Slideshows for Tag: governance http://www.slideshare.net/ http://www.slideshare.net/images/logo.gif Slideshows for Tag: governance http://www.slideshare.net/ Mon, 09 Nov 2009 04:19:23 GMT SlideShare feed for Slideshows for Tag: governance Social Media Governance (Discussion with Forrester’s Interactive Marketing Council) http://www.slideshare.net/ChrisBoudreaux/social-media-governance-forrester-interactive-marketing-council
My presentation to Forrester’s Interactive Marketing Council in October 2009.]]>
My presentation to Forrester’s Interactive Marketing Council in October 2009.]]> Mon, 09 Nov 2009 04:19:23 GMT http://www.slideshare.net/ChrisBoudreaux/social-media-governance-forrester-interactive-marketing-council ChrisBoudreaux@slideshare.net(ChrisBoudreaux) Social Media Governance (Discussion with Forrester&rsquo;s Interactive Marketing Council) ChrisBoudreaux My presentation to Forrester&rsquo;s Interactive Marketing Council in October 2009. <img src="http://cdn.slidesharecdn.com/socialmediagovernanceforrester-091108221924-phpapp02-thumbnail-2?1258155621" alt ="" style="border:1px solid #C3E6D8;float:right;" /><br> My presentation to Forrester&rsquo;s Interactive Marketing Council in October 2009. Social Media Governance (Discussion with Forrester's Interactive Marketing Council)
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]]> 110 0 http://cdn.slidesharecdn.com/socialmediagovernanceforrester-091108221924-phpapp02-thumbnail-2?1258155621 presentation http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted Governare Reti, governare con le Reti http://www.slideshare.net/stefanorossi/governare-reti-governare-con-le-reti
Una riflessione sulle spinte autopoietiche alla governance generate in ambiti Enterprise 2.0 e non solo. ]]>
Una riflessione sulle spinte autopoietiche alla governance generate in ambiti Enterprise 2.0 e non solo. ]]> Sat, 07 Nov 2009 10:48:07 GMT http://www.slideshare.net/stefanorossi/governare-reti-governare-con-le-reti stefanorossi@slideshare.net(stefanorossi) Governare Reti, governare con le Reti stefanorossi Una riflessione sulle spinte autopoietiche alla governance generate in ambiti Enterprise 2.0 e non solo. <img src="http://cdn.slidesharecdn.com/cfakepathgovernance2-0venezia-finsenzanote-091107044813-phpapp01-thumbnail-2?1257591678" alt ="" style="border:1px solid #C3E6D8;float:right;" /><br> Una riflessione sulle spinte autopoietiche alla governance generate in ambiti Enterprise 2.0 e non solo. Governare Reti, governare con le Reti
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]]> 18 0 http://cdn.slidesharecdn.com/cfakepathgovernance2-0venezia-finsenzanote-091107044813-phpapp01-thumbnail-2?1257591678 presentation http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted Territorial governance for the socio-ecological transition (Blanca Miedes Ugarte) http://www.slideshare.net/caenti/territorial-governance-for-the-socioecological-transition-blanca-miedes-ugarte
Dr. Blanca Miedes Ugarte Associated Professor of Applied Economy Observatorio Local de Empleo www.ole.uhu.es Universidad de Huelva (Spain) miedes@uhu.es Research-Action Line “Governance” European Network of Territorial Intelligence www.territorial-intelligence.eu]]>
Dr. Blanca Miedes Ugarte Associated Professor of Applied Economy Observatorio Local de Empleo www.ole.uhu.es Universidad de Huelva (Spain) miedes@uhu.es Research-Action Line “Governance” European Network of Territorial Intelligence www.territorial-intelligence.eu]]> Thu, 05 Nov 2009 14:14:56 GMT http://www.slideshare.net/caenti/territorial-governance-for-the-socioecological-transition-blanca-miedes-ugarte caenti@slideshare.net(caenti) Territorial governance for the socio-ecological transition (Blanca Miedes Ugarte) caenti Dr. Blanca Miedes Ugarte Associated Professor of Applied Economy Observatorio Local de Empleo www.ole.uhu.es Universidad de Huelva (Spain) miedes@uhu.es Research-Action Line “Governance” European Network of Territorial Intelligence www.territorial-intelligence.eu <img src="http://cdn.slidesharecdn.com/s09-miedes-091105081509-phpapp02-thumbnail-2?1257430581" alt ="" style="border:1px solid #C3E6D8;float:right;" /><br> Dr. Blanca Miedes Ugarte Associated Professor of Applied Economy Observatorio Local de Empleo www.ole.uhu.es Universidad de Huelva (Spain) miedes@uhu.es Research-Action Line “Governance” European Network of Territorial Intelligence www.territorial-intelligence.eu Territorial governance for the socio-ecological transition (Blanca Miedes Ugarte)
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]]> 55 0 http://cdn.slidesharecdn.com/s09-miedes-091105081509-phpapp02-thumbnail-2?1257430581 presentation http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted Intranet Governance Sept 2009 Slideshare http://www.slideshare.net/Prescient/intranet-governance-sept-2009-slideshare
As is the case with most websites or intranets it is simply impossible to achieve any long-lasting success without a clearly defined ownership and management structure. Intranet governance provides clarity and rules: namely the titles, roles and responsibilities of its owners, managers, stakeholders and contributors. However, at the heart of a successful model, is a powerful executive with purse strings, supported by a solid intranet team. This presentation discusses how to build an intranet governance model, and the options for doing so.]]>
As is the case with most websites or intranets it is simply impossible to achieve any long-lasting success without a clearly defined ownership and management structure. Intranet governance provides clarity and rules: namely the titles, roles and responsibilities of its owners, managers, stakeholders and contributors. However, at the heart of a successful model, is a powerful executive with purse strings, supported by a solid intranet team. This presentation discusses how to build an intranet governance model, and the options for doing so.]]> Wed, 04 Nov 2009 19:30:23 GMT http://www.slideshare.net/Prescient/intranet-governance-sept-2009-slideshare Prescient@slideshare.net(Prescient) Intranet Governance Sept 2009 Slideshare Prescient As is the case with most websites or intranets it is simply impossible to achieve any long-lasting success without a clearly defined ownership and management structure. Intranet governance provides clarity and rules: namely the titles, roles and responsibilities of its owners, managers, stakeholders and contributors. However, at the heart of a successful model, is a powerful executive with purse strings, supported by a solid intranet team. This presentation discusses how to build an intranet governance model, and the options for doing so. <img src="http://cdn.slidesharecdn.com/intranetgovernancesept2009slideshare-091104133031-phpapp01-thumbnail-2?1257363106" alt ="" style="border:1px solid #C3E6D8;float:right;" /><br> As is the case with most websites or intranets it is simply impossible to achieve any long-lasting success without a clearly defined ownership and management structure. Intranet governance provides clarity and rules: namely the titles, roles and responsibilities of its owners, managers, stakeholders and contributors. However, at the heart of a successful model, is a powerful executive with purse strings, supported by a solid intranet team. This presentation discusses how to build an intranet governance model, and the options for doing so. Intranet Governance Sept 2009 Slideshare
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]]> 82 0 http://cdn.slidesharecdn.com/intranetgovernancesept2009slideshare-091104133031-phpapp01-thumbnail-2?1257363106 presentation http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted Operational Risk Appetite (ORA) - Why, What &amp; How http://www.slideshare.net/ComplianceTrack/operational-risk-appetite-ora-why-what-how
Implementing an Operational Risk Appetite (ORA) framework is inevitable if you are trying to achieve any of the following. 1. An integrated GRC (Governance, Risk & Compliance) approach 2. An Enterprise Risk Management (ERM) programme 3. Get ROI from your BASEL II or Solvency II compliance investments]]>
Implementing an Operational Risk Appetite (ORA) framework is inevitable if you are trying to achieve any of the following. 1. An integrated GRC (Governance, Risk & Compliance) approach 2. An Enterprise Risk Management (ERM) programme 3. Get ROI from your BASEL II or Solvency II compliance investments]]> Wed, 04 Nov 2009 10:54:11 GMT http://www.slideshare.net/ComplianceTrack/operational-risk-appetite-ora-why-what-how ComplianceTrack@slideshare.net(ComplianceTrack) Operational Risk Appetite (ORA) - Why, What &amp; How ComplianceTrack Implementing an Operational Risk Appetite (ORA) framework is inevitable if you are trying to achieve any of the following. 1. An integrated GRC (Governance, Risk &amp; Compliance) approach 2. An Enterprise Risk Management (ERM) programme 3. Get ROI from your BASEL II or Solvency II compliance investments <img src="http://cdn.slidesharecdn.com/ioroperationalriskappetite091029-091104045417-phpapp01-thumbnail-2?1257332121" alt ="" style="border:1px solid #C3E6D8;float:right;" /><br> Implementing an Operational Risk Appetite (ORA) framework is inevitable if you are trying to achieve any of the following. 1. An integrated GRC (Governance, Risk &amp; Compliance) approach 2. An Enterprise Risk Management (ERM) programme 3. Get ROI from your BASEL II or Solvency II compliance investments Operational Risk Appetite (ORA) - Why, What & How
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]]> 60 0 http://cdn.slidesharecdn.com/ioroperationalriskappetite091029-091104045417-phpapp01-thumbnail-2?1257332121 presentation http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted The CEO Office: The Infrastructure for superior Corporate Management, Governance, Leadership and Performance! http://www.slideshare.net/lukasmichel/the-ceo-office-the-infrastructure-that-helps-ceo-performance-in-a-class-5-hurricane
Your last name may not be Obama, but if you are a CEO, you may want to consider hiring a chief of staff and establish a CEO Office.]]>
Your last name may not be Obama, but if you are a CEO, you may want to consider hiring a chief of staff and establish a CEO Office.]]> Mon, 02 Nov 2009 15:52:50 GMT http://www.slideshare.net/lukasmichel/the-ceo-office-the-infrastructure-that-helps-ceo-performance-in-a-class-5-hurricane lukasmichel@slideshare.net(lukasmichel) The CEO Office: The Infrastructure for superior Corporate Management, Governance, Leadership and Performance! lukasmichel Your last name may not be Obama, but if you are a CEO, you may want to consider hiring a chief of staff and establish a CEO Office. <img src="http://cdn.slidesharecdn.com/sphereceoofficee-091102095259-phpapp02-thumbnail-2?1257403316" alt ="" style="border:1px solid #C3E6D8;float:right;" /><br> Your last name may not be Obama, but if you are a CEO, you may want to consider hiring a chief of staff and establish a CEO Office. The CEO Office: The Infrastructure for superior Corporate Management, Governance, Leadership and Performance!
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]]> 63 0 http://cdn.slidesharecdn.com/sphereceoofficee-091102095259-phpapp02-thumbnail-2?1257403316 presentation http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted Management Control for Performance in a New Era: Why successful leaders rethink their approach to corporate leadership through state-of-the-art performance management tools http://www.slideshare.net/lukasmichel/managerial-control-for-a-new-era
It is a new era for leaders. They are challenged by increasing complexity, dynamics, uncertainty, and ambiguities. Making good decisions is increasingly difficult. For this, managerial systems need design. Modern controls embed this capability in the entire organization. Find out how ...]]>
It is a new era for leaders. They are challenged by increasing complexity, dynamics, uncertainty, and ambiguities. Making good decisions is increasingly difficult. For this, managerial systems need design. Modern controls embed this capability in the entire organization. Find out how ...]]> Wed, 28 Oct 2009 10:24:49 GMT http://www.slideshare.net/lukasmichel/managerial-control-for-a-new-era lukasmichel@slideshare.net(lukasmichel) Management Control for Performance in a New Era: Why successful leaders rethink their approach to corporate leadership through state-of-the-art performance management tools lukasmichel It is a new era for leaders. They are challenged by increasing complexity, dynamics, uncertainty, and ambiguities. Making good decisions is increasingly difficult. For this, managerial systems need design. Modern controls embed this capability in the entire organization. Find out how ... <img src="http://cdn.slidesharecdn.com/managerialcontrolforanewera-12567253581128-phpapp02-thumbnail-2?1257509051" alt ="" style="border:1px solid #C3E6D8;float:right;" /><br> It is a new era for leaders. They are challenged by increasing complexity, dynamics, uncertainty, and ambiguities. Making good decisions is increasingly difficult. For this, managerial systems need design. Modern controls embed this capability in the entire organization. Find out how ... Management Control for Performance in a New Era: Why successful leaders rethink their approach to corporate leadership through state-of-the-art performance management tools
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]]> 123 0 http://cdn.slidesharecdn.com/managerialcontrolforanewera-12567253581128-phpapp02-thumbnail-2?1257509051 presentation http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted Steuerung für eine neue Zeit: Weshalb moderne CEO ihr Leadership, die Unternehmensführung und Unternehmenssteuerung durch modernes Performance Management anpassen http://www.slideshare.net/lukasmichel/unternehmenssteuerung-fr-eine-neue-z
Es ist eine neue Zeit für Führungskräfte. Sie sind gefordert durch höhere Dynamik, Komplexität, Unsicherheit und Mehrdeutigkeiten. Gute Entscheidungen zu fällen ist immer wichtiger. Passende Führungsinstrumente verankern diese Fähigkeiten in der gesamten Organisation. Finden Sie heraus wie ...]]>
Es ist eine neue Zeit für Führungskräfte. Sie sind gefordert durch höhere Dynamik, Komplexität, Unsicherheit und Mehrdeutigkeiten. Gute Entscheidungen zu fällen ist immer wichtiger. Passende Führungsinstrumente verankern diese Fähigkeiten in der gesamten Organisation. Finden Sie heraus wie ...]]> Wed, 28 Oct 2009 10:13:23 GMT http://www.slideshare.net/lukasmichel/unternehmenssteuerung-fr-eine-neue-z lukasmichel@slideshare.net(lukasmichel) Steuerung für eine neue Zeit: Weshalb moderne CEO ihr Leadership, die Unternehmensführung und Unternehmenssteuerung durch modernes Performance Management anpassen lukasmichel Es ist eine neue Zeit für Führungskräfte. Sie sind gefordert durch höhere Dynamik, Komplexität, Unsicherheit und Mehrdeutigkeiten. Gute Entscheidungen zu fällen ist immer wichtiger. Passende Führungsinstrumente verankern diese Fähigkeiten in der gesamten Organisation. Finden Sie heraus wie ... <img src="http://cdn.slidesharecdn.com/unternehmenssteuerungfreineneuezeit-12567245852427-phpapp02-thumbnail-2?1257168397" alt ="" style="border:1px solid #C3E6D8;float:right;" /><br> Es ist eine neue Zeit für Führungskräfte. Sie sind gefordert durch höhere Dynamik, Komplexität, Unsicherheit und Mehrdeutigkeiten. Gute Entscheidungen zu fällen ist immer wichtiger. Passende Führungsinstrumente verankern diese Fähigkeiten in der gesamten Organisation. Finden Sie heraus wie ... Steuerung für eine neue Zeit: Weshalb moderne CEO ihr Leadership, die Unternehmensführung und Unternehmenssteuerung durch modernes Performance Management anpassen
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]]> 58 0 http://cdn.slidesharecdn.com/unternehmenssteuerungfreineneuezeit-12567245852427-phpapp02-thumbnail-2?1257168397 presentation http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted Public Sector Boards Update 2009 http://www.slideshare.net/Stephen_Horne/public-sector-boards-update-2009
A deeper understanding of the nature and operating context for public sector boards is essential for addressing issues of corporate governance in the public sector.]]>
A deeper understanding of the nature and operating context for public sector boards is essential for addressing issues of corporate governance in the public sector.]]> Tue, 27 Oct 2009 00:32:00 GMT http://www.slideshare.net/Stephen_Horne/public-sector-boards-update-2009 Stephen_Horne@slideshare.net(Stephen_Horne) Public Sector Boards Update 2009 Stephen_Horne A deeper understanding of the nature and operating context for public sector boards is essential for addressing issues of corporate governance in the public sector. <img src="http://cdn.slidesharecdn.com/horne-publicsectorboards2009-091026193206-phpapp01-thumbnail-2?1256603596" alt ="" style="border:1px solid #C3E6D8;float:right;" /><br> A deeper understanding of the nature and operating context for public sector boards is essential for addressing issues of corporate governance in the public sector. Public Sector Boards Update 2009
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]]> 56 0 http://cdn.slidesharecdn.com/horne-publicsectorboards2009-091026193206-phpapp01-thumbnail-2?1256603596 presentation http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted Six Levels Of Financial Knowledge http://www.slideshare.net/Zash/six-levels-of-financial-knowledge
A compact document for management accountants.]]>
A compact document for management accountants.]]> Fri, 23 Oct 2009 06:22:35 GMT http://www.slideshare.net/Zash/six-levels-of-financial-knowledge Zash@slideshare.net(Zash) Six Levels Of Financial Knowledge Zash A compact document for management accountants. <img src="http://cdn.slidesharecdn.com/sixlevelsoffinancialknowledge-091023012239-phpapp01-thumbnail-2?1256278966" alt ="" style="border:1px solid #C3E6D8;float:right;" /><br> A compact document for management accountants. Six Levels Of Financial Knowledge
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]]> 105 0 http://cdn.slidesharecdn.com/sixlevelsoffinancialknowledge-091023012239-phpapp01-thumbnail-2?1256278966 document http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted CFO Profile http://www.slideshare.net/mpborman/bormanmarkp-cfo-profile
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]]> Thu, 22 Oct 2009 00:56:43 GMT http://www.slideshare.net/mpborman/bormanmarkp-cfo-profile mpborman@slideshare.net(mpborman) CFO Profile mpborman <img src="http://cdn.slidesharecdn.com/bormanmarkpcfoprofile-12561729983203-phpapp01-thumbnail-2?1256174368" alt ="" style="border:1px solid #C3E6D8;float:right;" /><br> CFO Profile
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]]> 183 0 http://cdn.slidesharecdn.com/bormanmarkpcfoprofile-12561729983203-phpapp01-thumbnail-2?1256174368 document http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted Comprehensive CFO Competencies http://www.slideshare.net/mpborman/comprehensive-cfo-competencies
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]]> Mon, 19 Oct 2009 13:16:15 GMT http://www.slideshare.net/mpborman/comprehensive-cfo-competencies mpborman@slideshare.net(mpborman) Comprehensive CFO Competencies mpborman <img src="http://cdn.slidesharecdn.com/comprehensivecfocompetencies-1255957915525-phpapp02-thumbnail-2?1256046661" alt ="" style="border:1px solid #C3E6D8;float:right;" /><br> Comprehensive CFO Competencies
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]]> 169 0 http://cdn.slidesharecdn.com/comprehensivecfocompetencies-1255957915525-phpapp02-thumbnail-2?1256046661 presentation http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted Drive Information Governance and Significant Cost Savings with E-Mail Archiving by John Wang - Oracle OpenWorld 2009 - OOW http://www.slideshare.net/johnwang/drive-information-governance-and-significant-cost-savings-with-email-archiving
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]]> Fri, 16 Oct 2009 04:01:21 GMT http://www.slideshare.net/johnwang/drive-information-governance-and-significant-cost-savings-with-email-archiving johnwang@slideshare.net(johnwang) Drive Information Governance and Significant Cost Savings with E-Mail Archiving by John Wang - Oracle OpenWorld 2009 - OOW johnwang <img src="http://cdn.slidesharecdn.com/s310980zl-oow-2009infogovcostsavings20091013-091015230125-phpapp02-thumbnail-2?1256069325" alt ="" style="border:1px solid #C3E6D8;float:right;" /><br> Drive Information Governance and Significant Cost Savings with E-Mail Archiving by John Wang - Oracle OpenWorld 2009 - OOW
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]]> 305 1 http://cdn.slidesharecdn.com/s310980zl-oow-2009infogovcostsavings20091013-091015230125-phpapp02-thumbnail-2?1256069325 presentation http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted Project Success/Failure http://www.slideshare.net/PeterMS1922/project-successfailure
Presentation to ISACA Governance Event 11 Sept 2009 on factors affecting Project Success/Failure referencing ISO38500, Project Management, Standish and the CHAOS Report, also Sauer et all, Cadbury and drawing on Peter Salmon’s varied and extnesive personal experience]]>
Presentation to ISACA Governance Event 11 Sept 2009 on factors affecting Project Success/Failure referencing ISO38500, Project Management, Standish and the CHAOS Report, also Sauer et all, Cadbury and drawing on Peter Salmon’s varied and extnesive personal experience]]> Fri, 16 Oct 2009 02:31:33 GMT http://www.slideshare.net/PeterMS1922/project-successfailure PeterMS1922@slideshare.net(PeterMS1922) Project Success/Failure PeterMS1922 Presentation to ISACA Governance Event 11 Sept 2009 on factors affecting Project Success/Failure referencing ISO38500, Project Management, Standish and the CHAOS Report, also Sauer et all, Cadbury and drawing on Peter Salmon&rsquo;s varied and extnesive personal experience <img src="http://cdn.slidesharecdn.com/isacasept112009-091015213139-phpapp01-thumbnail-2?1255660337" alt ="" style="border:1px solid #C3E6D8;float:right;" /><br> Presentation to ISACA Governance Event 11 Sept 2009 on factors affecting Project Success/Failure referencing ISO38500, Project Management, Standish and the CHAOS Report, also Sauer et all, Cadbury and drawing on Peter Salmon&rsquo;s varied and extnesive personal experience Project Success/Failure
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]]> 257 0 http://cdn.slidesharecdn.com/isacasept112009-091015213139-phpapp01-thumbnail-2?1255660337 presentation http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted Data Management For Government Agencies | Embarcadero Technologies http://www.slideshare.net/embarcaderotechnet/data-management-for-government-agencies-embarcadero-technologies-2212952
Embarcadero Technologies, the leader in database tools and developer software, offers highly navigable, cross-platform database modeling tools designed for logical data analysis, database design, and construction. With a clear understanding of the data and how it is structured, Embarcadero addresses data integration needs, allowing agencies to transform, migrate, and integrate large quantities of data from disparate sources.]]>
Embarcadero Technologies, the leader in database tools and developer software, offers highly navigable, cross-platform database modeling tools designed for logical data analysis, database design, and construction. With a clear understanding of the data and how it is structured, Embarcadero addresses data integration needs, allowing agencies to transform, migrate, and integrate large quantities of data from disparate sources.]]> Tue, 13 Oct 2009 21:40:21 GMT http://www.slideshare.net/embarcaderotechnet/data-management-for-government-agencies-embarcadero-technologies-2212952 embarcaderotechnet@slideshare.net(embarcaderotechnet) Data Management For Government Agencies | Embarcadero Technologies embarcaderotechnet Embarcadero Technologies, the leader in database tools and developer software, offers highly navigable, cross-platform database modeling tools designed for logical data analysis, database design, and construction. With a clear understanding of the data and how it is structured, Embarcadero addresses data integration needs, allowing agencies to transform, migrate, and integrate large quantities of data from disparate sources. <img src="http://cdn.slidesharecdn.com/data-management-for-government-agencies-2009-091013164031-phpapp01-thumbnail-2?1255470037" alt ="" style="border:1px solid #C3E6D8;float:right;" /><br> Embarcadero Technologies, the leader in database tools and developer software, offers highly navigable, cross-platform database modeling tools designed for logical data analysis, database design, and construction. With a clear understanding of the data and how it is structured, Embarcadero addresses data integration needs, allowing agencies to transform, migrate, and integrate large quantities of data from disparate sources. Data Management For Government Agencies | Embarcadero Technologies
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]]> 94 0 http://cdn.slidesharecdn.com/data-management-for-government-agencies-2009-091013164031-phpapp01-thumbnail-2?1255470037 document http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted TechniClick - GWEA &amp; EA Governance http://www.slideshare.net/guestea68b0/techniclick-gwea-ea-governance
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]]> Mon, 12 Oct 2009 21:42:09 GMT http://www.slideshare.net/guestea68b0/techniclick-gwea-ea-governance guestea68b0@slideshare.net(guestea68b0) TechniClick - GWEA &amp; EA Governance guestea68b0 <img src="http://cdn.slidesharecdn.com/techni-click-gweaandeagovernancev1-0-091012164222-phpapp02-thumbnail-2?1255384058" alt ="" style="border:1px solid #C3E6D8;float:right;" /><br> TechniClick - GWEA & EA Governance
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]]> 81 0 http://cdn.slidesharecdn.com/techni-click-gweaandeagovernancev1-0-091012164222-phpapp02-thumbnail-2?1255384058 presentation http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted Governance at UNSW Aaron Magner 2009 http://www.slideshare.net/AaronMagner/governance-at-unsw-aaron-magner-2009
A summary of the legal framework that underpins governance at the University of New South Wales.]]>
A summary of the legal framework that underpins governance at the University of New South Wales.]]> Mon, 12 Oct 2009 06:40:29 GMT http://www.slideshare.net/AaronMagner/governance-at-unsw-aaron-magner-2009 AaronMagner@slideshare.net(AaronMagner) Governance at UNSW Aaron Magner 2009 AaronMagner A summary of the legal framework that underpins governance at the University of New South Wales. <img src="http://cdn.slidesharecdn.com/governanceattheunsw-aaronmagner2009-091012014038-phpapp01-thumbnail-2?1255329659" alt ="" style="border:1px solid #C3E6D8;float:right;" /><br> A summary of the legal framework that underpins governance at the University of New South Wales. Governance at UNSW Aaron Magner 2009
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]]> 135 0 http://cdn.slidesharecdn.com/governanceattheunsw-aaronmagner2009-091012014038-phpapp01-thumbnail-2?1255329659 presentation http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted Agile Governance – Managing the Enterprise Issues http://www.slideshare.net/ThoughtWorks/agile-governance-managing-the-enterprise-issues-2195039
IT governance models have been developed largely to deal with traditional waterfall-style development. The rapid increase in the adoption of Agile software development raises a variety of important questions about governance: • Can existing governance models deal with Agile development? • How well have those existing governance models been dealing with IT performance and risk management? • What new patterns for IT governance might be necessary to realise the benefits of faster time-to-market and better IT business alignment promised by more Agile delivery models? This seminar will explore these and related questions from the perspective of lessons learned from enterprise Agile adoption. • ThoughtWorks has been assisting organisations in Agile adoption for over 10 years and deals regularly with the challenges of governance and compliance protocols • Suncorp is carrying out the largest Agile change programme in Australia and has had to grapple with numerous governance concerns • Lonely Planet’s award-winning web site was recently relaunched after an extensive retooling of its development practices, featuring both Agile adoption and fundamental changes to its operational model About the Speakers Nigel Dalton, GM IT, Lonely Planet When Nigel joined Lonely Planet in 2007, the seeds of an Agile IT organisation had just been planted. With ThoughtWorks’ assistance, Nigel introduced Agile practices across the enterprise and was instrumental at introducing and embedding Agile governance at the board level. Josh Melville, Executive Manager, Suncorp Josh is Executive Manager, Portfolio and Performance Services within Suncorp Business Technology and is responsible for portfolio and performance reporting, strategy coordination and risk and compliance. Josh was previously a Change Leader on the Suncorp BT Agile Change Program, responsible for maintaining the overall program of work, tracking performance and managing relationships with the Agile strategic partners. Lindy Stephens, Professional Services Manager, ThoughtWorks Lindy has over 10 years experience in working as a Project / Programme Manager for software delivery projects, mostly working with large Australian financial institutions. During this time, Lindy was often called upon to help organisations transition from more traditional software development approaches to what is now colloquially known as Agile software development. ]]>
IT governance models have been developed largely to deal with traditional waterfall-style development. The rapid increase in the adoption of Agile software development raises a variety of important questions about governance: • Can existing governance models deal with Agile development? • How well have those existing governance models been dealing with IT performance and risk management? • What new patterns for IT governance might be necessary to realise the benefits of faster time-to-market and better IT business alignment promised by more Agile delivery models? This seminar will explore these and related questions from the perspective of lessons learned from enterprise Agile adoption. • ThoughtWorks has been assisting organisations in Agile adoption for over 10 years and deals regularly with the challenges of governance and compliance protocols • Suncorp is carrying out the largest Agile change programme in Australia and has had to grapple with numerous governance concerns • Lonely Planet’s award-winning web site was recently relaunched after an extensive retooling of its development practices, featuring both Agile adoption and fundamental changes to its operational model About the Speakers Nigel Dalton, GM IT, Lonely Planet When Nigel joined Lonely Planet in 2007, the seeds of an Agile IT organisation had just been planted. With ThoughtWorks’ assistance, Nigel introduced Agile practices across the enterprise and was instrumental at introducing and embedding Agile governance at the board level. Josh Melville, Executive Manager, Suncorp Josh is Executive Manager, Portfolio and Performance Services within Suncorp Business Technology and is responsible for portfolio and performance reporting, strategy coordination and risk and compliance. Josh was previously a Change Leader on the Suncorp BT Agile Change Program, responsible for maintaining the overall program of work, tracking performance and managing relationships with the Agile strategic partners. Lindy Stephens, Professional Services Manager, ThoughtWorks Lindy has over 10 years experience in working as a Project / Programme Manager for software delivery projects, mostly working with large Australian financial institutions. During this time, Lindy was often called upon to help organisations transition from more traditional software development approaches to what is now colloquially known as Agile software development. ]]> Mon, 12 Oct 2009 01:53:16 GMT http://www.slideshare.net/ThoughtWorks/agile-governance-managing-the-enterprise-issues-2195039 ThoughtWorks@slideshare.net(ThoughtWorks) Agile Governance – Managing the Enterprise Issues ThoughtWorks IT governance models have been developed largely to deal with traditional waterfall-style development. The rapid increase in the adoption of Agile software development raises a variety of important questions about governance: • Can existing governance models deal with Agile development? • How well have those existing governance models been dealing with IT performance and risk management? • What new patterns for IT governance might be necessary to realise the benefits of faster time-to-market and better IT business alignment promised by more Agile delivery models? This seminar will explore these and related questions from the perspective of lessons learned from enterprise Agile adoption. • ThoughtWorks has been assisting organisations in Agile adoption for over 10 years and deals regularly with the challenges of governance and compliance protocols • Suncorp is carrying out the largest Agile change programme in Australia and has had to grapple with numerous governance concerns • Lonely Planet’s award-winning web site was recently relaunched after an extensive retooling of its development practices, featuring both Agile adoption and fundamental changes to its operational model About the Speakers Nigel Dalton, GM IT, Lonely Planet When Nigel joined Lonely Planet in 2007, the seeds of an Agile IT organisation had just been planted. With ThoughtWorks’ assistance, Nigel introduced Agile practices across the enterprise and was instrumental at introducing and embedding Agile governance at the board level. Josh Melville, Executive Manager, Suncorp Josh is Executive Manager, Portfolio and Performance Services within Suncorp Business Technology and is responsible for portfolio and performance reporting, strategy coordination and risk and compliance. Josh was previously a Change Leader on the Suncorp BT Agile Change Program, responsible for maintaining the overall program of work, tracking performance and managing relationships with the Agile strategic partners. Lindy Stephens, Professional Services Manager, ThoughtWorks Lindy has over 10 years experience in working as a Project / Programme Manager for software delivery projects, mostly working with large Australian financial institutions. During this time, Lindy was often called upon to help organisations transition from more traditional software development approaches to what is now colloquially known as Agile software development. <img src="http://cdn.slidesharecdn.com/09q3qtbslides-091011205510-phpapp02-thumbnail-2?1255312566" alt ="" style="border:1px solid #C3E6D8;float:right;" /><br> IT governance models have been developed largely to deal with traditional waterfall-style development. The rapid increase in the adoption of Agile software development raises a variety of important questions about governance: • Can existing governance models deal with Agile development? • How well have those existing governance models been dealing with IT performance and risk management? • What new patterns for IT governance might be necessary to realise the benefits of faster time-to-market and better IT business alignment promised by more Agile delivery models? This seminar will explore these and related questions from the perspective of lessons learned from enterprise Agile adoption. • ThoughtWorks has been assisting organisations in Agile adoption for over 10 years and deals regularly with the challenges of governance and compliance protocols • Suncorp is carrying out the largest Agile change programme in Australia and has had to grapple with numerous governance concerns • Lonely Planet’s award-winning web site was recently relaunched after an extensive retooling of its development practices, featuring both Agile adoption and fundamental changes to its operational model About the Speakers Nigel Dalton, GM IT, Lonely Planet When Nigel joined Lonely Planet in 2007, the seeds of an Agile IT organisation had just been planted. With ThoughtWorks’ assistance, Nigel introduced Agile practices across the enterprise and was instrumental at introducing and embedding Agile governance at the board level. Josh Melville, Executive Manager, Suncorp Josh is Executive Manager, Portfolio and Performance Services within Suncorp Business Technology and is responsible for portfolio and performance reporting, strategy coordination and risk and compliance. Josh was previously a Change Leader on the Suncorp BT Agile Change Program, responsible for maintaining the overall program of work, tracking performance and managing relationships with the Agile strategic partners. Lindy Stephens, Professional Services Manager, ThoughtWorks Lindy has over 10 years experience in working as a Project / Programme Manager for software delivery projects, mostly working with large Australian financial institutions. During this time, Lindy was often called upon to help organisations transition from more traditional software development approaches to what is now colloquially known as Agile software development. Agile Governance – Managing the Enterprise Issues
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]]> 357 0 http://cdn.slidesharecdn.com/09q3qtbslides-091011205510-phpapp02-thumbnail-2?1255312566 presentation http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted Digital terrestrial television in Italy from 1910 to 2009 http://www.slideshare.net/daturi/digital-terrestrial-television-in-italy-from-1910-to-2009
History of digital terrestrial television in Italy, from the monopoly in 1910 to the first digital terrestrial broadcasting in 2003 and the starting of the switch-off operation. visit www.manualepraticodtt.it for the full book La Storia della televisione digitale terrestre in Italia, dal monopolio delle trasmissioni radio nel 1910 alle prime trasmissioni digitali terrestre nel 2003 e l’avvio delle operazioni di switch-off. La legislazione dal 1910 al 2009, la limitatezza delle frequenze come tema fondamentale per il sistema tv, dalle prime trasmissioni in DTT agli switch-off, il consorzio DVB, lo standard MHP, sistema aperto e sistema chiuso, piattaforma orizzontale e verticale, il DGTVi e la governance del sistema orizzontale, Tivù, il dividendo digitale. visita www.manualepraticodtt.it per il libro intero]]>
History of digital terrestrial television in Italy, from the monopoly in 1910 to the first digital terrestrial broadcasting in 2003 and the starting of the switch-off operation. visit www.manualepraticodtt.it for the full book La Storia della televisione digitale terrestre in Italia, dal monopolio delle trasmissioni radio nel 1910 alle prime trasmissioni digitali terrestre nel 2003 e l’avvio delle operazioni di switch-off. La legislazione dal 1910 al 2009, la limitatezza delle frequenze come tema fondamentale per il sistema tv, dalle prime trasmissioni in DTT agli switch-off, il consorzio DVB, lo standard MHP, sistema aperto e sistema chiuso, piattaforma orizzontale e verticale, il DGTVi e la governance del sistema orizzontale, Tivù, il dividendo digitale. visita www.manualepraticodtt.it per il libro intero]]> Sun, 11 Oct 2009 17:47:54 GMT http://www.slideshare.net/daturi/digital-terrestrial-television-in-italy-from-1910-to-2009 daturi@slideshare.net(daturi) Digital terrestrial television in Italy from 1910 to 2009 daturi History of digital terrestrial television in Italy, from the monopoly in 1910 to the first digital terrestrial broadcasting in 2003 and the starting of the switch-off operation. visit www.manualepraticodtt.it for the full book La Storia della televisione digitale terrestre in Italia, dal monopolio delle trasmissioni radio nel 1910 alle prime trasmissioni digitali terrestre nel 2003 e l&rsquo;avvio delle operazioni di switch-off. La legislazione dal 1910 al 2009, la limitatezza delle frequenze come tema fondamentale per il sistema tv, dalle prime trasmissioni in DTT agli switch-off, il consorzio DVB, lo standard MHP, sistema aperto e sistema chiuso, piattaforma orizzontale e verticale, il DGTVi e la governance del sistema orizzontale, Tivù, il dividendo digitale. visita www.manualepraticodtt.it per il libro intero <img src="http://cdn.slidesharecdn.com/mastersaa11maggiomattino-091011124813-phpapp02-thumbnail-2?1256677123" alt ="" style="border:1px solid #C3E6D8;float:right;" /><br> History of digital terrestrial television in Italy, from the monopoly in 1910 to the first digital terrestrial broadcasting in 2003 and the starting of the switch-off operation. visit www.manualepraticodtt.it for the full book La Storia della televisione digitale terrestre in Italia, dal monopolio delle trasmissioni radio nel 1910 alle prime trasmissioni digitali terrestre nel 2003 e l&rsquo;avvio delle operazioni di switch-off. La legislazione dal 1910 al 2009, la limitatezza delle frequenze come tema fondamentale per il sistema tv, dalle prime trasmissioni in DTT agli switch-off, il consorzio DVB, lo standard MHP, sistema aperto e sistema chiuso, piattaforma orizzontale e verticale, il DGTVi e la governance del sistema orizzontale, Tivù, il dividendo digitale. visita www.manualepraticodtt.it per il libro intero Digital terrestrial television in Italy from 1910 to 2009
View more presentations from davide turi.
]]> 365 0 http://cdn.slidesharecdn.com/mastersaa11maggiomattino-091011124813-phpapp02-thumbnail-2?1256677123 presentation http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted IT Service Delivery Model Overview http://www.slideshare.net/peacock.ma/it-service-delivery-model-overview
A well-designed IT Service Delivery Model is critical to achieving success in IT management and operations. Many IT organizations focus on optimizing their technology assets -- the infrastructure and applications. However, in our experience, business value is achieved most effectively when technology assets and the IT service delivery model are integrated and work together seamlessly.]]>
A well-designed IT Service Delivery Model is critical to achieving success in IT management and operations. Many IT organizations focus on optimizing their technology assets -- the infrastructure and applications. However, in our experience, business value is achieved most effectively when technology assets and the IT service delivery model are integrated and work together seamlessly.]]> Sat, 10 Oct 2009 15:58:52 GMT http://www.slideshare.net/peacock.ma/it-service-delivery-model-overview peacock.ma@slideshare.net(peacock.ma) IT Service Delivery Model Overview peacock.ma A well-designed IT Service Delivery Model is critical to achieving success in IT management and operations. Many IT organizations focus on optimizing their technology assets -- the infrastructure and applications. However, in our experience, business value is achieved most effectively when technology assets and the IT service delivery model are integrated and work together seamlessly. <img src="http://cdn.slidesharecdn.com/itservicedeliverymodeloverview-091010105900-phpapp02-thumbnail-2?1255190421" alt ="" style="border:1px solid #C3E6D8;float:right;" /><br> A well-designed IT Service Delivery Model is critical to achieving success in IT management and operations. Many IT organizations focus on optimizing their technology assets -- the infrastructure and applications. However, in our experience, business value is achieved most effectively when technology assets and the IT service delivery model are integrated and work together seamlessly. IT Service Delivery Model Overview
View more presentations from Mark Peacock.
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