Catalyst Boost Camp - 9 - Presentation

A lean Agile training initiative

Catalyst Boost Camp - 9 - Presentation

GitHub Issue

Catalyst Boost Camp - 8 - Forecast

A lean Agile training initiative

Catalyst Boost Camp - 8 - Forecast

1) Revenues from Sales & Grants

And related Costs of goods related to those revenues.

The forecasting exercise starts with financial (money) objectives.

What revenues and grants do you expect?

A first instance in forecasting money objectives is a review of revenue and grants funded. This will also include the costs of goods related to revenue and grants. Revenue may also be received with no cost of goods.

2) Your recurring costs.

This will typically be costs related to salaries, office rent, monthly costs such as phone, broadband, insurance etc. Start with reviewing with the team members and add the recurring costs.

3) Activity based costs

Including investments.

What task-based costs do you expect?

Start by inputting cost associated with specific tasks. Review each task and add the related costs.

4) Finance your project.

How will you finance your business going forward?

Start with your financing objectives. Review each objective.

Tax rates and payment terms

Tax percentages and payment terms will be need to be calculated for your profit/loss and cash flow forecasts.

Catalyst Boost Camp - 7 - Tasks

A lean Agile training initiative

Catalyst Boost Camp - 7 - Tasks

What tasks are required to reach your objectives?

Tasks or activities must be created to deliver objectives. Each objective required a definition of tasks to perform. In a team, each team member add their own tasks.

Catalyst Boost Camp - 6 - Objectives

A lean Agile training initiative

Catalyst Boost Camp - 6 - Objectives

The objectives of the project are built up from the competences of the participants.

Such competences will enable milestones to be met, numeric estimates of product to be accurate and financial (money) objectives to be achieved.

An optimum level of planning is on a on monthly basis.

Purpose or Objectives can be seen as roughly equivalent to Key Performance Indicators.

The objective is what you aim to achieve, and the task is the activity that will get you there.

Catalyst Boost Camp - 5 - Business Models

A lean Agile training initiative

Business Models

With reference to the The entrepreneurship handbook Quality Assurance DAO’s Business Models focus on

  • Novelty. As dynamic circumstances demand innovative ways of solving problems.
  • A secondary focus is on efficiency as a key objective is to automate auditability, reporting and tracking in Project Catalyst.

Customers and Co-creators

Early market situation

My first Customers and Co-creators are in an early market situation. Project Catalyst is essentially comprised of technology enthusiasts and visionaries.

Clear and distinct vision ?

The end product of Catalyst is to provide an innovation fund to develop and deliver distributed governance. Known in the Cardano Roadmap as “Voltaire” There is no clear and distinct vision of exactly what distributed governance will look like. And there are differing approaches to achieving this end.

But there is some clarity in respect of a need to develop distributed solutions with a degree of autonomy that can provide some kind of organisational platform. That is DAO -

  • distributed
  • autonomous
  • organization

So technology enthusiasts and visionaries operate in this governance context. Often with an emphasis on experimentation and iteration. With various degrees of emphasis on distributed, autonomous, organization.

Competitive advantage is not straightforward as often the Cardano platform is often presented as a paradigm-shift rather than a product replacement.

Unique value proposition

Quality Assurance DAOs activities are spread between many different community initiatives from Oversight of Catalyst Circle, through tracking of Catalyst Swarm to development of governance in Eastern Town Hall. And the challenge is identify emerging business models and opportunities to collaborate.

I do not aim to own a unique value proposition but to distribute value. To open source it.

  • Through transfer of Experience
  • Through Activity (live examples of work)
  • Through participation - Collaborations (networks)

Reverse Business Model

A focus I have often returned to is the development of an auditability infrastructure to support distributed governance. My Reverse Business Model is a process of discovery of what product features this will have.

Product Features

These features include -

  • Facilitation
  • Automation
  • Documentation
  • Tracking

Meeting details

This meeting was held between 1600 and 1730 UTC on Tuesday, 26th October 2021 and was facilitated by Muzi Mtshali.

GitHub Issue

https://github.com/Quality-Assurance-DAO/F5-Developer-ecosystem-Proposal/issues/164

Catalyst Boost Camp - 4 - Business Idea

A lean Agile training initiative

Business Idea

Core Competencies

What is the core competence that will make you unique?

  • Quality Assurance Experience
  • Test Management Experience
  • Documentation design and maintenance experience
  • Technical Project Management Experience
  • Development Operations Experience
  • Community Outreach Experience

What problems will you solve?

  • Auditability
  • Tracking contribution
  • Community on-boarding
  • Workflow analysis and automation
  • Governance oversight and support

Who has got this problem?

  • Distributed Governance Experiments
  • Community Organisations
  • Development Projects

GitHub Issue

Catalyst Boost Camp - 3 - Resources

A lean Agile training initiative

Resources

Human Resources

Who is in your team?

Who is involved in your team? What experience are they bringing in to the development of the project? Describe each individuals relevant experiences.

  • Quality Assurance Experience - Capability Maturity Model -adapted to Blockchain technology
  • Test Management Experience
  • Documentation design and maintenance experience
  • Technical Project Management Experience
  • Development Operations Experience - (Continuous Integration. Docker, Bash Command Line, Python, YAML)
  • Community Outreach Experience - (Peer Facilitation, workshop hosting and training )

Physical Resources

Marketable Resources

  • Services

Financial Resources

GitHub Issue

Catalyst Boost Camp - 2 - Purpose

A lean Agile training initiative

Purpose

Motivation - What motivates you?

  • Social responsibility - Implement Distributed Governance as broadly as possible. From the bottom up.
  • Intrinsic motivation - Give
  • Construct a distributed auditability platform
  • Make

Core value - What are your core values?

  • Open Source - Provide accessible, portable, and reusable solutions

Vision - What is your vision ?

  • Sustainability - Deliver self-sustaining economic models
  • Aspiration versus Article of faith

GitHub Issue

Catalyst Boost Camp - 1 - Introduction

A lean Agile training initiative

Introduction

Catalyst Boost Camp is a training initiative offered to Fund 2 to 5 Cohort by entreprenerdy in partnership with Project Catalyst.

9 standard Bootcamp sessions

There are 9 standard Bootcamp sessions that cover:

  • 1 Introduction
  • 2 Purpose
  • 3 Resources
  • 4 Idea
  • Objectives
  • Model
  • Tasks
  • Forecast
  • Pitch/presentation.

My involvement

In respect of my involvement …

  • I specified my idea / concept description as The Distributed Autonomous Organisation of Quality Assurance. taken from a longstanding tagline for QA-DAO.
  • My reasons for joining are To learn how to develop tools for distributed entrepreneurs.
  • The progress in 6 months I envisaged is A distributed governance quality assurance consultancy
  • and Need for Mentoring is designing entrepreneurship training and toolkits. Budgeting..

My original Catalyst proposal

My original Catalyst proposal was …

Notes

A large part of the introduction drew upon material published in The Entrepreneurship Handbook by Yngve Dahle.

The “2 - How much theory do you need ?” section referenced the paper The promise of entrepreneurship as a field of research, 2000, Shane & Venkataraman as 1) establishing entrepreneurship as a field of research and 2) focusing on the activities of entrepreneurship rather than seeking to identify who is an entrepreneur.

In contrast to previous research, we define the field of entrepreneurship as the scholarly examination of how, by whom, and with what effects opportunities to create future goods and services are discovered, evaluated, and exploited. “ -(Venkataraman, 1997).

In a distributed context the translation of such a process of discovery may be familiar from recent “problem-sensing” exercises. Where the individual entrepreneur is diminished further in favour of iterative activities that seek opportunities and evaluate them according to the culture of a group or circle.

Further on opportunity is presented in two aspects:

  • A positive motivation to take advantage of a good opportunity that defines an “opportunity entrepreneur”.
  • and a negative motivation to escape a lack of opportunity that defines a “necessity entrepreneur”.

A key difference here is the level of risk and/or the opportunity cost involved. Arguely a good opportunity has a low opportunity cost that does not impact an “opportunity entrepreneur”. Perhaps because they have access to a wider range of implicit and explicit cost options - more to play with. Whilst the “necessity entrepreneur” must weigh a limited opportunity cost equation - a necessary choice.

Town Hall Slides

2021-10-22 (6)

2021-10-22 (5)

GitHub Issue

A GitHub Issue tracks this activity here