This document is the doctoral thesis of Niels Groen from Maastricht University titled "Grip op escalatie van publieke IT-projecten" (Control over the escalation of public IT projects). The thesis examines how public IT projects become unmanageable and how this can be prevented and resolved. It develops a theoretical model for project escalation based on contingency theory and escalation theory. Various contingencies that can lead to project ineffectiveness or commitment are identified from case studies. These include technical complexity, adoption problems, and changing requirements. The thesis then proposes a theoretical framework for preventing project escalation by diminishing contingencies that can drive commitment to a failing course of action. It argues that
Is it time to rethink project managemnt theoryBob Prieto
Consider this a transition point in my various thinking and writings about program management and by extension management of the projects that comprise these programs. It is driven by a simple glaring fact that our industry more often than not “fails” in our delivery of large projects. I will leave the debate on whether failure is the right term to use until another time but it would certainly be safe to say that large projects “underperform” with respect to the baselines upon which final investment decisions are made and projects “sanctioned”. This performance issue has been well documented by others.
This persistent performance challenge drives me to question whether the theoretical foundations of project management theory as it is widely practiced today are sufficient to meet the challenges of large projects. After all, various management approaches have evolved over time to implement any of a number of management theories. Perhaps large projects, and especially large multi-project programs, require a different theoretical foundation than the traditional theories that underpin our management practices currently afford.
I hope you enjoy this short article and I am interested in your thoughts on the subject.
Millennials, Gen Y or Generation Y are those born in 1980s and 2000s. They are taking the front seat in organizations now and affecting them in a very revolutionary way. Forcing companies to adopt digital, cloud, social etc.
Know more on how are the Millennials affecting the organizations
A Strategy Framework For the Risk Assessment And Mitigation For Large E-Gover...ijmvsc
Globally, e-Government has become an effective tool for civic transformation. In the recent years eGovernment development gained significant momentum despite the financial crisis that crippled the world economy. For most of the governments, the crisis was a wakeup call to become more transparent
and efficient. In addition, there is a growing demand for governments to transform from traditional agency/department centric approach to “Citizen-Centric” approach. This transformation is expected to enhance the quality of life of citizens in terms of greater convenience in availing government services. Eventually this would result in higher levels of citizen satisfaction and improved trust in government.
A Strategy Framework For the Risk Assessment And Mitigation For Large E-Gover...ijmvsc
Globally, e-Government has become an effective tool for civic transformation. In the recent years eGovernment development gained significant momentum despite the financial crisis that crippled the world economy. For most of the governments, the crisis was a wakeup call to become more transparent
and efficient. In addition, there is a growing demand for governments to transform from traditional agency/department centric approach to “Citizen-Centric” approach. This transformation is expected to enhance the quality of life of citizens in terms of greater convenience in availing government services. Eventually this would result in higher levels of citizen satisfaction and improved trust in government
A Strategy Framework For the Risk Assessment And Mitigation For Large E-Gover...ijmvsc
Globally, e-Government has become an effective tool for civic transformation. In the recent years eGovernment development gained significant momentum despite the financial crisis that crippled the world economy. For most of the governments, the crisis was a wakeup call to become more transparent and efficient. In addition, there is a growing demand for governments to transform from traditional agency/department centric approach to “Citizen-Centric” approach. This transformation is expected to enhance the quality of life of citizens in terms of greater convenience in availing government services. Eventually this would result in higher levels of citizen satisfaction and improved trust in government. However, projects of such scale and complexity, faces numerous roadblocks which eventually hamper its potential to deliver the intended benefits to the citizens. The success of these programmes calls for strategic direction, policy making and greater coordination among multiple agencies, following a uniform approach in achieving the vision. This necessitates a strategic framework comprehensive enough to visualize and enable the leaders in addressing the potential roadblocks or resistance. This report presents the outcome of a research to define a strategic framework that models the opposing and propelling forces dormant during a project time. This would help the strategic decision makers to visualize each project as a whole and take quick decisions in the areas that need additional thrust, to ensure that the initiatives achieve the envisaged goals.
Despite the large investments in the field of e-Government (e-Gov) around the world, little is known about the impact such investment. This is due to the lack of guidance evaluation, absence of appropriate tools to
measure the impact of e-Gov on the private sector, as well as the lack of effective management to resolve or eliminate the barriers to e-Gov services that led to the failure or delay of many projects. This paper is primarily concerned in determining the impact of e-Gov services on the private sector. A combination of Modified Technology Acceptance Model (TAM), DeLone and McLean's of IS success will be utilized as a research model and e-Gov Economics Project (eGEP) framework to measure “Efficiency, Democracy
& Effectiveness impact” for G2B services. The research result will help e-Gov decision makers to recognize the critical factors that are responsible for G2B success, specifically factors they need to pay attention to gain the highest return on their technology investment, hence enabling them to measure the impact for e-Gov on the private sector. The paper has also demonstrated the usefulness of Structural
Equation Modeling (SEM) in analysis of small data sets and in exploratory research.
Is it time to rethink project managemnt theoryBob Prieto
Consider this a transition point in my various thinking and writings about program management and by extension management of the projects that comprise these programs. It is driven by a simple glaring fact that our industry more often than not “fails” in our delivery of large projects. I will leave the debate on whether failure is the right term to use until another time but it would certainly be safe to say that large projects “underperform” with respect to the baselines upon which final investment decisions are made and projects “sanctioned”. This performance issue has been well documented by others.
This persistent performance challenge drives me to question whether the theoretical foundations of project management theory as it is widely practiced today are sufficient to meet the challenges of large projects. After all, various management approaches have evolved over time to implement any of a number of management theories. Perhaps large projects, and especially large multi-project programs, require a different theoretical foundation than the traditional theories that underpin our management practices currently afford.
I hope you enjoy this short article and I am interested in your thoughts on the subject.
Millennials, Gen Y or Generation Y are those born in 1980s and 2000s. They are taking the front seat in organizations now and affecting them in a very revolutionary way. Forcing companies to adopt digital, cloud, social etc.
Know more on how are the Millennials affecting the organizations
A Strategy Framework For the Risk Assessment And Mitigation For Large E-Gover...ijmvsc
Globally, e-Government has become an effective tool for civic transformation. In the recent years eGovernment development gained significant momentum despite the financial crisis that crippled the world economy. For most of the governments, the crisis was a wakeup call to become more transparent
and efficient. In addition, there is a growing demand for governments to transform from traditional agency/department centric approach to “Citizen-Centric” approach. This transformation is expected to enhance the quality of life of citizens in terms of greater convenience in availing government services. Eventually this would result in higher levels of citizen satisfaction and improved trust in government.
A Strategy Framework For the Risk Assessment And Mitigation For Large E-Gover...ijmvsc
Globally, e-Government has become an effective tool for civic transformation. In the recent years eGovernment development gained significant momentum despite the financial crisis that crippled the world economy. For most of the governments, the crisis was a wakeup call to become more transparent
and efficient. In addition, there is a growing demand for governments to transform from traditional agency/department centric approach to “Citizen-Centric” approach. This transformation is expected to enhance the quality of life of citizens in terms of greater convenience in availing government services. Eventually this would result in higher levels of citizen satisfaction and improved trust in government
A Strategy Framework For the Risk Assessment And Mitigation For Large E-Gover...ijmvsc
Globally, e-Government has become an effective tool for civic transformation. In the recent years eGovernment development gained significant momentum despite the financial crisis that crippled the world economy. For most of the governments, the crisis was a wakeup call to become more transparent and efficient. In addition, there is a growing demand for governments to transform from traditional agency/department centric approach to “Citizen-Centric” approach. This transformation is expected to enhance the quality of life of citizens in terms of greater convenience in availing government services. Eventually this would result in higher levels of citizen satisfaction and improved trust in government. However, projects of such scale and complexity, faces numerous roadblocks which eventually hamper its potential to deliver the intended benefits to the citizens. The success of these programmes calls for strategic direction, policy making and greater coordination among multiple agencies, following a uniform approach in achieving the vision. This necessitates a strategic framework comprehensive enough to visualize and enable the leaders in addressing the potential roadblocks or resistance. This report presents the outcome of a research to define a strategic framework that models the opposing and propelling forces dormant during a project time. This would help the strategic decision makers to visualize each project as a whole and take quick decisions in the areas that need additional thrust, to ensure that the initiatives achieve the envisaged goals.
Despite the large investments in the field of e-Government (e-Gov) around the world, little is known about the impact such investment. This is due to the lack of guidance evaluation, absence of appropriate tools to
measure the impact of e-Gov on the private sector, as well as the lack of effective management to resolve or eliminate the barriers to e-Gov services that led to the failure or delay of many projects. This paper is primarily concerned in determining the impact of e-Gov services on the private sector. A combination of Modified Technology Acceptance Model (TAM), DeLone and McLean's of IS success will be utilized as a research model and e-Gov Economics Project (eGEP) framework to measure “Efficiency, Democracy
& Effectiveness impact” for G2B services. The research result will help e-Gov decision makers to recognize the critical factors that are responsible for G2B success, specifically factors they need to pay attention to gain the highest return on their technology investment, hence enabling them to measure the impact for e-Gov on the private sector. The paper has also demonstrated the usefulness of Structural
Equation Modeling (SEM) in analysis of small data sets and in exploratory research.
Globally, e-Government has become an effective tool for civic transformation. In the recent years, e-Government development gained significant momentum despite the financial crisis that crippled the world economy. For most of the governments, the crisis was a wakeup call to become more transparent and efficient. In addition, there is a growing demand for governments to transform from traditional agency/department centric approach to “Citizen-Centric” approach. This transformation is expected to enhance the quality of life of citizens in terms of greater convenience in availing government services. Eventually this would result in higher levels of citizen satisfaction and improved trust in government.
However, projects of such scale and complexity, faces numerous roadblocks which eventually hamper its potential to deliver the intended benefits to the citizens. The success of these programmes calls for strategic direction, policy making and greater coordination among multiple agencies, following a uniform approach in achieving the vision. This necessitates a strategic framework comprehensive enough to visualize and enable the leaders in addressing the potential roadblocks or resistance. This report presents the outcome of a research to define a strategic framework that models the opposing and propelling forces dormant during a project time. This would help the strategic decision makers to visualize each project as a whole and take quick decisions in the areas that need additional thrust, to ensure that the initiatives achieve the envisaged goals.
THE EFFECT OF INTERNAL FACTORS WITHIN THE GOVERNMENT ENTITIES ON THE IMPLEMEN...ijmpict
The building of e-government has become a priority issue as well as a challenge for many local, state, and
federal government agencies worldwide. Information and Communication Technology (ICT) is now widely
employed to help the governments transformation toward smart governments. Many critical success factors
(CSF) are there to determine the chance a transformation project can go-live. It has been noticed that the
implementation journey for IT solutions in the public sector has lots of barriers and challenges which lead
to low success rate of projects. This study examines the effect of the Ease of Delivery of the implementation
journey on the Success of Delivery. The result shows that the Ease of Delivery is positively related to the
Success of Delivery. The result of this study has the potential to increase the success rate of IT projects in
government sector by shedding the light on the most important factors affecting the delivery journey for egovernment projects
We have seen, scale and complexity become mutually reinforcing in large programs. New sources of complexity emerge that are not typically encountered in traditional scale
projects. Even our traditional focus on metrics fails us when it comes to complexity
The article highlights some sources of complexity in large engineering and construction programs
Issue Management in Complex IT Integration Programs.pdfCeyhun Jay Tugcu
The ability to proactively identify, escalate, and resolve issues is foundational to ensuring the program's success, maintaining stakeholder confidence, and cultivating a culture of resilience and continuous improvement.
Agile methodologies in_project_managementPravin Asar
In today's unpredictable markets, companies are feeling the squeeze to achieve more with fewer resources in shorter periods of time. In addition to controlling operational costs, IT is looking to increase the value of information to make the business more profitable. So, necessity to complete and develop projects with changeable requirement ,short period of time ,easily to manage risk , adaptability to changing market requirements has become undeniable main principles for each organization ‘s approach .While traditional methodologies or heavy weight with huge bulk of documentation and long term for planning and designing significantly affects the speed of developing process and customer satisfaction. Hence, using innovative methods for building project are important matter which has introduced in the recent years. Light weight methodologies evolve to meet changing technologies and new demands from users in dynamic business environment.
As a result, agile methodologies and practices emerged as an explicit attempt to more formally embrace higher rates of requirements change.
Agile development methodologies claim to go a step further in overcoming the limitations of traditional one and coping with high speed and high changes on relationships with customers and responsiveness to changes of business processes.
This paper is an evaluation of the agile development methodologies. Furthermore, it includes a discussion about the critical success factors of the agile methodologies, reasons for its failure. A case-study gives a real-world success story.
Social licence and digitisation require new thinking aus imm bulletinHendrik Lourens
Mining has become a complex adaptive system and is at a crossroads. The unexpected emergence of new things and relationships means ‘the
whole is greater than the sum of its parts’. In the Ecology Age, confusing dilemmas, ambiguous paradoxes and diverse con
Impact assessment of factors affecting information technology projects in riv...eSAT Publishing House
IJRET : International Journal of Research in Engineering and Technology is an international peer reviewed, online journal published by eSAT Publishing House for the enhancement of research in various disciplines of Engineering and Technology. The aim and scope of the journal is to provide an academic medium and an important reference for the advancement and dissemination of research results that support high-level learning, teaching and research in the fields of Engineering and Technology. We bring together Scientists, Academician, Field Engineers, Scholars and Students of related fields of Engineering and Technology
Organisations often use enterprise architecture (EA) as a bridging method to align their business and Information Technology (IT) strategies. As a result, different available industrial enterprise architecture frameworks are adopted and used by these organisations to facilitate the EA implementation process. However, EA effort is presumed to be very costly and often takes a long time to implement before one can realize its benefits. It is also imperative to indicate that if the deployment of these EA frameworks is not well interpreted, challenges that can lead to the whole architecture implementation process being fruitless can be encountered. This study was conducted with the primary aim to understand the effects of government wide enterprise architecture framework (GWEA) implementation in the South African government departments through the use of diffusion of innovation (DOI) theory.
There is a tendency to think of the essential difference between megaprojects and more traditional sized projects as one of scale. If only it was that simple. A better analogy, and something that we see more clearly in the world of gigaprograms, is that this scaling up
in size has the concomitant effect of “unfolding” unseen dimensions that were likely always there but whose effects were not readily noticeable.
These unseen dimensions:
create new regions of “white space”, that if not aggressively managed, serve as nesting and breeding grounds for new, more systemic type risks
expose a subtle “coupling” across the gigaprogram that at smaller scales was not as significant; this “coupling” is not only direct coupling but importantly indirect
coupling realized through “coupled constraints” or “white space” couplings that previously were not significant
drive us to a level of complexity where the scaling of activities is dramatically outweighed by the scaling of the possible network combinations and effects that
are created.
expose the fragility of many of our assumptions, as longer project development and execution periods that are inherent characteristics of commitment of growing
levels of capital, demonstrate that they are far from static and instead experience “assumption migration”
highlight management dimensions that are less significant on smaller scale projects such as those associated with:
o increased strategic importance (achievement of strategic business objectives or SBOs with their outcomes focus) vs. the output focus of delivering more traditional projects and the emergence of a changed governance regime
o owner, not just project, readiness given the increased level of owner organizational involvement and oversight that gigaprograms attract
o increased importance of multi-party contractual relationships both in the various execution teams and potentially even in the project ownership
structure
expose the need to think about “capital efficiency” in a fuller way than is traditionally experienced on smaller projects where CAPEX or construction
schedule usually suffice as project optimization points.
Projects are activities taken up by organizations large and small, public and private, government
and non-government to execute their near and future term goals. Project is defined as a set of tasks taken up to
achieve a predefined end result within a predefined time, scope and budget. Our country has witnessed
tremendous growth in infrastructure and industrial sector in the last two decades. The study aims to review the
impact of any existing project management knowledge with the respondents and incremental value adds done
over a period of time through the above methods
Projects are activities taken up by organizations large and small, public and private, government
and non-government to execute their near and future term goals. Project is defined as a set of tasks taken up to
achieve a predefined end result within a predefined time, scope and budget. Our country has witnessed
tremendous growth in infrastructure
Agile adoption challenges in insurance: a systematic literature and expert re...CSITiaesprime
The drawback of agile is struggled to function in large businesses like banks, insurance companies, and government agencies, which are frequently associated with cumbersome processes. Traditional software development techniques were cumbersome and pay more attention to standardization and industry, this leads to high costs and prolonged costs. The insurance company does not embrace change and agility may find themselves distracted and lose customers to agile competitors who are more relevant and customer-centric. Thus, to investigate the challenges and to recognize the prospect of agile adoption in insurance industry, a systematic literature review (SLR) in this study was organized and validated by expert review from professional with expertise in agile. The project performance domain from project management body of knowledge (PMBOK) was applied to align the challenges and the solution. Academicians and practitioners can acquire the perception and knowledge in having exceeded understanding about the challenge and solution of agile adoption from the results.
Why Scheduling Mustn't Be Allowed to Become an Extinct ScienceAcumen
This paper discusses why the emerging 14 Point Schedule Assessment, developed by the Defense Contract Management Agency (DCMA), is fast becoming an established standard within the scheduling community across multiple industries.
www.projectacumen.com
@projectacumen
Globally, e-Government has become an effective tool for civic transformation. In the recent years, e-Government development gained significant momentum despite the financial crisis that crippled the world economy. For most of the governments, the crisis was a wakeup call to become more transparent and efficient. In addition, there is a growing demand for governments to transform from traditional agency/department centric approach to “Citizen-Centric” approach. This transformation is expected to enhance the quality of life of citizens in terms of greater convenience in availing government services. Eventually this would result in higher levels of citizen satisfaction and improved trust in government.
However, projects of such scale and complexity, faces numerous roadblocks which eventually hamper its potential to deliver the intended benefits to the citizens. The success of these programmes calls for strategic direction, policy making and greater coordination among multiple agencies, following a uniform approach in achieving the vision. This necessitates a strategic framework comprehensive enough to visualize and enable the leaders in addressing the potential roadblocks or resistance. This report presents the outcome of a research to define a strategic framework that models the opposing and propelling forces dormant during a project time. This would help the strategic decision makers to visualize each project as a whole and take quick decisions in the areas that need additional thrust, to ensure that the initiatives achieve the envisaged goals.
THE EFFECT OF INTERNAL FACTORS WITHIN THE GOVERNMENT ENTITIES ON THE IMPLEMEN...ijmpict
The building of e-government has become a priority issue as well as a challenge for many local, state, and
federal government agencies worldwide. Information and Communication Technology (ICT) is now widely
employed to help the governments transformation toward smart governments. Many critical success factors
(CSF) are there to determine the chance a transformation project can go-live. It has been noticed that the
implementation journey for IT solutions in the public sector has lots of barriers and challenges which lead
to low success rate of projects. This study examines the effect of the Ease of Delivery of the implementation
journey on the Success of Delivery. The result shows that the Ease of Delivery is positively related to the
Success of Delivery. The result of this study has the potential to increase the success rate of IT projects in
government sector by shedding the light on the most important factors affecting the delivery journey for egovernment projects
We have seen, scale and complexity become mutually reinforcing in large programs. New sources of complexity emerge that are not typically encountered in traditional scale
projects. Even our traditional focus on metrics fails us when it comes to complexity
The article highlights some sources of complexity in large engineering and construction programs
Issue Management in Complex IT Integration Programs.pdfCeyhun Jay Tugcu
The ability to proactively identify, escalate, and resolve issues is foundational to ensuring the program's success, maintaining stakeholder confidence, and cultivating a culture of resilience and continuous improvement.
Agile methodologies in_project_managementPravin Asar
In today's unpredictable markets, companies are feeling the squeeze to achieve more with fewer resources in shorter periods of time. In addition to controlling operational costs, IT is looking to increase the value of information to make the business more profitable. So, necessity to complete and develop projects with changeable requirement ,short period of time ,easily to manage risk , adaptability to changing market requirements has become undeniable main principles for each organization ‘s approach .While traditional methodologies or heavy weight with huge bulk of documentation and long term for planning and designing significantly affects the speed of developing process and customer satisfaction. Hence, using innovative methods for building project are important matter which has introduced in the recent years. Light weight methodologies evolve to meet changing technologies and new demands from users in dynamic business environment.
As a result, agile methodologies and practices emerged as an explicit attempt to more formally embrace higher rates of requirements change.
Agile development methodologies claim to go a step further in overcoming the limitations of traditional one and coping with high speed and high changes on relationships with customers and responsiveness to changes of business processes.
This paper is an evaluation of the agile development methodologies. Furthermore, it includes a discussion about the critical success factors of the agile methodologies, reasons for its failure. A case-study gives a real-world success story.
Social licence and digitisation require new thinking aus imm bulletinHendrik Lourens
Mining has become a complex adaptive system and is at a crossroads. The unexpected emergence of new things and relationships means ‘the
whole is greater than the sum of its parts’. In the Ecology Age, confusing dilemmas, ambiguous paradoxes and diverse con
Impact assessment of factors affecting information technology projects in riv...eSAT Publishing House
IJRET : International Journal of Research in Engineering and Technology is an international peer reviewed, online journal published by eSAT Publishing House for the enhancement of research in various disciplines of Engineering and Technology. The aim and scope of the journal is to provide an academic medium and an important reference for the advancement and dissemination of research results that support high-level learning, teaching and research in the fields of Engineering and Technology. We bring together Scientists, Academician, Field Engineers, Scholars and Students of related fields of Engineering and Technology
Organisations often use enterprise architecture (EA) as a bridging method to align their business and Information Technology (IT) strategies. As a result, different available industrial enterprise architecture frameworks are adopted and used by these organisations to facilitate the EA implementation process. However, EA effort is presumed to be very costly and often takes a long time to implement before one can realize its benefits. It is also imperative to indicate that if the deployment of these EA frameworks is not well interpreted, challenges that can lead to the whole architecture implementation process being fruitless can be encountered. This study was conducted with the primary aim to understand the effects of government wide enterprise architecture framework (GWEA) implementation in the South African government departments through the use of diffusion of innovation (DOI) theory.
There is a tendency to think of the essential difference between megaprojects and more traditional sized projects as one of scale. If only it was that simple. A better analogy, and something that we see more clearly in the world of gigaprograms, is that this scaling up
in size has the concomitant effect of “unfolding” unseen dimensions that were likely always there but whose effects were not readily noticeable.
These unseen dimensions:
create new regions of “white space”, that if not aggressively managed, serve as nesting and breeding grounds for new, more systemic type risks
expose a subtle “coupling” across the gigaprogram that at smaller scales was not as significant; this “coupling” is not only direct coupling but importantly indirect
coupling realized through “coupled constraints” or “white space” couplings that previously were not significant
drive us to a level of complexity where the scaling of activities is dramatically outweighed by the scaling of the possible network combinations and effects that
are created.
expose the fragility of many of our assumptions, as longer project development and execution periods that are inherent characteristics of commitment of growing
levels of capital, demonstrate that they are far from static and instead experience “assumption migration”
highlight management dimensions that are less significant on smaller scale projects such as those associated with:
o increased strategic importance (achievement of strategic business objectives or SBOs with their outcomes focus) vs. the output focus of delivering more traditional projects and the emergence of a changed governance regime
o owner, not just project, readiness given the increased level of owner organizational involvement and oversight that gigaprograms attract
o increased importance of multi-party contractual relationships both in the various execution teams and potentially even in the project ownership
structure
expose the need to think about “capital efficiency” in a fuller way than is traditionally experienced on smaller projects where CAPEX or construction
schedule usually suffice as project optimization points.
Projects are activities taken up by organizations large and small, public and private, government
and non-government to execute their near and future term goals. Project is defined as a set of tasks taken up to
achieve a predefined end result within a predefined time, scope and budget. Our country has witnessed
tremendous growth in infrastructure and industrial sector in the last two decades. The study aims to review the
impact of any existing project management knowledge with the respondents and incremental value adds done
over a period of time through the above methods
Projects are activities taken up by organizations large and small, public and private, government
and non-government to execute their near and future term goals. Project is defined as a set of tasks taken up to
achieve a predefined end result within a predefined time, scope and budget. Our country has witnessed
tremendous growth in infrastructure
Agile adoption challenges in insurance: a systematic literature and expert re...CSITiaesprime
The drawback of agile is struggled to function in large businesses like banks, insurance companies, and government agencies, which are frequently associated with cumbersome processes. Traditional software development techniques were cumbersome and pay more attention to standardization and industry, this leads to high costs and prolonged costs. The insurance company does not embrace change and agility may find themselves distracted and lose customers to agile competitors who are more relevant and customer-centric. Thus, to investigate the challenges and to recognize the prospect of agile adoption in insurance industry, a systematic literature review (SLR) in this study was organized and validated by expert review from professional with expertise in agile. The project performance domain from project management body of knowledge (PMBOK) was applied to align the challenges and the solution. Academicians and practitioners can acquire the perception and knowledge in having exceeded understanding about the challenge and solution of agile adoption from the results.
Why Scheduling Mustn't Be Allowed to Become an Extinct ScienceAcumen
This paper discusses why the emerging 14 Point Schedule Assessment, developed by the Defense Contract Management Agency (DCMA), is fast becoming an established standard within the scheduling community across multiple industries.
www.projectacumen.com
@projectacumen
Similar to 1 niels groen - achterkant van het gelijk - ethiek en ict (20)
GraphRAG is All You need? LLM & Knowledge GraphGuy Korland
Guy Korland, CEO and Co-founder of FalkorDB, will review two articles on the integration of language models with knowledge graphs.
1. Unifying Large Language Models and Knowledge Graphs: A Roadmap.
https://arxiv.org/abs/2306.08302
2. Microsoft Research's GraphRAG paper and a review paper on various uses of knowledge graphs:
https://www.microsoft.com/en-us/research/blog/graphrag-unlocking-llm-discovery-on-narrative-private-data/
Transcript: Selling digital books in 2024: Insights from industry leaders - T...BookNet Canada
The publishing industry has been selling digital audiobooks and ebooks for over a decade and has found its groove. What’s changed? What has stayed the same? Where do we go from here? Join a group of leading sales peers from across the industry for a conversation about the lessons learned since the popularization of digital books, best practices, digital book supply chain management, and more.
Link to video recording: https://bnctechforum.ca/sessions/selling-digital-books-in-2024-insights-from-industry-leaders/
Presented by BookNet Canada on May 28, 2024, with support from the Department of Canadian Heritage.
UiPath Test Automation using UiPath Test Suite series, part 3DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 3. In this session, we will cover desktop automation along with UI automation.
Topics covered:
UI automation Introduction,
UI automation Sample
Desktop automation flow
Pradeep Chinnala, Senior Consultant Automation Developer @WonderBotz and UiPath MVP
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Let's dive deeper into the world of ODC! Ricardo Alves (OutSystems) will join us to tell all about the new Data Fabric. After that, Sezen de Bruijn (OutSystems) will get into the details on how to best design a sturdy architecture within ODC.
Essentials of Automations: Optimizing FME Workflows with ParametersSafe Software
Are you looking to streamline your workflows and boost your projects’ efficiency? Do you find yourself searching for ways to add flexibility and control over your FME workflows? If so, you’re in the right place.
Join us for an insightful dive into the world of FME parameters, a critical element in optimizing workflow efficiency. This webinar marks the beginning of our three-part “Essentials of Automation” series. This first webinar is designed to equip you with the knowledge and skills to utilize parameters effectively: enhancing the flexibility, maintainability, and user control of your FME projects.
Here’s what you’ll gain:
- Essentials of FME Parameters: Understand the pivotal role of parameters, including Reader/Writer, Transformer, User, and FME Flow categories. Discover how they are the key to unlocking automation and optimization within your workflows.
- Practical Applications in FME Form: Delve into key user parameter types including choice, connections, and file URLs. Allow users to control how a workflow runs, making your workflows more reusable. Learn to import values and deliver the best user experience for your workflows while enhancing accuracy.
- Optimization Strategies in FME Flow: Explore the creation and strategic deployment of parameters in FME Flow, including the use of deployment and geometry parameters, to maximize workflow efficiency.
- Pro Tips for Success: Gain insights on parameterizing connections and leveraging new features like Conditional Visibility for clarity and simplicity.
We’ll wrap up with a glimpse into future webinars, followed by a Q&A session to address your specific questions surrounding this topic.
Don’t miss this opportunity to elevate your FME expertise and drive your projects to new heights of efficiency.
Connector Corner: Automate dynamic content and events by pushing a buttonDianaGray10
Here is something new! In our next Connector Corner webinar, we will demonstrate how you can use a single workflow to:
Create a campaign using Mailchimp with merge tags/fields
Send an interactive Slack channel message (using buttons)
Have the message received by managers and peers along with a test email for review
But there’s more:
In a second workflow supporting the same use case, you’ll see:
Your campaign sent to target colleagues for approval
If the “Approve” button is clicked, a Jira/Zendesk ticket is created for the marketing design team
But—if the “Reject” button is pushed, colleagues will be alerted via Slack message
Join us to learn more about this new, human-in-the-loop capability, brought to you by Integration Service connectors.
And...
Speakers:
Akshay Agnihotri, Product Manager
Charlie Greenberg, Host
Slack (or Teams) Automation for Bonterra Impact Management (fka Social Soluti...Jeffrey Haguewood
Sidekick Solutions uses Bonterra Impact Management (fka Social Solutions Apricot) and automation solutions to integrate data for business workflows.
We believe integration and automation are essential to user experience and the promise of efficient work through technology. Automation is the critical ingredient to realizing that full vision. We develop integration products and services for Bonterra Case Management software to support the deployment of automations for a variety of use cases.
This video focuses on the notifications, alerts, and approval requests using Slack for Bonterra Impact Management. The solutions covered in this webinar can also be deployed for Microsoft Teams.
Interested in deploying notification automations for Bonterra Impact Management? Contact us at sales@sidekicksolutionsllc.com to discuss next steps.
Smart TV Buyer Insights Survey 2024 by 91mobiles.pdf91mobiles
91mobiles recently conducted a Smart TV Buyer Insights Survey in which we asked over 3,000 respondents about the TV they own, aspects they look at on a new TV, and their TV buying preferences.
LF Energy Webinar: Electrical Grid Modelling and Simulation Through PowSyBl -...DanBrown980551
Do you want to learn how to model and simulate an electrical network from scratch in under an hour?
Then welcome to this PowSyBl workshop, hosted by Rte, the French Transmission System Operator (TSO)!
During the webinar, you will discover the PowSyBl ecosystem as well as handle and study an electrical network through an interactive Python notebook.
PowSyBl is an open source project hosted by LF Energy, which offers a comprehensive set of features for electrical grid modelling and simulation. Among other advanced features, PowSyBl provides:
- A fully editable and extendable library for grid component modelling;
- Visualization tools to display your network;
- Grid simulation tools, such as power flows, security analyses (with or without remedial actions) and sensitivity analyses;
The framework is mostly written in Java, with a Python binding so that Python developers can access PowSyBl functionalities as well.
What you will learn during the webinar:
- For beginners: discover PowSyBl's functionalities through a quick general presentation and the notebook, without needing any expert coding skills;
- For advanced developers: master the skills to efficiently apply PowSyBl functionalities to your real-world scenarios.
UiPath Test Automation using UiPath Test Suite series, part 4DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 4. In this session, we will cover Test Manager overview along with SAP heatmap.
The UiPath Test Manager overview with SAP heatmap webinar offers a concise yet comprehensive exploration of the role of a Test Manager within SAP environments, coupled with the utilization of heatmaps for effective testing strategies.
Participants will gain insights into the responsibilities, challenges, and best practices associated with test management in SAP projects. Additionally, the webinar delves into the significance of heatmaps as a visual aid for identifying testing priorities, areas of risk, and resource allocation within SAP landscapes. Through this session, attendees can expect to enhance their understanding of test management principles while learning practical approaches to optimize testing processes in SAP environments using heatmap visualization techniques
What will you get from this session?
1. Insights into SAP testing best practices
2. Heatmap utilization for testing
3. Optimization of testing processes
4. Demo
Topics covered:
Execution from the test manager
Orchestrator execution result
Defect reporting
SAP heatmap example with demo
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Builder.ai Founder Sachin Dev Duggal's Strategic Approach to Create an Innova...Ramesh Iyer
In today's fast-changing business world, Companies that adapt and embrace new ideas often need help to keep up with the competition. However, fostering a culture of innovation takes much work. It takes vision, leadership and willingness to take risks in the right proportion. Sachin Dev Duggal, co-founder of Builder.ai, has perfected the art of this balance, creating a company culture where creativity and growth are nurtured at each stage.
1 niels groen - achterkant van het gelijk - ethiek en ict
1. Doctoraal proefschrift
Niels Groen
(Universiteit van Maastricht)
Grip op escalatie van
publieke IT-projecten
Hoe worden publieke IT-
projecten onbeheersbaar, en
hoe kan het worden voorkomen
en opgelost?
5. Theoretisch model voor projectescalatie
5
Commitment to
the course of
action
Ineffectiveness
of the course of
action
(E-government)
project
escalation
COMBINED
WITH
IS CONTINGENT
UPON
IS
CONTINGENT
UPON
Contingency theory
Escalationtheory
IS CONTINGENT
UPON
? ?
6. Contingenties in e-overheidsprojecten die
leiden tot ineffectiviteit
Technische complexiteit Adoptieproblemen Conflict tussen
belanghebbenden
Coördinatie- en
communicatieproblemen
Veranderende eisen
7. Contingenties in e-overheidsprojecten die
leiden tot commitment
Sunk cost effect Voltooïngseffect Zelfrechtvaardiging
Informatieasymmetrie Optimisme en
risicozoekend gedrag
Sociale en
politieke druk
8. De rol van verschillende contingenties in
geëscaleerde en niet-geëscaleerde
projecten
8
105
Escalated Non-escalated
Project
D
Project
S
Project
T
Project
Q
Project
P
Drivingineffectiveness
Tech.
comp.
✔ ✔ ✔ ✔
Adoption ✔
Conflict ✔
Coord.
and com.
✔
Changing
/ new req.
✔ ✔ ✔
Drivingcommitment
Sunk cost ✔
Comp. eff. ✔
Self-just. ✔ ✔
Inf. asym. ✔ ✔ ✔
Opt. and
risk. bias.
✔ ✔
Pol. and
soc. pres.
Table 2.7 – Salience of contingencies driving ineffectiveness
or commitment in escalated and non-escalated projects
9. Theoretisch model voor het voorkomen van
projectescalatie
9
3-1.
Figure 3-1 - Theoretical framework for prevention of e-
government project escalation
Circumventing
commitment to the
course of action
(E-government) project
escalation
Escalation theory
Re-directing the course
of action or terminating
when faced with project
ineffectiveness
PREVENTS
Practices XYZ
ARE EFFECTIVE IN
Diminishing the
likelihood of sunk cost
effect, completion
effect, information
asymmetry, self-
justification, and
optimism and risk-
seeking biases
ALLOWS FOR
ALLOWS
FOR
Contingencytheory
10. Technieken die de waarschijnlijkheid van
commitment aan een falende aanpak
reduceren
10
143
Figure 3-5 - Difference in business value delivery
The difference between traditional approaches and the agile
approach applied in project O with regard to the timing of
business value delivery is visually depicted in Figure 3-5.
TP3.2 A short-cycled feedback loop, involving tangible and
demonstrable results every four weeks, diminishes the
likelihood of contingencies that promote commitment
through lack or distortion of information, such
information asymmetry, optimism bias, or completion
effect.
146
The difference between the agile approach of project O and
more traditional approaches in terms of visibility is visually
depicted in Figure 3-6.
Figure 3-6 - Difference in visibility
Concluding, the findings of the study presented in this chapter
suggest that e-government project escalation can be prevented
by diminishing the likelihood of contingencies that drive
commitment to a certain course of action. As it is supported that
even successful, non-escalating e-government projects will be
faced with contingencies that have a negative effect on the
