Jeff Scott - Making the leap from Business Analyst to Business ArchitectIIBA UK Chapter
This document discusses the transition from business analyst to business architect. It provides insights into typical career paths, responsibilities, and mindset shifts required for the role. Specifically:
1) Many business architects previously held roles as business analysts, enterprise architects, or application architects. The role requires thinking across business units instead of within a single domain.
2) Business architecture facilitates effective strategy, investments, and operations by clarifying the link between executive intent and organizational actions. It focuses on "what" the business needs to do rather than "how".
3) Becoming a business architect requires giving up old paradigms and starting with an understanding of "why" - the purpose and strategic objectives - rather than "
Strategy Lesson From the Trenches - S2E Case StudyAccelare
Capability-based planning improves business alignment. This case-based deck looks at successes and challenges from companies who have institutionalized the Strategy to Execution process from Accelare co-founders Jack Calhoun and Mark McCormick lessons learned in the field.
Transforming Vision to Value - Managing the Strategy to Execution Process Accelare
An essential element of leadership is growing the organization’s capability to deliver more value. While most leaders have a good idea of what they want the organization to do, they struggle to translate their vision into focused and effective action.
Executives need a well-defined process to manage the translation of their vision and strategy into targeted, synchronized execution – a strategy-to-execution process. When business architects design, implement, and optimize this process, organizational performance increases exponentially.
This presentation reviews:
• A process framework to clarify vision and translate it into crisp strategies;
• Capability based operating models;
• Identify the capability enhancements required for strategy realization, and
• Identify the investment roadmap that creates the most value for the organization
The document discusses strategies for architects to take on a strategic role within their organizations. It covers various strategy concepts like transformational versus operational strategy and examines why strategy execution often fails. The architect's role is to help organizations develop strategy, clarify strategic priorities, assess capabilities, and address root causes of poor strategy execution.
The document provides an overview of business analysis concepts and techniques. It discusses key failures in major projects such as the Tower of Babel and Titanic to illustrate the costs of erroneous requirements. Business analysis aims to answer simple questions to define stakeholder needs and recommend solutions that deliver value. It focuses on communication with stakeholders and decision making under uncertainty. The field draws on cross-disciplinary knowledge and uses techniques from domains like software engineering, psychology and design thinking. It emphasizes the importance of understanding changing needs to enable successful transformation and avoid costly errors.
Being in Charge of but not in Control over Technology Enabled Business Transf...Mikkel Brahm
1. The document discusses Mikkel Brahm's background and experience in enterprise architecture and software engineering over 25 years.
2. It provides definitions of key terms like enterprise, architecture, and enterprise architecture. Enterprise architecture involves designing the intentional structure of a business or organization.
3. Brahm advocates for an iterative approach to enterprise architecture and change management rather than a strict waterfall model, as contexts and problems are complex with many interdependencies not captured by models.
Jeff Scott - Making the leap from Business Analyst to Business ArchitectIIBA UK Chapter
This document discusses the transition from business analyst to business architect. It provides insights into typical career paths, responsibilities, and mindset shifts required for the role. Specifically:
1) Many business architects previously held roles as business analysts, enterprise architects, or application architects. The role requires thinking across business units instead of within a single domain.
2) Business architecture facilitates effective strategy, investments, and operations by clarifying the link between executive intent and organizational actions. It focuses on "what" the business needs to do rather than "how".
3) Becoming a business architect requires giving up old paradigms and starting with an understanding of "why" - the purpose and strategic objectives - rather than "
Strategy Lesson From the Trenches - S2E Case StudyAccelare
Capability-based planning improves business alignment. This case-based deck looks at successes and challenges from companies who have institutionalized the Strategy to Execution process from Accelare co-founders Jack Calhoun and Mark McCormick lessons learned in the field.
Transforming Vision to Value - Managing the Strategy to Execution Process Accelare
An essential element of leadership is growing the organization’s capability to deliver more value. While most leaders have a good idea of what they want the organization to do, they struggle to translate their vision into focused and effective action.
Executives need a well-defined process to manage the translation of their vision and strategy into targeted, synchronized execution – a strategy-to-execution process. When business architects design, implement, and optimize this process, organizational performance increases exponentially.
This presentation reviews:
• A process framework to clarify vision and translate it into crisp strategies;
• Capability based operating models;
• Identify the capability enhancements required for strategy realization, and
• Identify the investment roadmap that creates the most value for the organization
The document discusses strategies for architects to take on a strategic role within their organizations. It covers various strategy concepts like transformational versus operational strategy and examines why strategy execution often fails. The architect's role is to help organizations develop strategy, clarify strategic priorities, assess capabilities, and address root causes of poor strategy execution.
The document provides an overview of business analysis concepts and techniques. It discusses key failures in major projects such as the Tower of Babel and Titanic to illustrate the costs of erroneous requirements. Business analysis aims to answer simple questions to define stakeholder needs and recommend solutions that deliver value. It focuses on communication with stakeholders and decision making under uncertainty. The field draws on cross-disciplinary knowledge and uses techniques from domains like software engineering, psychology and design thinking. It emphasizes the importance of understanding changing needs to enable successful transformation and avoid costly errors.
Being in Charge of but not in Control over Technology Enabled Business Transf...Mikkel Brahm
1. The document discusses Mikkel Brahm's background and experience in enterprise architecture and software engineering over 25 years.
2. It provides definitions of key terms like enterprise, architecture, and enterprise architecture. Enterprise architecture involves designing the intentional structure of a business or organization.
3. Brahm advocates for an iterative approach to enterprise architecture and change management rather than a strict waterfall model, as contexts and problems are complex with many interdependencies not captured by models.
World class EA - Governor's Approach to Developing and Exercising EA Capabili...Sriram Sabesan
This document summarizes a webinar presented by The Open Group on developing and exercising effective enterprise architecture (EA) governance. It discusses the four key expressions of EA governance: 1) governing the creation of EA, 2) governing change through EA, 3) governing value realization after change, and 4) governing the EA team. The webinar advocates using TOGAF as a framework and provides checklists for each governance expression to build confidence in decision making and ensure EA delivers expected value.
Defining Value Proposition: What's the Soul of Your Business ArchitectureS2E Transformation Inc.
A presentation by S2E Founder, Whynde Kuehn, at the Business Architecture Guild Innovation Summit in June 2015 in Berlin. The presentation covers the value proposition of Business Architecture and how to communicate it.
Building and Sustaining EA Capability in Public Sector (non defense)Sriram Sabesan
This webinar is excerpt from the Open Group Guide (https://publications.opengroup.org/guides/architecture/g18c). Provides a set of tricky stakeholders and concerns, do's and don'ts for the sponsor of the EA capability and the Chief Architect.
Responses to Questions on the Webinar World class EA - Governor's Approach to...Sriram Sabesan
The document is a Q&A session on EA governance. It discusses that EA governance covers governance over the target architecture, implementation, value realization, and the EA practice itself. Tools like an EA repository and portfolio management can support governance but organizational maturity and processes are also needed. The architects should always align the architecture to the corporate strategy and goals before decisions are made. Metrics to measure EA value should be specific to each business' goals. Change management involves tracking changes to the target architecture or portfolio through governance reporting and stakeholder decisions. Governance of implementation changes involves creating architecture that guides rather than controls implementation while ensuring outcomes, interfaces, and operations are clear.
Role of Business Analysis in Modern Project ManagementGail Raynus, PMP
This document discusses the role of business analysis in modern project management. It defines business analysis as understanding an organization's structure, policies, and operations to recommend solutions that help achieve goals. The business analyst role has become more strategic and involves tasks like identifying opportunities, conducting feasibility studies, eliciting requirements, and ensuring requirements traceability. Both traditional "waterfall" and agile approaches are discussed. The key is choosing the right methodology based on a project's level of uncertainty, and using a hybrid approach if needed. The project management profession is changing with the rise of agile methods, requiring the blending of agile and traditional principles.
DesignChain Business-by-Design Workshop Pack for IIBACraig Martin
The document provides information about a business design workshop on canvasses being held by IIBA in October 2016. It includes descriptions of various canvasses and tools that will be covered in the workshop, including the value proposition canvas, customer profile canvas, business model canvas, and design thinking process. The workshop aims to teach participants how to apply design thinking and business design tools to solve problems, launch new products and services, and support strategic planning.
Agile Team Resourcing - What It Means and Why You Need ItKeyedIn Projects
During uncertain times, and certainly a global pandemic, there is no denying that assigning work, scheduling projects and overall execution has been abrupt and chaotic. Assigning the right team to accomplish the right task and do the right work is the defining factor in a team’s success.
The document summarizes a presentation about building a project management center of excellence (PM-COE). It discusses defining elements to consider for a PM-COE, examining real-world examples, and developing an action plan. The presentation covers functions like communications, process management, education/training, and performance management. It provides tools for attendees to develop a work breakdown structure, vision, skills assessment, metrics, and organizational goals for their own PM-COE.
Viewing projects as a business tool changes how you go about them and what you expect as results. It can dramatically increase the value, results and levels of success.
It requires taking a different perspective—a business perspective and ignoring many of the project-based myths.
If there is one simple step you can take to improve project performance it is this—see projects as a business tool to be directed, controlled and managed by the business. It really is that simple.
Chess Not Checkers: A Definitive Architectural Path to Succeed Your Digital T...Sriram Sabesan
By using our Seven Levers Model, Navigate and Agile Architecture Delivery approach we have and we are enabling customers to succeed in their transformation efforts. In this presentation I share our model.
How to use Business Model Canvas to design projectsJörgen Dahlberg
A project is a delivery format for change acceleration and gives people and organizations possibilities to focus on a specific result with a specific timeline and dedicated resources. The key to success as we believe is to actually use the same design pattern as we do when we design companies and organizations, namely the Business Model Canvas.
In the latter part of the year, KeyedIn conducted a survey to get an understanding of the challenges and goals of the PMO. We surveyed hundreds of project practitioners from various levels of the organization to uncover some key insights to help moving forward.
Agile Portfolio Management: Not Just Another BuzzwordKeyedIn Projects
The document discusses agile portfolio management. It outlines three guiding principles: managing and delivering products instead of projects, centralizing project and portfolio management regardless of methodology, and practicing concepts of continuous improvement. Examples are provided for each principle. The webinar will also cover how agile portfolio management can enable sustainable business growth.
Capacity Conquered: Realigning Resources to Respond, React and RecoverKeyedIn Projects
Resource capacity is an important yet challenging model for any PMO to get an accurate understanding of. Add to that changing resource requirements, shifting business priorities and unpredictable resource pool and it becomes very daunting to maintain a reliable capacity plan. In today’s rapidly changing environment, this is just the start of it.
Diversity in change - alternative perspectives on criteria for success webinar, 14th April 2016
Thursday 14th April 2016
Presented by Sarah Coleman and Kent Thomson
2014.01.30 Innovation overview by Glenn WintrichNUI Galway
Glenn Wintrich, Innovation Leader at Dell, presented this seminar entitled Innovation Overview on 30th January 2014 at the Whitaker Institute, NUI Galway.
This presentation is about the misuse and misunderstanding of the concepts around Project Management. We need to look out for these Zombies and eradicate them!
Business Architecture provide leadership, modeling, requirements analysis value propositions and strategies to set priorities for taking strategy to execution. Where it fits in the organization must be tailored to your company.
A guide to Mapping the Whole Enterprise -Enterprise Evolversuhail100
Enterprise Evolver allows you to map the whole enterprise to understand how all parts of the enterprise fit together and relate to each other to deliver value to your customers. The maps and architecture created in Enterprise Evolver helps to manage the details so you can focus on what matters most:
Understand gaps, identify duplicates, visualize complexity, fathom unknown, enable customer experience for journey focused innovation and understand how value flows across organization. A simple solution to handle the complexity!
World class EA - Governor's Approach to Developing and Exercising EA Capabili...Sriram Sabesan
This document summarizes a webinar presented by The Open Group on developing and exercising effective enterprise architecture (EA) governance. It discusses the four key expressions of EA governance: 1) governing the creation of EA, 2) governing change through EA, 3) governing value realization after change, and 4) governing the EA team. The webinar advocates using TOGAF as a framework and provides checklists for each governance expression to build confidence in decision making and ensure EA delivers expected value.
Defining Value Proposition: What's the Soul of Your Business ArchitectureS2E Transformation Inc.
A presentation by S2E Founder, Whynde Kuehn, at the Business Architecture Guild Innovation Summit in June 2015 in Berlin. The presentation covers the value proposition of Business Architecture and how to communicate it.
Building and Sustaining EA Capability in Public Sector (non defense)Sriram Sabesan
This webinar is excerpt from the Open Group Guide (https://publications.opengroup.org/guides/architecture/g18c). Provides a set of tricky stakeholders and concerns, do's and don'ts for the sponsor of the EA capability and the Chief Architect.
Responses to Questions on the Webinar World class EA - Governor's Approach to...Sriram Sabesan
The document is a Q&A session on EA governance. It discusses that EA governance covers governance over the target architecture, implementation, value realization, and the EA practice itself. Tools like an EA repository and portfolio management can support governance but organizational maturity and processes are also needed. The architects should always align the architecture to the corporate strategy and goals before decisions are made. Metrics to measure EA value should be specific to each business' goals. Change management involves tracking changes to the target architecture or portfolio through governance reporting and stakeholder decisions. Governance of implementation changes involves creating architecture that guides rather than controls implementation while ensuring outcomes, interfaces, and operations are clear.
Role of Business Analysis in Modern Project ManagementGail Raynus, PMP
This document discusses the role of business analysis in modern project management. It defines business analysis as understanding an organization's structure, policies, and operations to recommend solutions that help achieve goals. The business analyst role has become more strategic and involves tasks like identifying opportunities, conducting feasibility studies, eliciting requirements, and ensuring requirements traceability. Both traditional "waterfall" and agile approaches are discussed. The key is choosing the right methodology based on a project's level of uncertainty, and using a hybrid approach if needed. The project management profession is changing with the rise of agile methods, requiring the blending of agile and traditional principles.
DesignChain Business-by-Design Workshop Pack for IIBACraig Martin
The document provides information about a business design workshop on canvasses being held by IIBA in October 2016. It includes descriptions of various canvasses and tools that will be covered in the workshop, including the value proposition canvas, customer profile canvas, business model canvas, and design thinking process. The workshop aims to teach participants how to apply design thinking and business design tools to solve problems, launch new products and services, and support strategic planning.
Agile Team Resourcing - What It Means and Why You Need ItKeyedIn Projects
During uncertain times, and certainly a global pandemic, there is no denying that assigning work, scheduling projects and overall execution has been abrupt and chaotic. Assigning the right team to accomplish the right task and do the right work is the defining factor in a team’s success.
The document summarizes a presentation about building a project management center of excellence (PM-COE). It discusses defining elements to consider for a PM-COE, examining real-world examples, and developing an action plan. The presentation covers functions like communications, process management, education/training, and performance management. It provides tools for attendees to develop a work breakdown structure, vision, skills assessment, metrics, and organizational goals for their own PM-COE.
Viewing projects as a business tool changes how you go about them and what you expect as results. It can dramatically increase the value, results and levels of success.
It requires taking a different perspective—a business perspective and ignoring many of the project-based myths.
If there is one simple step you can take to improve project performance it is this—see projects as a business tool to be directed, controlled and managed by the business. It really is that simple.
Chess Not Checkers: A Definitive Architectural Path to Succeed Your Digital T...Sriram Sabesan
By using our Seven Levers Model, Navigate and Agile Architecture Delivery approach we have and we are enabling customers to succeed in their transformation efforts. In this presentation I share our model.
How to use Business Model Canvas to design projectsJörgen Dahlberg
A project is a delivery format for change acceleration and gives people and organizations possibilities to focus on a specific result with a specific timeline and dedicated resources. The key to success as we believe is to actually use the same design pattern as we do when we design companies and organizations, namely the Business Model Canvas.
In the latter part of the year, KeyedIn conducted a survey to get an understanding of the challenges and goals of the PMO. We surveyed hundreds of project practitioners from various levels of the organization to uncover some key insights to help moving forward.
Agile Portfolio Management: Not Just Another BuzzwordKeyedIn Projects
The document discusses agile portfolio management. It outlines three guiding principles: managing and delivering products instead of projects, centralizing project and portfolio management regardless of methodology, and practicing concepts of continuous improvement. Examples are provided for each principle. The webinar will also cover how agile portfolio management can enable sustainable business growth.
Capacity Conquered: Realigning Resources to Respond, React and RecoverKeyedIn Projects
Resource capacity is an important yet challenging model for any PMO to get an accurate understanding of. Add to that changing resource requirements, shifting business priorities and unpredictable resource pool and it becomes very daunting to maintain a reliable capacity plan. In today’s rapidly changing environment, this is just the start of it.
Diversity in change - alternative perspectives on criteria for success webinar, 14th April 2016
Thursday 14th April 2016
Presented by Sarah Coleman and Kent Thomson
2014.01.30 Innovation overview by Glenn WintrichNUI Galway
Glenn Wintrich, Innovation Leader at Dell, presented this seminar entitled Innovation Overview on 30th January 2014 at the Whitaker Institute, NUI Galway.
This presentation is about the misuse and misunderstanding of the concepts around Project Management. We need to look out for these Zombies and eradicate them!
Business Architecture provide leadership, modeling, requirements analysis value propositions and strategies to set priorities for taking strategy to execution. Where it fits in the organization must be tailored to your company.
A guide to Mapping the Whole Enterprise -Enterprise Evolversuhail100
Enterprise Evolver allows you to map the whole enterprise to understand how all parts of the enterprise fit together and relate to each other to deliver value to your customers. The maps and architecture created in Enterprise Evolver helps to manage the details so you can focus on what matters most:
Understand gaps, identify duplicates, visualize complexity, fathom unknown, enable customer experience for journey focused innovation and understand how value flows across organization. A simple solution to handle the complexity!
This document discusses sustainable architecture, including both preservation of existing buildings and new green construction. It provides examples of sustainable architecture projects around the world and in Hawaii, highlighting their use of renewable materials and energy sources, passive solar design, and other green building strategies. Specifically in Hawaii, it outlines features of the Natural Energy Lab of Hawaii and West Hawaii Civic Center that demonstrate sustainable design principles in research and government buildings.
LAVA-Laboratory of Visionary Architecture was founded in 2007 by Chris Bosse, Tobias Wallisser and Alexander Rieckin to merge future technologies with patterns from nature. LAVA aims to create architecture that is more socially and environmentally responsible for the future. They design everything from pop-up installations to master plans using nature's efficient geometries and digital fabrication technologies to maximize performance with less material, energy, time and cost. Their projects incorporate intelligent systems that can react to external factors like temperature and pollution.
Evolution of Space in Architecture
Report by: ArchiEducPH
University of the Philippines Diliman
College of Architecture
2nd Semester S.Y. 2015-16
March 2016
Cubism was pioneered by Pablo Picasso and focused on depicting objects and people from multiple angles and perspectives simultaneously rather than a single viewpoint. It influenced various art forms including painting, sculpture, music and architecture by showing all sides of an object in one image and distorting forms. A music video could showcase cubism through using cubist-style people, patterns, distorting images, and point-of-view shots combining different angles of objects into one shot.
Theory vs. Practice: Successful User Experience DesignAhree Lee
Design thinking and user experience design are currently buzzwords in the business world, but what do they actually mean and how can they be applied in the cultural and non-profit sector? Through a series of examples from real-world projects at the Getty, this talk shows how user experience design can help create great products and experiences by framing the design problem, promoting understanding of your audience or users, creating insightful solutions, and building prototypes and testing them on real users. In addition, we will talk about how we promote design thinking throughout the Getty by creating a support network where design thinking methods are taught, mentored, and practiced.
This talk was presented at the Pacific Neighborhood Consortium 2016 Annual Conference.
CONVR 2010 - Visualisation of semantic architectural information within a gam...Pieter Pauwels
This document discusses visualizing semantic architectural information from a building information model (BIM) within a game engine environment. It explores using existing virtual environments and game engines for visualization. It is determined that Unity3D game engine is well suited. The document then discusses implementing functionality to connect a BIM model exported to FBX format to the Linked Open Data cloud for enriched information. Queries can then be made to access BIM and other semantic information from within the Unity3D virtual environment. The objectives of bringing BIM into the semantic web and easily visualizing models while accessing additional linked data are achieved, but further research is needed on connections to linked data and improved user interface.
BUILDING TECHNOLOGY 2 [ARC 3524]- Project 1: Building Plans/Fire-Fighting PlansAngeline KH
a. Site Plan, Key Plan and Location Plan
b. Full set of Building Plans including Roof Plan
c. Sections and Elevations
d. Staircase and toilet details
e. Cold water supply and sewerage layout diagram
f. Door and window schedules
Green Building: Sustainable Architecture
Environmentally responsible and resource efficient building design. Architecture that minimizes the negative environmental impact of buildings by efficiency in the use of materials and energy. Goal: to effectively reduce the overall impact of the built environment on human health and the natural environment and increase comfort and livability. Consistent with AIA sponsored Architecture Challenge 2030.
McNaughton Architectural Inc. | http://mna-p.com
300 E State St Suite 360, Redlands, CA 92373
(909) 583-1806
This paper presents an approach to using semantic technolo- gies to achieve better and more flexible integration of IT systems. The author believes that the described approach is applicable to a great many organizations, and that it can lead to far more dynamic IT architectures than what is common today.
The document discusses the Durable Architectural Knowledge project which aims to develop sustainable methods and practices for preserving digital architectural data. The project is developing techniques for geometrically and semantically enriching 3D models through tasks like data synchronization, difference analysis, and semantic indexing. It is also working on approaches for the long-term preservation of architectural data to ensure its future availability and understandability. Prototypes have been created of the DURAARK workbench and its components for geometric enrichment, semantic enrichment, and preservation.
Sustainable Architecture and Green BuildingDarryl Duffe
This document provides a history of green building and sustainable architecture from the 1970s to present day. It begins by discussing how the 1973 energy crisis sparked increased interest in resource efficiency. Over the decades, key events and innovations are mentioned, like the development of passive solar concepts and materials, growth of the solar industry, and creation of green building rating systems like LEED. The document also provides biographical details about the author and examples of sustainable projects he has worked on from 1977 to the present.
Theory and practice are interdependent. Sailing without a charted course leads to uncertainty, while remaining on shore provides no experience. Theories help challenge underlying assumptions and common sense, which are often just prejudices acquired during childhood. Evidence-based practice using research studies is preferable to decisions based on intuition or habit alone. Theories can aid practitioners by providing a framework to systematically gather and apply knowledge.
The document discusses the importance of reflective practice in integrating nursing theory and practice. Reflective practice requires facilitating student reasoning to recognize ambiguity in clinical settings. Several models of reflective practice are presented, including Schon's reflection-in-action and reflection-on-action, Gibbs' six step model, and the reflective teacher model which emphasizes developing teachers as reflective practitioners.
This presentation is about a lecture I gave within the "Software systems and services" immigration course at the Gran Sasso Science Institute, L'Aquila (Italy): http://cs.gssi.infn.it/.
http://www.ivanomalavolta.com
Architectural Wonders - Sustainable Architecture for a Green FutureKenny Slaught
As nations around the world focus on the issue of sustainability, architects are increasingly searching for innovative ways to build greener buildings.
The document discusses sustainability in the context of architecture and construction in India. It notes that with rapid urbanization, the number of energy-intensive buildings is rising in India. Two main green building rating systems used in India are discussed - LEED, based on the U.S. system but adapted for India, and GRIHA, India's indigenous national rating system. Both aim to promote sustainable practices but have different perspectives. The Auroville experiment near Pondicherry is also mentioned as pursuing sustainability goals at the city-scale through traditional techniques.
20130312 The Zombies of Project ManagementYoussef Mourra
This presentation reflects my concern with the misuse and misunderstanding of the concepts around Project Management. We need to look out for these Zombies and eradicate them! These people don't even realise they are zombies and dead from the neck up.
Build an Innovation Engine in 90 Days Webinar
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By Scott D. Anthony and David Duncan
Today's innovators face a dilemma: Ad hoc innovation efforts like hack-a-thons are easy to do but rarely pay off. Yet building large-scale innovation functions can require big change and take time to produce major results.
There's an intermediate option: The "minimum viable innovation system" - a reliable and repeatable innovation capability that can be up and running in 90 days.
In this webinar Innosight's Scott D. Anthony and David Duncan, coauthors of the new Harvard Business Review article "Build an Innovation Engine in 90 Days," share how to build a lean and mean innovation system in your organization.
We Have Met The Enemy - He is Us - The human factor in project failurePeter Salmon
Presentation to #ITx2014- Peter Salmon looks at the root cause of project failure, why they continue to fail despite our best efforts, methodologies, and governance. Peter draws from decades of experience as a consultant, executive and project manager to consider the roles of managers, executives, vendors and consultants, and how governance itself affects project execution.
He provides some common sense steps IT professionals can take to reduce the chance a project will fail, while poking holes in the conventional wisdom.
Change Management - Stop Talking About What You Do And Start Talking About Wh...Tim Creasey
Prosci change management webinar - "stop talking about what you do and start talking about what you deliver." Delivering live twice this week - Sept 3 at 11AM EDT and Sept 4 at 4PM EDT. Register to join us: http://www.change-management.com/webinars.htm
http://www.linkedin.com/in/timcreasey/
@timcreasey
Nonsuch Consulting - So you think you are ready to be a Consultant?Youssef Mourra
This document provides tips for those considering becoming a consultant or building a consulting career. It discusses important steps like determining your motivation, areas of expertise, and business infrastructure needs. Key recommendations include starting small with internal consulting projects, having 6 months of living expenses saved, and focusing on high-quality client delivery and financial discipline. Maintaining a strong professional brand and continuing to learn are also emphasized.
This document summarizes an offsite meeting of Delta Air Lines' Engineering, Quality, and Milton Georgia teams held on August 16, 2013. The objectives of the meeting were to discuss leadership expectations, key customer expectations, and make initiative and action plan decisions. Norms for the meeting included taking calls as needed, standing up and moving around, and engaging in honest and open discussions. The theme was "Cutting through Complexity" and a KPMG model was presented that balanced efficiency and effectiveness. An exercise was also held to discuss the value Engineering and Quality brings to Delta and another to perform a SWOT analysis.
The document discusses challenges and opportunities for supporting web entrepreneurs (WEs) through European Union programs like Horizon 2020. It notes that WEs thrive on disruptive ideas and flexibility but often find EU programs too bureaucratic and focused on long-term projects. The document proposes making programs more suitable for WEs by focusing on ideas over procedures, providing reusable technologies, allowing WEs to shape programs, and evaluating proposals based on potential impact rather than academic criteria. The goal is to better support the ambition and creativity of WEs and help turn their ideas into real-world impact at large scale.
This document discusses building a high performance culture. It outlines challenges organizations face in attracting and retaining talent, increasing engagement and innovation. It discusses a changing workforce with multiple generations and cultures. Implementing flexible work-life strategies can help but also faces challenges and myths. A case study of the Government of Canada House of Commons shows how flexible work was successfully implemented there by focusing on culture changes like open communication, staff engagement and fairness. Measuring culture through assessments provides a roadmap for alignment and moving an organization forward.
HR Strategy - How to Earn Your Seat at The TableDave Brookmire
The document provides tips for HR professionals to become trusted advisors within their organizations. It discusses how the perception of HR has changed from being seen as inefficient and lacking business understanding to becoming strategic partners. It then lists 10 tips which include delighting customers, building followership, displaying business acumen, expanding scope of work, influencing direction, displaying passion, being proactive, becoming more strategic, knowing blind spots, and measuring impact. Specific action items are also provided under each tip like surveying customers and spending time with key stakeholders. The colleague is advised to apply these tips like building relationships, learning the business, and creating action plans to support leadership goals.
The document summarizes a meetup event on "Being Fundable & How To Position Your Company For Investment". The agenda includes speakers on investment fundamentals, how to pitch to investors, and a "Demo Me" session. Presenters will discuss sources of investment, preparing an investment strategy, and tips for pitching to investors. The goal is to help companies understand the investment process and make themselves more attractive to funding.
Implementing Lean UX: The Practical Guide to Lean User ExperienceJohn Whalen
John Whalen presents an overview of LeanUX and how to implement it successfully. Some key points:
- LeanUX balances business and user needs through rapid iteration to build products users want.
- The most common successful LeanUX pattern gets strategy right upfront by prioritizing business goals and personas.
- LeanUX secrets include sketching personas instead of overthinking them, focusing on the user journey, rapidly iterating design through sharing and testing, and taking time for brilliant experiences.
- Common challenges to avoid are individual "genius designers", lack of interaction between UX and development, executive interference, and naysayers.
This document summarizes a seminar on the human factor of project management. The seminar agenda includes introductions, insights into project management trends and the human factors that influence projects, examples and specifics. It also provides thoughts on creative thinking and vision from other authors. Insights are given into the project managers attending, including challenges they face and quotes they enjoy. The goal of the seminar is to look beyond tools and processes to understand what motivates successful project management performance.
According to PMI’s The High Cost of Low Performance 2014 Report, only 9% of organizations rate themselves as excellent on successfully executing initiatives to deliver strategic results. Consequently, only 56% of strategic initiatives meet their original goals and business intent. How do we change these statistics? As a PM, we often know if a project is doomed to fail at the very beginning. So, why do we let this happen? The little minute decisions (e.g., scope creep) make things even more complicated. There is more to just managing to a date/Gantt chart. We need to say NO when required and better manage to the change/risks. We need to see the forest through the trees. If this is not achieved, senior leadership support and your creditability are at risk.
Join your fellow colleagues to:
• Understand why complex initiatives fail
• Understand what we as PMs aren’t doing to manage risk
• Discuss tips for saying No, managing risks and avoiding the shiny objects
This is a sample subset of my longer talk about innovation. For more details, please contact me.
Both innovation and improvement are important, but there is a difference between the two terms. This presentation discusses these differences and shows how collaboration software can be used through all the stage of the innovation process.
The document discusses creative management and leading creative teams. It provides insights from creative employees and managers. Successful creative organizations have a clear vision and roles, allow freedom within a project management process, and connect creative results to business results. Creative leaders must understand the creative mindset and provide an environment that balances productivity and comfort. Shackleton's leadership in surviving Antarctic exploration demonstrates focusing on goals, leading by example, instilling optimism while staying grounded, and reinforcing team unity.
Making the Leap from Business Analyst to Business ArchitectAccelare
What does business architecture do? Includes: Effective strategy - creates a direct, clear linkage between executive intent and organizational actions. Effective investments - provides a structured approach to making strategic and operational investment decisions. Effective operations – clarifies the cross-organizational operating model. Create new insights and perspectives – encourages new thinking about how the company creates value.
Business architecture attributes: Focuses on “what” the business needs to do rather than “how” it does it. And need to resonate with business thinkers.
Business architecture is about exploration not standardization. The move from business analyst starts with giving up old paradigms and a shift to ask: why, what is? what can be? and what should be?
The Art of Discovery – Why Requirements Matter, Pallavi AgarwalCzechDreamin
Requirements are the key to a successful implementation and yet so many forget to get the detailed requirements.
In this session, we discuss the what, why, who, of requirements gathering and why its one of the critical parts of a successful implementation.
We will focus on different aspects of discovery, requirements gathering, users and use cases and walk through it together to get a clear understanding of why the focus should be on the business and the users.
20130911 The Zombies of Program, Project Office and Portfolio ManagementYoussef Mourra
This presentation reflects my concern with the misuse and misunderstanding of the concepts around Program Managemen, Project Offices and Portfolio Management. We need to look out for these Zombies and eradicate them!
The document discusses managing strategic uncertainty and innovation in business. It recommends that businesses 1) speed through the fragile "first mile" phase of moving from plan to reality by being DEFT (documenting plans, evaluating assumptions, focusing on uncertainties, and testing assumptions) and having HOPE during experimentation, 2) increase organizational curiosity to make strategic experimentation a natural part of the culture, and 3) seek chaos, broaden skills, and diversify networks to adapt to discontinuity and lead in times of change. The document emphasizes managing the unknown, testing assumptions quickly and cheaply, and cultivating a culture that supports failure and learning from failures.
Similar to Building a Sustainable Business Architecture Practice (20)
Tired of chasing down expiring contracts and drowning in paperwork? Mastering contract management can significantly enhance your business efficiency and productivity. This guide unveils expert secrets to streamline your contract management process. Learn how to save time, minimize risk, and achieve effortless contract management.
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Presentation by Herman Kienhuis (Curiosity VC) on Investing in AI for ABS Alu...Herman Kienhuis
Presentation by Herman Kienhuis (Curiosity VC) on developments in AI, the venture capital investment landscape and Curiosity VC's approach to investing, at the alumni event of Amsterdam Business School (University of Amsterdam) on June 13, 2024 in Amsterdam.
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Adani Group's Active Interest In Increasing Its Presence in the Cement Manufa...Adani case
Time and again, the business group has taken up new business ventures, each of which has allowed it to expand its horizons further and reach new heights. Even amidst the Adani CBI Investigation, the firm has always focused on improving its cement business.
AI Transformation Playbook: Thinking AI-First for Your BusinessArijit Dutta
I dive into how businesses can stay competitive by integrating AI into their core processes. From identifying the right approach to building collaborative teams and recognizing common pitfalls, this guide has got you covered. AI transformation is a journey, and this playbook is here to help you navigate it successfully.
L'indice de performance des ports à conteneurs de l'année 2023SPATPortToamasina
Une évaluation comparable de la performance basée sur le temps d'escale des navires
L'objectif de l'ICPP est d'identifier les domaines d'amélioration qui peuvent en fin de compte bénéficier à toutes les parties concernées, des compagnies maritimes aux gouvernements nationaux en passant par les consommateurs. Il est conçu pour servir de point de référence aux principaux acteurs de l'économie mondiale, notamment les autorités et les opérateurs portuaires, les gouvernements nationaux, les organisations supranationales, les agences de développement, les divers intérêts maritimes et d'autres acteurs publics et privés du commerce, de la logistique et des services de la chaîne d'approvisionnement.
Le développement de l'ICPP repose sur le temps total passé par les porte-conteneurs dans les ports, de la manière expliquée dans les sections suivantes du rapport, et comme dans les itérations précédentes de l'ICPP. Cette quatrième itération utilise des données pour l'année civile complète 2023. Elle poursuit le changement introduit l'année dernière en n'incluant que les ports qui ont eu un minimum de 24 escales valides au cours de la période de 12 mois de l'étude. Le nombre de ports inclus dans l'ICPP 2023 est de 405.
Comme dans les éditions précédentes de l'ICPP, la production du classement fait appel à deux approches méthodologiques différentes : une approche administrative, ou technique, une méthodologie pragmatique reflétant les connaissances et le jugement des experts ; et une approche statistique, utilisant l'analyse factorielle (AF), ou plus précisément la factorisation matricielle. L'utilisation de ces deux approches vise à garantir que le classement des performances des ports à conteneurs reflète le plus fidèlement possible les performances réelles des ports, tout en étant statistiquement robuste.
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