Implementation of our best selling product DigiPractice at Bartley Green Medical Practice

We are pleased to announce the implementation of our best selling product DigiPractice at Bartley Green Medical Practice. 

https://bgmp.digipractice.org

DigiPractice is a digital solution for primary care to enable GP surgeries to perform better by improving patient experience, eliminating wasteful processes, reducing avoidable appointments through self-care, digitizing surgery/practice that enables patients to interact from anywhere and anytime. This helps practices to understand current demand and utilising of available capacity.

DigiPractiuce offers the following Service features

• All information about surgery in one place
• The right support for self-care
• Self triaging and centralized healthcare-related information
• Dynamically updated site content to keep it fresh and accurate
• Remote or online consultation
• Admin workflow
• Medical reviews
• Referral management
• Ability to share file
• Ability to Update electronic patient records

DigiPractiuce offers the following  Service benefits

• Publish content from multiple devices
• Quickly manage content on the move
• Content regularly updated
• Patient-centric design
• Reduces avoidable appointments
• Access to a wider range of social prescribing
• Best utilisation of available resources

About Bartley Green Medical Practice:

It has its origins in a modest health centre opened in 1977. This stood where our current car park is and was demolished to make way for our new practice building in 1999. The present building was opened by the Lord Mayor in July 2000. It offers us more consulting rooms, more clinical areas, better accommodation for our health visitors, more administration space and enhanced facilities for teaching. Since the introduction of the new General Medical Services contract for practices, the practice provides core services and a range of direct and national enhanced services for patients. 

For more please visit https://caprihealthcare.co.uk

Can AI solve COVID-19 problem? - MedTech talk by Krishna Thakur

Can AI solve COVID-19 problem? - MedTech talk by Krishna Thakur |Founder of Capri Healthcare. Capri Healthcare is an organization driven by the vision of turning the NHS Digital-first strategy into reality by bringing digital innovation into the working of healthcare organisations, leading healthcare organisations into the Digital Era by redesigning and developing patient-centric online channels, reducing the NHS burden.ww.caprihealthcare.co.uk

Medtech Talk by Krishna Thakur |Founder & Director of Capri Healthcare Ltd. Dealing with Coronavirus outbreak with technology.| Stay Home Stay Safe | Supporting NHS Primary and Secondary care | Arming NHS keyworkers with technology and keeping them safe.

Canadian Immigration Medicals

Canadian Immigration Medicals

Modality Medical Services

Capri is helping Modality Medical Services to embark on their digital journey by launching their brand new website www.modalityimmigrationservices.com. It provides an efficient, professional one-stop service.

As an approved centre of the Canadian High Commission, Modality Immigration Services are authorised to undertake visa medicals and x-ray examinations for those wishing to visit or live in Canada. All the necessary medicals, x-rays and blood tests are all undertaken at the same appointment.

This new online service is very user-friendly, finding the right information, booking appointments and making payments can be done in a few clicks. 

Please visit the site and our team will be happy to receive your feedback.
www.modalityimmigrationservices.com

e-Learning with Capri

Bahon ke Darmiya | Cover by JammingKrish | Ft Sukruti Mohanty

Things to do this Easter to boost your career

Capri Christmas 2016

How to write user stories

Recently came across a 20 page long requirements document and didn't know where to start and what to remember, specially for somebody like me who has a memory of a goldfish. I stopped using those time consuming, long and boring requirements document way back in 2007 and started use cases and then moved to user stories. They are easy to write and understand and best thing about them is "collaboration". I personally love those user story writing workshops with loads of index cards, post-its, marker and DONUTS. So how do you write user stories?

Behaviour driven development - an example of BDD user story

According to Mike Cohn User stories are short, simple descriptions of a feature told from the perspective of the person who desires the new capability, usually a user or customer of the system. They typically follow a simple template:

As a <type of user>, I want <some goal> so that <some reason>.

User stories are often written on index cards or sticky notes, stored in a shoe box, and arranged on walls or tables to facilitate planning and discussion. As such, they strongly shift the focus from writing about features to discussing them. In fact, these discussions are more important than whatever text is written.

Title: One line describing the story
Narrative:
As a [role]
I want [feature]
So that [benefit]
Acceptance Criteria: (presented as Scenarios)
Scenario 1: Title
Given [context]
And [some more context]...
When [event]
Then [outcome]
And [another outcome]...
Scenario 2: ...

Here is an example from my recent project at Toyota motors.

ProductOwnerScenario 2:Scenario 3:

Sales Performance Report

Narrative:
As a [Sales Analyst]
I want [to see parts sales figures for the current month(mtd)]
So that [I can track sales progress against monthly target]

Acceptance Criteria: (presented as Scenarios)

Scenario 1: BI User login
Given [I am logging in as a BI user]
And [some more context]...
When  [the log in successful]
Then  [I will be taken to sales performance report]
And [I will be able to select month and date or defaults to current month and date]
Hope this helps! Good luck with user story writing and don't forget to buy donuts (skinny ones for me please!).

Implementation of Scrum in manufacturing

Capri Consulting UK

New to Agile?

In short, agile and lean are general concepts, the former basing on Agile Manifesto and the latter on Toyota Production System. Then we have Scrum or XP, built over agile, and Kanban, built over lean, which are specific methods teams can implement, like Prince2. Personally, I don't treat agile and lean movements in a very orthodox way -- they base on the same principles. So, to some point, they're overlapping. Also, you will find teams mixing methods from both houses, Scrumban (a combination of Scrum and Kanban) being probably the most common. If you wanted to position agile/lean methods somehow I'd say that:

• Scrum is the closest to the old-school project management methods, although it doesn't really deal with formal side of project management.
• XP focuses on engineering practices and is generally programmer-centered.
• Kanban is often dubbed change management framework as it doesn't change the way team works on the day 1 and lets the process evolve over time.
• As all three focuses on different things, it isn't uncommon to see them, or their parts, used jointly.

If you want to learn more I'd start with such set of materials:

• Introduction to Scrum on Mike Cohn's site. If you want more on Scrum Mike Cohn's site is a good place to find also more advanced stuff on Scrum.
• Once you know what Scrum is I'd strongly recommend Henrik Kniberg's and Mattias Skarin's minibook Kanban and Scrum - Making most of both which is great in terms of describing Kanban but has a lot of referrals to Scrum.
• For more advanced stuff on Kanban I'd recommend Limited WIP Society articles (topic for my next blog).
• Good kick start on XP can be found on Ron Jeffries' site.

In terms of books as a kick start, I'd recommend:

• Mike Cohn's Succeeding with Agile for Scrum
• Kent Beck's Extreme Programming Explained for XP
• David Anderson's Kanban for Kanban

If it is too much of a hassle to read these books and digest then visit our website www.capriconsulting.co.uk and we may be able to help you.

Business Analyst 75k London Job in London - LondonJobs

Business Analyst 75k London Job in London - LondonJobs

Sprint retrospective irrespective

read interesting blog Sprint retrospective irrespective

Top 5 things CIOs should be thinking about in 2012.

1. Cost reduction by following agile techniques
2. Cloud computing
3. Business continuity during Olympics 2012
4. People
5. Profit

Agile Financial Times Breakfast Event

There is a free event (Agile Financial Times Breakfast Event)on 22 Mar 2012. Please visit the following link:
http://www.cakesolutions.net/events/24#.TxBtIlueenA

4 Reasons People Don't Do What You Need Them To Do

Recently read an interesting article, here is the extract:

One of the most frequent complaints I hear from managers is that their direct reports are failing to deliver on expectations. They feel at a loss about why this is happening and what they can do about it. They are likely to eventually come to the conclusion that the person is either lazy, lacks commitment or just isn't up to the job.
 
On closer inspection though, there are many reasons that lead to this underperformance.
Here are four of them.
 
They don't know what to do - Especially in these days of rapid change and everyone running to keep still it's easy to overlook the basics and to jump to conclusions that we have spelt out our expectations really clearly when we may not have done so.  Think about someone you manage whose performance is not living up to your expectations. How confident are you that you have articulated really clearly and specifically what you want them to do? Rather than using vague catch all terms like, "present professionally in meetings" or "write up a comprehensive report" etc. you will need to spell out exactly what that looks like so that they can replicate it.
 
They think they are already doing it - In the absence of effective and timely feedback, people either decide they are doing fine or that you don't care about what they are doing.
Consider if you have really taken the
opportunity to give specific behavioural feedback about what they are doing that works and what they are doing or not doing that doesn't work. A simple model to use is Action Impact Desire. What action you saw, what the impact was on you, on others, or on the project and what you Desire for the future. This can be used for motivational feedback when they have done something well that you want them to repeat and developmental feedback when you want them to do something differently.
 
They don't understand why they have to do it
- Someone once said to me that CEO should stand for Chief Explaining Officer. Right from the top, down through the business, leaders at all levels need to paint the big picture and help people see how what they are doing contributes to that big picture. You have probably heard the story about one brick layer saying he is building a wall, while the next brick layer proudly said he was building a cathedral. How are you helping your people see how what they do, contributes to cross functional performance and ultimately to the performance of the business.
 
They think they could do it differently /
better- On a similar vein, maybe they aren't doing what you want because it doesn't make sense to them. That could be because they don't have the bigger picture or it could be that it really doesn't make sense. They are closer to the front line than you and the chances are they will have ideas about how things could be speeded up, made more efficient, more user or customer friendly etc. Make sure you don't overlook their expertise. Create the forum and the climate that encourages ideas and debate.
Just because you are listening doesn't mean you have to implement all their suggestions but it does help you keep your finger on the pulse, eases the burden on you to always know best and develops and values your staff.
 
I don't believe people come to work to
deliberately do a poor job. They may have different drivers and motivators from you but your role as manager is to bring out the best in those you manage. So, next time you are feeling frustrated that one of your people isn't delivering on your expectations, ask yourself what could be getting in the way and how you might be contributing to the issue.

Reducing organisation costs - what would you do if it was your money?

In current economy, managing costs is absolutely crucial in any organisation. Many of us are having to change our spending habits at home, and in work we’re also having to focus hard on cost control. This comes at a time when the wider business needs our support to help deliver what our customers want at a cheaper price.   In most of the organisations, we spend half our life either in meetings or preparing for meetings (what a waste of time?!? Lol ).  Therefore I thought why don’t I change the format of meetings and reduce the cost and save some time (and be productive ;) .  There are few simple measures any organisation can implement and achieve huge cost savings:   ·         Avoid overnight stays. No overnight stays, hotel accommodation or rail or air travel should be booked for the same day and meetings should be arranged for the later part of the day so that attendees can arrive comfortably.   ·         Events. Large scale events and conferences should be subject to rigorous cost control. Encourage employees to use company’s internal facilities where they can. In addition, attendance at external conferences and external training should be approved in advance by senior managers providing a full justification.   ·         Making the most of teleconference facilities. If you’re not in the same building, try to use teleconferencing facilities instead of face-to-face meetings. Conference calls have many advantages – they reduce our fuel costs and environmental impact; avoid the costs incurred with non-productive travelling time; and support our employees well being.  ·         Use Smart board or project: We all print documents for meeting attendees and it get thrown away immediately after the meeting. Instead use Smart board or projector and avoid printing presentations. Advantage – reducing printing and paper costs and environmental impact (10 points for being green and saving trees!). Few other simple tricks: ·         Recruitment. Recruit people from within the company or encourage employees to recommend their friends and relative. ‘Recommend a Friend’ reward should encouraged to reduce hefty fees of recruitment agencies.    ·         Personal equipment. Any unused personal equipment (for example blackberry’s, mobiles or laptops), should be recycled for new starters/replacements wherever possible.      We all need to work together as a team to ensure that we get the maximum value for our money. Tell us what you would do if this was your own cash? We’re interested in finding out how you think we can become even more efficient.    Thanks for everything that you’ll do to help and make sure you keep the ideas coming.   Regards Krish  

Estimating story from trenches

To me, Complexity, Effort and Time are three key things we need to consider. You look at the complexity of a story to derive the effort required to estimate the time it will take you to finish the story.
 
To use an analogy of carrying a log of wood from point A to point B:
 
COMPLEXITY: “How BIG and HEAVY is the Log of wood?”
EFFORT: “How much horsepower is required to pull this log?” This is where Story point comes in (IMO).
TIME: Say it takes 2 Horsepower, “how quickly can 6 horses move the log from A to B?” And this, we all know is velocity which can only be derived after a few Sprints.
 
Complexity cannot be seen in isolation and effort cannot be measured without knowing the complexity.

What happens when SAP meets Agile? | Bluefin Solutions

What happens when SAP meets Agile? | Bluefin Solutions