More drive for results from more people in the organisation ...Bart Vanderhaegen
Pactify offers proprietary moderation approaches and a specific web platform to help companies develop effective organizational responses to increased complexity in their market environments. The approach and methodology is aimed at developing more “appetite” for results in a larger group, which triggers the autonomy and co-operation that is critically needed to become more effective, and deliver more than what only (static) structures and incentives can achieve. The team consists of highly seasoned IT and management consulting professionals and relies on a scalable IT development staff (both on- and offshore).
Key principles:
- Essentially simple methodology and platform, which allows the large group to adopt (and participate in co-operation)
- Sustained and strong focus on goals and actions only, away from constraints, distractions or excuses not to act
- Direct communication channel from team members to CEO (no complicating interfaces)
- Specific design (including gamification techniques) to fuel positive behavior in teams: autonomy and co-operation
A new approach to making organisations more responsiveBart Vanderhaegen
When the complexity and speed of the markets requires organisations to change, they typically implement top-down measures: creating new organizational structures , incentives, roles and rules ... and deciding on many new projects in many different areas of the organisation. All this give the impression of speed and control , but is that really true ? The impact often is only increased complexity inside.
What is really needed is an effective trigger for goal based action in a large group, in response to the complexity outside (a challenge/ an opportunity). We developed a new approach including a web platform to sustain and steer this flow of action in the group.
As a consequence, less and less goal based action is stimulated , and thus the response to the increasingly complex market demands is more and more sub- optimal.
What is needed, is an effective trigger for the flow of goal based actions throughout the organization.
Roger Garrini
Directing Agile Change
Successful change - good culture and governance matter
APM Governance Specific Interest Group Conference
London, 06 Oct 2016
More drive for results from more people in the organisation ...Bart Vanderhaegen
Pactify offers proprietary moderation approaches and a specific web platform to help companies develop effective organizational responses to increased complexity in their market environments. The approach and methodology is aimed at developing more “appetite” for results in a larger group, which triggers the autonomy and co-operation that is critically needed to become more effective, and deliver more than what only (static) structures and incentives can achieve. The team consists of highly seasoned IT and management consulting professionals and relies on a scalable IT development staff (both on- and offshore).
Key principles:
- Essentially simple methodology and platform, which allows the large group to adopt (and participate in co-operation)
- Sustained and strong focus on goals and actions only, away from constraints, distractions or excuses not to act
- Direct communication channel from team members to CEO (no complicating interfaces)
- Specific design (including gamification techniques) to fuel positive behavior in teams: autonomy and co-operation
A new approach to making organisations more responsiveBart Vanderhaegen
When the complexity and speed of the markets requires organisations to change, they typically implement top-down measures: creating new organizational structures , incentives, roles and rules ... and deciding on many new projects in many different areas of the organisation. All this give the impression of speed and control , but is that really true ? The impact often is only increased complexity inside.
What is really needed is an effective trigger for goal based action in a large group, in response to the complexity outside (a challenge/ an opportunity). We developed a new approach including a web platform to sustain and steer this flow of action in the group.
As a consequence, less and less goal based action is stimulated , and thus the response to the increasingly complex market demands is more and more sub- optimal.
What is needed, is an effective trigger for the flow of goal based actions throughout the organization.
Roger Garrini
Directing Agile Change
Successful change - good culture and governance matter
APM Governance Specific Interest Group Conference
London, 06 Oct 2016
Introduction to Pactify - a web based cooperation platformBart Vanderhaegen
Web based platform to manage cross-company transformation initiatives. 'Horizontal" co-operation platform. Using a proprietary goal-based feedback system to help create autonomy and foster true co-operation
Technology Multipliers PPM solutions help optimize the value of your project portfolio and increase pipeline productivity. Our solutions utilize ProModel's project and portfolio simulation tools and Microsoft's project management tools. This Technology Multipliers webinar provides a comprehensive overview of project portfolio management concepts, process, and keys to success for technology companies.
Bringing User-CenteredDesign Practices intoAgile Development Projectsabcd82
Bringing User-CenteredDesign Practices intoAgile Development Projects -This full day tutorial seeks to explain Agile Development\'s incremental release and iterative development strategy from the perspective of a user centered design practitioner. Practical advice is given on making Agile development more user-centric.
This presentation presents a simple and direct model for Agile Portfolio Management based on four key concepts:
1. The type of work you're doing.
2. The portfolio governance model.
3. The project governance model (the shape of the project).
4. The size / number of Agile teams.
The deck presents simple, scalable, effective approaches to Agile Portfolio Management that are lighter than most Agile methods and are supported by Conteneo's Collaboration Frameworks. This deck also directly supports Conteneo's Strategy-Glue-Tactics framework for effective Agile Product Management.
This toolkit explains the underlying processes of Change and recommends practical actions to overcome resistance faster and move towards the adoption of change (new skills, new values, new bahaviours).
Traditional vs Lean Portfolio Management, Agile PMO & OrganisationsBarry O'Reilly
This deck showcases how the future can look for organisations as they attempt to scale up agile and lean practices and principles across the entire organisation.
Regardless if we have entered to do project/programme/portfolio work, once onsite I find it is a great way to introduce the wider organisation to the ideas that we use to deliver and how they can support all areas and activities in the organisation.
Key concepts;
- How traditional PMO and organisation are setup
- Legacy mindset for are alive and still driving the majority of portfolio/organisation behaviours
- Comparisons of traditional and agile/lean mindsets
- Principles of agile/lean portfolio/organisation management
- Organisational structure
- Annual vs Incremental funding (Beyond Budgeting)
- Limiting Work in Progress i.e. its only matters how many projects you finish, not start.
- Managing and visualising capability
- Coping with portfolio complexity through experimentation and validated learning
- Removing the concept of projects and focusing on continuous delivery of value
- Benefits of agile/lean portfolio/organisation management
This deck was compiled using referenced materials and the support of David Joyce (@dpjoyce) and Ian Carroll (@caza_no7)
Normalizing agile and lean product development and aimRussell Pannone
The what, why, and how of agile and lean product (system-software) development and delivery is not one persons vision alone; to become reality it needs to be a "shared" vision through negotiation and compromise between individuals, the team and the organization.
The following is a set of norms for your agile and lean product (system-software) development teams to rally around and evolve.
Agile is fantastic. Most of companies nowadays recognise that agile is not something that should to have, but is a thing that must to have. Many organisation tries to perform agile transformation. However, the question is what I should start from. In this presentation, I would like to share my own experience on what were first steps that I tried to do agile transformation at my team.
Prosci Webinar - How to Integrate Change Management and Project ManagementProsci ANZ
For changes to deliver results and outcomes, structured approaches are needed for both the technical side of the change (through project management) and for the people side of the change (through change management). The technical side ensures that solutions are designed, developed and delivered effectively. The people side ensures that the solution is embraced, adopted and used proficiently. These two complementary disciplines share a common objective - to improve the performance of the organisation by implementing a change. However, bringing these two disciplines together can sometimes be challenging. This webinar looks at how to integrate change management and project management across five dimensions to deliver benefit realisation and a unified value proposition for change.
The Agile Method and AGILE ISD; how to use each to improve your training programChristopher King
The term "agile" is being used readily to express the desire organizations have to be responsive and flexible to change in their organization. The Agile development method is designed to quickly and efficiently produce software products. Recently its application has expanded to other areas including training products. AGILE ISD is a new way of thinking about education where performance is the metric that drives the development and delivery decisions in an organization’s training program. It recognizes the long tail of learning and the five moments of learning need. AGILE ISD provides strategies for creating a culture of learning at your organization.
While these two agile methods are for different purposes, they are not mutually exclusive. This session will explain how your organization can use both methods to your advantage and success. We clarify some of the different uses of the term agile within the learning and development community. In this session we will cover:
• Agile (software) movement - its history, its main tenets, different types of agile frameworks and how to incorporated into the ADDIE training methodology
• AGILE ISD – is a methodology developed by Dr. Conrad Gottfredson that aims to supplement ADDIE by expanding its scope to include informal learning design. We cover its history, its main tenants, principles of agile education, and incorporating AGILE ISD into the ADDIE training methodology
• How the two approaches can both be successfully applied in your L&D organization
Introduction to Pactify - a web based cooperation platformBart Vanderhaegen
Web based platform to manage cross-company transformation initiatives. 'Horizontal" co-operation platform. Using a proprietary goal-based feedback system to help create autonomy and foster true co-operation
Technology Multipliers PPM solutions help optimize the value of your project portfolio and increase pipeline productivity. Our solutions utilize ProModel's project and portfolio simulation tools and Microsoft's project management tools. This Technology Multipliers webinar provides a comprehensive overview of project portfolio management concepts, process, and keys to success for technology companies.
Bringing User-CenteredDesign Practices intoAgile Development Projectsabcd82
Bringing User-CenteredDesign Practices intoAgile Development Projects -This full day tutorial seeks to explain Agile Development\'s incremental release and iterative development strategy from the perspective of a user centered design practitioner. Practical advice is given on making Agile development more user-centric.
This presentation presents a simple and direct model for Agile Portfolio Management based on four key concepts:
1. The type of work you're doing.
2. The portfolio governance model.
3. The project governance model (the shape of the project).
4. The size / number of Agile teams.
The deck presents simple, scalable, effective approaches to Agile Portfolio Management that are lighter than most Agile methods and are supported by Conteneo's Collaboration Frameworks. This deck also directly supports Conteneo's Strategy-Glue-Tactics framework for effective Agile Product Management.
This toolkit explains the underlying processes of Change and recommends practical actions to overcome resistance faster and move towards the adoption of change (new skills, new values, new bahaviours).
Traditional vs Lean Portfolio Management, Agile PMO & OrganisationsBarry O'Reilly
This deck showcases how the future can look for organisations as they attempt to scale up agile and lean practices and principles across the entire organisation.
Regardless if we have entered to do project/programme/portfolio work, once onsite I find it is a great way to introduce the wider organisation to the ideas that we use to deliver and how they can support all areas and activities in the organisation.
Key concepts;
- How traditional PMO and organisation are setup
- Legacy mindset for are alive and still driving the majority of portfolio/organisation behaviours
- Comparisons of traditional and agile/lean mindsets
- Principles of agile/lean portfolio/organisation management
- Organisational structure
- Annual vs Incremental funding (Beyond Budgeting)
- Limiting Work in Progress i.e. its only matters how many projects you finish, not start.
- Managing and visualising capability
- Coping with portfolio complexity through experimentation and validated learning
- Removing the concept of projects and focusing on continuous delivery of value
- Benefits of agile/lean portfolio/organisation management
This deck was compiled using referenced materials and the support of David Joyce (@dpjoyce) and Ian Carroll (@caza_no7)
Normalizing agile and lean product development and aimRussell Pannone
The what, why, and how of agile and lean product (system-software) development and delivery is not one persons vision alone; to become reality it needs to be a "shared" vision through negotiation and compromise between individuals, the team and the organization.
The following is a set of norms for your agile and lean product (system-software) development teams to rally around and evolve.
Agile is fantastic. Most of companies nowadays recognise that agile is not something that should to have, but is a thing that must to have. Many organisation tries to perform agile transformation. However, the question is what I should start from. In this presentation, I would like to share my own experience on what were first steps that I tried to do agile transformation at my team.
Prosci Webinar - How to Integrate Change Management and Project ManagementProsci ANZ
For changes to deliver results and outcomes, structured approaches are needed for both the technical side of the change (through project management) and for the people side of the change (through change management). The technical side ensures that solutions are designed, developed and delivered effectively. The people side ensures that the solution is embraced, adopted and used proficiently. These two complementary disciplines share a common objective - to improve the performance of the organisation by implementing a change. However, bringing these two disciplines together can sometimes be challenging. This webinar looks at how to integrate change management and project management across five dimensions to deliver benefit realisation and a unified value proposition for change.
The Agile Method and AGILE ISD; how to use each to improve your training programChristopher King
The term "agile" is being used readily to express the desire organizations have to be responsive and flexible to change in their organization. The Agile development method is designed to quickly and efficiently produce software products. Recently its application has expanded to other areas including training products. AGILE ISD is a new way of thinking about education where performance is the metric that drives the development and delivery decisions in an organization’s training program. It recognizes the long tail of learning and the five moments of learning need. AGILE ISD provides strategies for creating a culture of learning at your organization.
While these two agile methods are for different purposes, they are not mutually exclusive. This session will explain how your organization can use both methods to your advantage and success. We clarify some of the different uses of the term agile within the learning and development community. In this session we will cover:
• Agile (software) movement - its history, its main tenets, different types of agile frameworks and how to incorporated into the ADDIE training methodology
• AGILE ISD – is a methodology developed by Dr. Conrad Gottfredson that aims to supplement ADDIE by expanding its scope to include informal learning design. We cover its history, its main tenants, principles of agile education, and incorporating AGILE ISD into the ADDIE training methodology
• How the two approaches can both be successfully applied in your L&D organization
Philosophers, Theologians and Educators whose Principles and Dogmas Served a...Leng Asuncion
*Philosophers, Theologians and Educators whose Principles and Dogmas Served as Bases of Moral Standard of Human Conduct Report by CHERRYLAGNE A. AMBAGAN
مجموعة برامج و مواقع انترنيت مفيدة جدا لكل الاسرةalhadath TV
مجموعة جميلة من المواقع الالكترونية والبرامج المفيدة التي تساعد كل افراد الاسرة وكل المواقع جديدة تشاعدها اول مرة والبرامج مجانية لا تحتاج الى دفع المال لاستخدامها ,
البرامج و المواقع لا تخالف الشرع
Pactify : transformation methodology with a focus on behaviorsBart Vanderhaegen
Pactify provides a web based tool and methodology to support transformation programs. Next to the program management tool (comparable to Wave from McKinsey, RB Point from Roland Berger, ...) we add techniques to trigger and sustain specific behaviors, those behaviors that truly make change work : (i) people accepting autonomy, (ii) people finding ways to like or want change and (iii) true team co-operation.
70% of significant change/ transformation efforts fail. This presentation shows some key points of attention, both from the hardware as well as (and especially) from the software side. Focus is on leveraging intrinsic motivation throughout the organisation during change, using concepts such as FLOW and gamification as enabler.
How to scale a program painlessly, Which scaling models work well, what parameters need to be considered for a program, How to use metrics for a large program
The Learn Phase: Recasting the Agile ManifestoTraction
In this episode of The Learn Phase, Goyo asks how can a creative agency that focuses on creating marketing and advertising in a digital world take advantage of the 12 principles of the Agile Manifesto.
Active brand management is critical to driving trust in the marketplace. The brand management maturity model will help you optimize the essential assets of your brand.
The brand management maturity model helps Widen CollectiveⓇ customers optimize investments in their brand management practice by examining the five dimensions of strategy, people, process, technology, and impact.
Use this tool as a guide to developing your brand strategy to get more out of your marketing investments. Learn more at https://www.widen.com/blog/the-widen-brand-management-maturity-model-your-path-to-greater-roi.
Active problem solving is a means to aid in the engagement of employees in the process of problem solving, that is auditable and visual to the entire workforce.
Moving from Collaboration Pilot to Successful ImplementationChristian Buckley
One of the most common SharePoint and Office 365 failures is deploying the platform without a pilot. The collaboration pilot is an essential step for any enterprise deployment – and there are most definitely “best practices” you should consider.
Presentation given by Beezy Chief Evangelist and 6-time Microsoft MVP Christian Buckley walking through a repeatable process for running successful collaboration pilots, from management buy-in through to customer adoption planning.
You Built It They Will Come_webversion092010tmharpster
Everybody loves creating courses and solutions...but many of us sort of lose interest when it's time to implement. This presentation - via a true-life case study - offers 7 tips to ensure that you get the results you hoped for and you avoid the traps that cause many solutions to fizzle.
SPS Cape Town - Measuring Governance MaturityMelinda Morales
Explore the all new SharePoint Governance Maturity Model developed by GTconsult. The model consists of assessing your current governance practices from Chaotic to Optimized in each of the four pillars: Foundation, Administration, Communication and Adoption. We will explore recommended best practices for growth and implementation of a mature governance strategy.