendation. 1. Create urgency - Show the strong reasons for the change by showing the negative impacts if the changes are not done like falling profit margin, falling market share, etc. 2. Build a guiding coalition - Select team who is for the change and ensure that all are aligned to the change objectives. This will ensure a strong bonding among the team members. 3. Form a strategic vision - Collect all objectives to achieve and make a vision statement, which is acceptable to all team members and easy to understand and relate. This ensures that all work towards reaching that vision. 4. Communicate the vision - It is very important to communicate properly the vision to all affected parties clearly so that all are having the same understanding. This step cannot be taken lightly by making easy ways of communication. We have to check all kinds of communication and select and implement the right way of communication. 5. Enable action by removing barriers - Identify all aspects of the organization which are acting as barriers and remove them. Examples are as follows - Right job description, right performance management, right reward system, talking and sorting with people who are resisting the changes. 6. Create short term wins - It is important to keep all affected parties of the change motivated. For this the project leads can create some short term goals and achieving them. By this, we can showcase short term wins. 7. Sustain acceleration - Six Sigma project leads need to ensure that the team keeping building upon the change already brought in so that people don't remain stagnant at a point. 8. Institute change - Embed the changes brought in into the company's vision, mission, values, beliefs and assumptions.
  2. Below is the comparison study between Power BI and Tableau. Tableau Power BI Can handle large volumes of data. Can handle only limited amount of data. Excellent customer support. Only paid version has good customer support. Works best with large data sets kept in cloud. Does not work well with large amount of data. Experienced people uses Tableau the most Used by both naïve and experienced professionals. Interface is not very user friendly Very easy to learn interface. Tableau server available for storing data. Does not have storing data capabilities. Used in medium and large scale organizations. Used in all types of organizations. MDX is used for measures and dimensions. DAX is used for measures. Embedding report is difficult for Tableau. Embedding is easy in Power BI. Power BI is used for creating dashboards related to Resource Management, Financial reporting, Sales scorecard, Claims, collection and billing, inventory optimization. Some of the use cases of Tableau are as follows - IT — asset inventory, Service desk performance analysis, resource allocation Finance — Budgeting, accounting, expense tracking Marketing — Leads management, campaign management Human Resources — Retention analysis, employee satisfaction. Sales — Pipeline tracking Facilities Operations — Workload distribution.
  3. Code refactoring is the process of making changes in the structure and design of the code for making the coding simpler and easier to understand for the programmers. It helps in the maintenance of the code. In an agile project, code refactoring can be done before introducing new features or adding updates to the existing code. This will help in improving the quality of the code as well as help the developers to build on the original code. The best way to do code refactoring is to divide into smaller steps and perform timely testing before moving into the next update. Code refactoring can be avoided when the application has to be completely revamped or when the product need to be brought to market is a short time frame. Code refactoring can be avoided by doing the coding in a systematic way thereby ensuring good design and structure to the code initially itself so that no time need to be spent on code restructuring.
  4. Visual controls can be broadly classified into two groups - Displays group and Controls group. A visual displays group relates data and information employees in a particular area. Examples can include displaying the revenue and expenses of the company, showing a certain type of quality issue impacting the process. This helps in team decision making and providing a shared vision to the team. Controls group are visuals which is intended to guide or control the action of group members. Some examples include stop signs, no smoking signs, etc. Visual management can have three components - People, System and tool, indicating visuals for each of these. Some of the widely used Visual controls and their effectiveness are described below - Color coding - Colors are used to indicate status of the work items. Eg- RAG status. This helps in keeping track of the tasks of employees. Andon - Andon is a system that provides notification to the management, maintenance and operators regarding the process problem, tool issue. It is used to indicate defect/tool issue/existence of a safety problem. Standard work - Standard Work provides details such as takt time, work sequence, standard WIP, for employees to predict their working week to enable them to achieve high efficiency and impact. It helps to identify the “must-do” tasks of employees and allocates the most appropriate time to complete these tasks. Floor line marking and signage - These visuals show pathways, vehicle lanes, working cells, and intersections. It consists of color-coded floor markings, signage with different logos and markings to make these easily and quickly identifiable.
  5. INVEST is an acronym, which is the widely used acceptance criteria or checklist to assess the quality of a user story. If a user story does not meet the criteria, the team can either think of rewording or even rewriting the user stories. INVEST states that a good user story should meet the following criteria I - Each user story should be Independent of each other. N - It is should be Negotiable and not having a specified contract. V - The user story have have a Valuable outcome. E - It should be Estimable. S - Should be Small. T - Should be testable to say that it is "done". I feel that it is challenging to get independent user stories and most difficult to address. Dependencies lead to prioritization challenges and planning issues. Also dependencies can make the estimation much harder to do. One solution is to combine all dependent stories into one user story. But combining can also lead to bigger user story. Hence I feel it is challenging to make all user stories independent.
  6. Human Centered Design is a process of problem solving which starts with a deep empathy with the customer and identifying their needs and end in developing and delivering the solution to address their needs. The features and benefits of Human Centered Design are as follows- 1. Will be able to understand the user in a deep manner and create solution which will make their life much better. 2. Helps to ask lot of hard, but telling questions which will help identify the real problem. 3. The process involves to design and test before build , hence we can build with more confidence. 4. Leads to increase in brand loyalty and better customer relationship. 5. Reduce errors, development cost thereby positively impacting bottom-line. Some success stories of using this concept are as follows - 1. Genpact won a large contract to help a global manufacturing and sales company with its finance and accounting process. Genpact did human centered design sessions throughout the project with the clients starting from research to analysis and synthesis to execution. 2. BTPN, an Indonesian bank designed a customer centric digital savings account aimed specifically at low income category people. It resulted in creating a no-fees savings account accessed by a simple cell phone with single bar signal. The customers can also use the account to save money, pay bills, and buy phone credits.
  7. McClelland Theory of Needs says that regardless of gender, age or culture, everyone has three motivating drivers such as Achievement, Affiliation and Power, with one dominant motivating driver. This dominating motivator is largely influenced by the cultural background and experiences. Characteristics of the person with each of the dominating motivating drivers are as follows- Achievement - 1. Need challenging goals 2. Ready to take calculated risks. 3. Needs regular feedback on progress and achievements. Affiliation 1. Likes to be in a group. 2. Not risk takers. 3. More interested in collaboration than competition. 4. Wants to be liked and goes along with the group. Power 1. Interested in control and influence over others 2. Likes competition and winning. 3. Likes status and recognition. The knowledge of the dominating motivating factors of the team members helps the project managers in the following ways- 1. Setting goals and providing the right feedback. 2. To provide the right reward and recognition. 3. To distribute the right work to the team members and thereby providing best fit jobs. 4. To provide the right motivation to the team members to help do the job better.
  8. Earned value of a project provides the progress of a project in terms of schedule and cost. Earned value helps to gauge the project progress in the following manner. Earned value is the percent of the total budget actually completed at a particular point in time. EV = %complete *total budget Actual cost is the actual money spent on the work completed. Planned value is the budgeted amount for the work panned to be completed. Cost variance, CV = EV-AC Cost Performance Index, CPI = EV/AC Schedule variance, SV = EV-PV Schedule Performance Index, SPI = EV/PV If CPI is less than one and CV is negative indicates that project cost performance is below plan. SPI greater than one and positive SV indicates that more work was established than planned. This is how Earned value helps gauge project progress. Earned value may not help in the following cases - 1. Project scope, schedule or budget is not properly defined 2. WBS is not complete 3. Actual cost does not include all the costs. 4. Management influence 5. No time to collect all data.
  9. Bodystorming is a technique used to generate ideas for developing a product/service by role playing or using the prototype of the product in actual environment, where we plan to use the product or service. This technique may even include the customers who is going to actually use the products/service, to be part of the exercise. Hence through this technique, we can empathize better with the users on their needs and incorporate them in the product/service. Some examples are as follows - 1. If you want to create a walking stick for the blind, the researcher can blindfold themselves and use the prototype stick and check for all the scenarios. 2. If you want to develop a night vision glass for drivers, you can create mock set ups which mimic the actual night driving and check all possible cases using the prototype glass.
  10. Card Sorting is a technique used to capture the User's thoughts on what all topics/features they would like to see in the product and how they would like to group them. This is usually done for creating website, where the users are asked what all topics need to be included in the website and how they would like to group them so that the development team can understand how to organize the information within the website. Affinity diagram is a technique used to gather the ideas and group them based on consensus from the team. Hence this is different from card sorting in that it collects ideas from a group and grouping is done based on team consensus.
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