The document discusses the transformation of news production at VRT Programme Management News. It outlines their vision to bring a cross-media news and sports offering to cope with changing consumer needs. Major challenges included implementing new digital systems and reorganizing into a single newsfloor. The approach focused on transformation management, learning and change, and traditional areas like processes, organization and technology. Lessons learned included getting early line management buy-in, clearly explaining changes, user-friendly technology, monitoring progress, realistic testing, and stabilizing after go-live.
The document outlines a change management framework and methodology for implementing new technology, including establishing teams like a steering committee and change champions, managing stakeholders through communication and engagement, addressing potential issues through training, and monitoring success through the change management pillars of building teams, managing stakeholders, communications, and skills transfer. It provides details on roles for a change manager, core change team, and service champions to drive the change process from initiation through transition and improvement.
This presentation was held at one of our previous Agile Edge Conferences. It analyses how Agile can be introduced to an organisation! Please contact info@valtech.co.uk for information on our next Agile Edge Confererence in January 2012.
Agile Importance in Pharmaceutical IndustryVijay Brzee
The document discusses how pharmaceutical companies can adapt to an increasingly agile environment. It faces pressures like expiring patents, fewer drug approvals, and increased generics. Agile practices can help accelerate innovation, design for supply chain needs, and rapidly commercialize products. The document outlines areas where agile works well and describes agile principles, benefits, tools, and knowledge/skills needed. It also discusses PMI agile domains of practice and questions if an organization is ready to adopt agile approaches.
The document discusses Imperial College Consultants' role in managing projects funded by the European Union's FP7 framework. ICON acts as a consortium manager, coordinating non-research activities like budgeting, reporting, dissemination, and intellectual property planning. As the manager, ICON recruits staff, organizes meetings, communicates between partners, handles finances, and sets up websites and document sharing systems. The document outlines ICON's involvement from the proposal through execution phases of FP7 projects and notes some best practices and lessons learned for effective consortium management.
The document outlines an agenda for implementing a Skyward ERP system, including an overview of Skyward offerings, benefits of a typical implementation project, the proposed scope and methodology for the client's implementation, and the roles of the project team in carrying out key stages of preparation, blue printing, realization, and go-live support.
The document provides an overview of agile principles and practices. It discusses what agile is, principles behind the agile manifesto like satisfying customers through early delivery, welcoming changing requirements, having business and developers work together daily, and using face-to-face conversation. It also covers agile practices like Scrum, Kanban, and product backlogs. Challenges of adopting agile like managing projects and contracting are addressed as well as common causes of failed agile projects like lack of management support and understanding of agile.
Leveraging Process Design: True Results, True Value
Andrew Wilson, Director, Program Management Office, U.S. Navy Bureau of Medicine and Surgery
Learn about the IT Service Management Process Improvement journey at NAVMISSA, led by their Project Management Office.
The document outlines a change management framework and methodology for implementing new technology, including establishing teams like a steering committee and change champions, managing stakeholders through communication and engagement, addressing potential issues through training, and monitoring success through the change management pillars of building teams, managing stakeholders, communications, and skills transfer. It provides details on roles for a change manager, core change team, and service champions to drive the change process from initiation through transition and improvement.
This presentation was held at one of our previous Agile Edge Conferences. It analyses how Agile can be introduced to an organisation! Please contact info@valtech.co.uk for information on our next Agile Edge Confererence in January 2012.
Agile Importance in Pharmaceutical IndustryVijay Brzee
The document discusses how pharmaceutical companies can adapt to an increasingly agile environment. It faces pressures like expiring patents, fewer drug approvals, and increased generics. Agile practices can help accelerate innovation, design for supply chain needs, and rapidly commercialize products. The document outlines areas where agile works well and describes agile principles, benefits, tools, and knowledge/skills needed. It also discusses PMI agile domains of practice and questions if an organization is ready to adopt agile approaches.
The document discusses Imperial College Consultants' role in managing projects funded by the European Union's FP7 framework. ICON acts as a consortium manager, coordinating non-research activities like budgeting, reporting, dissemination, and intellectual property planning. As the manager, ICON recruits staff, organizes meetings, communicates between partners, handles finances, and sets up websites and document sharing systems. The document outlines ICON's involvement from the proposal through execution phases of FP7 projects and notes some best practices and lessons learned for effective consortium management.
The document outlines an agenda for implementing a Skyward ERP system, including an overview of Skyward offerings, benefits of a typical implementation project, the proposed scope and methodology for the client's implementation, and the roles of the project team in carrying out key stages of preparation, blue printing, realization, and go-live support.
The document provides an overview of agile principles and practices. It discusses what agile is, principles behind the agile manifesto like satisfying customers through early delivery, welcoming changing requirements, having business and developers work together daily, and using face-to-face conversation. It also covers agile practices like Scrum, Kanban, and product backlogs. Challenges of adopting agile like managing projects and contracting are addressed as well as common causes of failed agile projects like lack of management support and understanding of agile.
Leveraging Process Design: True Results, True Value
Andrew Wilson, Director, Program Management Office, U.S. Navy Bureau of Medicine and Surgery
Learn about the IT Service Management Process Improvement journey at NAVMISSA, led by their Project Management Office.
This report summarizes the performance of initiatives at Telekom Malaysia Berhad (TM) in June 2012. The monthly technical resolution rate was 84%, exceeding the target of 80% but the percentage of points of contact (POC) completed for the Priority Technical Support (PTS) project was 60%, below the target of 100%. To improve PTS, workarounds may be needed using available resources due to dependencies on other parties. For the TSI Team Competency Analysis initiative, a competency framework and preliminary assessment model were designed but the percentage completed was only 35% due to the initiative's critical nature and dependencies on other projects like PTS.
This document discusses managing integrated project work across geographically dispersed NASA teams. It provides a case study of the Orion project, which involved collaboration between 10 NASA centers. Key challenges of geographic dispersion include different organizational cultures, time zones, and the need to be part of a larger distributed team. Suggested paths for success include frequent communication, building trust, establishing common goals and processes, and travel to facilitate in-person interactions. Geographic dispersion will continue as NASA relies more on distributed teams, but success requires focus on open communication and shared objectives.
Integrating SCRUM with classical Project ManagementJens Hoffmann
SCRUM and PRINCE2 integrated, is a powerfull solution to scale the agile method for large projects. The conventional and mature project management approaches like PRINCE2 or PMI PMBOK are gaining more resillience from this as the become more flexible and adabtible to changing demands and needs.
This document outlines Ingersoll Rand's lean deployment strategy presented at a lean summit in Shanghai. It discusses using lean principles in business strategy and goal deployment to drive operational excellence. Key aspects of the strategy include top leadership commitment, coaching to solve problems, and building a culture of continuous improvement through tools like A3 thinking and a mission control board. The goal is to increase speed, flow, and alignment across the value chain.
The document discusses how the project management frameworks PRINCE2 and Agile can work together. It provides overviews of both PRINCE2 and Agile, noting their differences in focus (PRINCE2 focuses on products and Agile focuses on people). It then explores how the two can be mapped and integrated, with PRINCE2 providing governance and Agile teams focusing on delivery, reporting exceptions to wider project management using PRINCE2 processes.
Mr. Tanaka is an expert of the “Oobeya” method used to visually manage complex, transversal projects. At the European Lean IT Summit 2012, he presented his latest innovation: the “digital oobeya”, or how to combine technology and this state-of-the-art project management method in a distributed team context.
The document provides 10 steps for chartering a project:
1. Define the project in two steps - first by describing needed business capabilities, then building requirements and feasibility analysis around those capabilities.
2. Identify all stakeholders and their roles and responsibilities using a responsibility assignment matrix.
3. Brainstorm the capabilities needed, not technical requirements, using a tool like MindManager.
4. Define a mission statement describing how the project will positively impact the business.
5. Put boundaries on the project scope by connecting requirements to needed capabilities and value.
6. Control changes by ensuring they increase value; otherwise archive for later consideration.
7. Create a deliverables-based plan that predefines the value of
2.0 Adoption in the Enterprise - The BeforeSoCo Partners
First of a four-part series on how to roll out 2.0 in the large enterprise. This presentation focuses on the "Before" (pre-implementation) and highlights a planned rollout and an emergent rollout.
For more information on The 2.0 Adoption Council, please visit our web site. http://www.20adoptioncouncil.com
DQO is an initiative that provides guidance for organizations to develop digital strategies. It involves four phases: Discover, Define, Develop, and Deploy. The Discover phase involves assessing an organization's readiness for social media use and determining desired outcomes. The Define phase defines goals and key performance indicators. The Develop phase establishes policies, processes, and appropriate platforms. Finally, the Deploy phase involves piloting social media strategies before full implementation. DQO provides tools and best practices to help organizations strategically develop and deploy social media initiatives.
Primavera _ Robert Turner _ The evolving maturity of project planning and con...InSync2011
Robert will share insights from his journey leading improvements to project planning and control practices at Leighton, a construction company with over 9,000 staff and 50 concurrent projects. He will discuss the evolution from autonomous project planning to centralized leadership and standard processes. Key areas of focus include establishing competencies, tools, training, and governance to drive a consistent approach and continual improvement across the business. Progress is tracked through a business plan and 34 milestones across 4 strategic priorities.
This document provides information about CAMO, a product engineering company. It discusses CAMO's background in product development, focus on innovation, engineering excellence, and process maturity. It also outlines CAMO's delivery models, services for software development, testing, and knowledge transfer. CAMO works with ISVs, system integrators, and software companies to deliver value and ROI.
National Aeronautics and Space Administration (NASA) Goddard Space Flight Center's Innovative Partnerships Program (IPP) seeks to form partnerships to enhance future mission capabilities. The IPP acts as a facilitator and catalyst by bringing parties together, implementing new approaches, and identifying ways for partnerships to benefit NASA, partners, and taxpayers. The presentation provides an example partnership between NASA and Carnegie Mellon University's Robotics Institute to demonstrate how innovative partnerships can leverage resources and accelerate technology maturation.
This document presents a framework for integrating PRINCE2 and Six Sigma (DMAIC) for data quality projects. It maps the Six Sigma phases to PRINCE2 processes: Define to Starting Up a Project, Measure and Analyze to Stage 2, Improve to Stage 3, and Control to Stage 4. Notes explain how project stages can implement measurement, analysis, improvement and development of controls. Upon project closure, remediated data and developed controls are handed over to operational groups. The framework establishes roles for a Project Board overseeing a multi-functional team from business, IT and offshore partners to govern data quality initiatives.
The document discusses the Business Operating Success Strategies (BOSS), a new initiative at Kennedy Space Center Launch Services Program to standardize and improve consistency in mission management. It provides an overview of BOSS, including its purpose to align activities with requirements and increase accountability. It outlines how compliance will be achieved through checklists and schedules. Responsibility for implementation and updates is assigned, and next steps are to obtain feedback and measure BOSS' effectiveness.
The document discusses The Brown Paper Company's approach to delivering sustainable and significant results through change management projects. The company focuses on implementing changes from within organizations by working directly with employees. Projects involve 4 phases: 1) creating awareness and urgency for change, 2) designing and implementing a new way of working, 3) intensive coaching to support the new processes, and 4) ensuring sustainability of results. The company aims to provide a 300% return on investment through operational improvements that do not require capital expenditures.
Agile methods are based on short iterations delivering functionality in increments, with small, well-defined work requests consisting of just enough requirements definition at just the right time. But with such a short-term focus, how can agile teams manage a product portfolio over months or even years? We'll talk about the building blocks of an effective agile portfolio management strategy, starting with the core tools of the Product Owner, and extending these to look beyond the next few weeks of work into planning and tracking a product release or portfolio over several months.
ERP Logic provides integrated SAP upgrade management services (iSUMS) to help clients successfully upgrade their SAP systems. iSUMS follows best practices and leverages ERP Logic's expertise to jumpstart the upgrade project, accelerate all phases, and ensure adherence to timelines and budgets. The services include impact analysis, hardware sizing, testing, and training to deliver a smooth upgrade process.
This document discusses changes to NASA's business practices for managing projects, including adopting a new acquisition strategy approach and implementing planning, programming, and budget execution (PPBE). The new acquisition strategy involves additional approval meetings at the strategic planning and project levels to better integrate acquisition with strategic and budgetary planning. PPBE focuses on analyzing programs and infrastructure to align with strategic goals and answer whether proposed programs will help achieve NASA's mission. The document also notes improvements in funds distribution and inter-center transfers, reducing the time for these processes from several weeks to only a few days.
The document summarizes how SNP's T-Bone software platform can help companies prepare for and implement business transformations. The T-Bone platform provides tools to analyze a company's IT landscape, plan transformations, execute projects, and ensure compliance. It supports scenarios like mergers, splits, and upgrades. T-Bone offers benefits like reducing costs and integrating heterogeneous systems.
mPower Global Inc. is a leading software services company specialized in enterprise portal solutions. They have over 60 employees with extensive experience and offer services such as portal development, consulting, training and support across multiple industries and geographic regions. mPower is an expert in the open source Liferay portal platform and has successfully delivered solutions for many large clients.
Lucid IT & UXC Consulting: The Cloud Opportunity: Building on Your Investment...j_white
The document discusses the opportunities that cloud computing presents for organizations to build on their existing investments in IT best practices. It outlines the characteristics of cloud computing and how it fits within existing business processes and service catalogues. Frameworks for managing cloud adoption and implementation are presented, along with key takeaways around maintaining adaptability, developing new capabilities through a heatmap and roadmap approach, and partnering with business units during technology changes.
This report summarizes the performance of initiatives at Telekom Malaysia Berhad (TM) in June 2012. The monthly technical resolution rate was 84%, exceeding the target of 80% but the percentage of points of contact (POC) completed for the Priority Technical Support (PTS) project was 60%, below the target of 100%. To improve PTS, workarounds may be needed using available resources due to dependencies on other parties. For the TSI Team Competency Analysis initiative, a competency framework and preliminary assessment model were designed but the percentage completed was only 35% due to the initiative's critical nature and dependencies on other projects like PTS.
This document discusses managing integrated project work across geographically dispersed NASA teams. It provides a case study of the Orion project, which involved collaboration between 10 NASA centers. Key challenges of geographic dispersion include different organizational cultures, time zones, and the need to be part of a larger distributed team. Suggested paths for success include frequent communication, building trust, establishing common goals and processes, and travel to facilitate in-person interactions. Geographic dispersion will continue as NASA relies more on distributed teams, but success requires focus on open communication and shared objectives.
Integrating SCRUM with classical Project ManagementJens Hoffmann
SCRUM and PRINCE2 integrated, is a powerfull solution to scale the agile method for large projects. The conventional and mature project management approaches like PRINCE2 or PMI PMBOK are gaining more resillience from this as the become more flexible and adabtible to changing demands and needs.
This document outlines Ingersoll Rand's lean deployment strategy presented at a lean summit in Shanghai. It discusses using lean principles in business strategy and goal deployment to drive operational excellence. Key aspects of the strategy include top leadership commitment, coaching to solve problems, and building a culture of continuous improvement through tools like A3 thinking and a mission control board. The goal is to increase speed, flow, and alignment across the value chain.
The document discusses how the project management frameworks PRINCE2 and Agile can work together. It provides overviews of both PRINCE2 and Agile, noting their differences in focus (PRINCE2 focuses on products and Agile focuses on people). It then explores how the two can be mapped and integrated, with PRINCE2 providing governance and Agile teams focusing on delivery, reporting exceptions to wider project management using PRINCE2 processes.
Mr. Tanaka is an expert of the “Oobeya” method used to visually manage complex, transversal projects. At the European Lean IT Summit 2012, he presented his latest innovation: the “digital oobeya”, or how to combine technology and this state-of-the-art project management method in a distributed team context.
The document provides 10 steps for chartering a project:
1. Define the project in two steps - first by describing needed business capabilities, then building requirements and feasibility analysis around those capabilities.
2. Identify all stakeholders and their roles and responsibilities using a responsibility assignment matrix.
3. Brainstorm the capabilities needed, not technical requirements, using a tool like MindManager.
4. Define a mission statement describing how the project will positively impact the business.
5. Put boundaries on the project scope by connecting requirements to needed capabilities and value.
6. Control changes by ensuring they increase value; otherwise archive for later consideration.
7. Create a deliverables-based plan that predefines the value of
2.0 Adoption in the Enterprise - The BeforeSoCo Partners
First of a four-part series on how to roll out 2.0 in the large enterprise. This presentation focuses on the "Before" (pre-implementation) and highlights a planned rollout and an emergent rollout.
For more information on The 2.0 Adoption Council, please visit our web site. http://www.20adoptioncouncil.com
DQO is an initiative that provides guidance for organizations to develop digital strategies. It involves four phases: Discover, Define, Develop, and Deploy. The Discover phase involves assessing an organization's readiness for social media use and determining desired outcomes. The Define phase defines goals and key performance indicators. The Develop phase establishes policies, processes, and appropriate platforms. Finally, the Deploy phase involves piloting social media strategies before full implementation. DQO provides tools and best practices to help organizations strategically develop and deploy social media initiatives.
Primavera _ Robert Turner _ The evolving maturity of project planning and con...InSync2011
Robert will share insights from his journey leading improvements to project planning and control practices at Leighton, a construction company with over 9,000 staff and 50 concurrent projects. He will discuss the evolution from autonomous project planning to centralized leadership and standard processes. Key areas of focus include establishing competencies, tools, training, and governance to drive a consistent approach and continual improvement across the business. Progress is tracked through a business plan and 34 milestones across 4 strategic priorities.
This document provides information about CAMO, a product engineering company. It discusses CAMO's background in product development, focus on innovation, engineering excellence, and process maturity. It also outlines CAMO's delivery models, services for software development, testing, and knowledge transfer. CAMO works with ISVs, system integrators, and software companies to deliver value and ROI.
National Aeronautics and Space Administration (NASA) Goddard Space Flight Center's Innovative Partnerships Program (IPP) seeks to form partnerships to enhance future mission capabilities. The IPP acts as a facilitator and catalyst by bringing parties together, implementing new approaches, and identifying ways for partnerships to benefit NASA, partners, and taxpayers. The presentation provides an example partnership between NASA and Carnegie Mellon University's Robotics Institute to demonstrate how innovative partnerships can leverage resources and accelerate technology maturation.
This document presents a framework for integrating PRINCE2 and Six Sigma (DMAIC) for data quality projects. It maps the Six Sigma phases to PRINCE2 processes: Define to Starting Up a Project, Measure and Analyze to Stage 2, Improve to Stage 3, and Control to Stage 4. Notes explain how project stages can implement measurement, analysis, improvement and development of controls. Upon project closure, remediated data and developed controls are handed over to operational groups. The framework establishes roles for a Project Board overseeing a multi-functional team from business, IT and offshore partners to govern data quality initiatives.
The document discusses the Business Operating Success Strategies (BOSS), a new initiative at Kennedy Space Center Launch Services Program to standardize and improve consistency in mission management. It provides an overview of BOSS, including its purpose to align activities with requirements and increase accountability. It outlines how compliance will be achieved through checklists and schedules. Responsibility for implementation and updates is assigned, and next steps are to obtain feedback and measure BOSS' effectiveness.
The document discusses The Brown Paper Company's approach to delivering sustainable and significant results through change management projects. The company focuses on implementing changes from within organizations by working directly with employees. Projects involve 4 phases: 1) creating awareness and urgency for change, 2) designing and implementing a new way of working, 3) intensive coaching to support the new processes, and 4) ensuring sustainability of results. The company aims to provide a 300% return on investment through operational improvements that do not require capital expenditures.
Agile methods are based on short iterations delivering functionality in increments, with small, well-defined work requests consisting of just enough requirements definition at just the right time. But with such a short-term focus, how can agile teams manage a product portfolio over months or even years? We'll talk about the building blocks of an effective agile portfolio management strategy, starting with the core tools of the Product Owner, and extending these to look beyond the next few weeks of work into planning and tracking a product release or portfolio over several months.
ERP Logic provides integrated SAP upgrade management services (iSUMS) to help clients successfully upgrade their SAP systems. iSUMS follows best practices and leverages ERP Logic's expertise to jumpstart the upgrade project, accelerate all phases, and ensure adherence to timelines and budgets. The services include impact analysis, hardware sizing, testing, and training to deliver a smooth upgrade process.
This document discusses changes to NASA's business practices for managing projects, including adopting a new acquisition strategy approach and implementing planning, programming, and budget execution (PPBE). The new acquisition strategy involves additional approval meetings at the strategic planning and project levels to better integrate acquisition with strategic and budgetary planning. PPBE focuses on analyzing programs and infrastructure to align with strategic goals and answer whether proposed programs will help achieve NASA's mission. The document also notes improvements in funds distribution and inter-center transfers, reducing the time for these processes from several weeks to only a few days.
The document summarizes how SNP's T-Bone software platform can help companies prepare for and implement business transformations. The T-Bone platform provides tools to analyze a company's IT landscape, plan transformations, execute projects, and ensure compliance. It supports scenarios like mergers, splits, and upgrades. T-Bone offers benefits like reducing costs and integrating heterogeneous systems.
mPower Global Inc. is a leading software services company specialized in enterprise portal solutions. They have over 60 employees with extensive experience and offer services such as portal development, consulting, training and support across multiple industries and geographic regions. mPower is an expert in the open source Liferay portal platform and has successfully delivered solutions for many large clients.
Lucid IT & UXC Consulting: The Cloud Opportunity: Building on Your Investment...j_white
The document discusses the opportunities that cloud computing presents for organizations to build on their existing investments in IT best practices. It outlines the characteristics of cloud computing and how it fits within existing business processes and service catalogues. Frameworks for managing cloud adoption and implementation are presented, along with key takeaways around maintaining adaptability, developing new capabilities through a heatmap and roadmap approach, and partnering with business units during technology changes.
Multi-function Shared Services center - an emerging trendZinnov
Shared services organizations are built on a foundation of reducing cost, promoting efficiencies and, ultimately, in achieving high performance. The evolution curve demonstrates that the shared services model has come a long way from the 70s when the focus was on centralizing non-core business processes to the current model of a portfolio approach based on establishing multi-shore, multi-delivery operations with best in breed solution offering. A variety of business functions are currently being outsourced/globalized with IT, F&A and HRO achieving significant maturity. In terms of locations, Indian cities (Bangalore, NCR and Pune) lead the way as the preferred destinations for most of the F&A, HRO and Inside Sales souring. Locations in Eastern Europe and Latin America offer viable alternatives.
Ntt Data Advisory & Interactive 20120529Dana Helland
NTT DATA provides IT services and has 17,000 employees generating $1.2 billion in annual revenues. They offer advisory, applications, mobility, cloud, BPO, analytics, and staffing services. Their clients come from commercial, healthcare, financial, and public sectors. They have a balanced global delivery model to maximize consistency and cost efficiencies.
The document discusses challenges faced when integrating two telecommunications companies, Orange and T-Mobile. It describes how the integration required a large number of short timeline projects that competed for resources with existing business projects. To manage both portfolios, the company established a program management office to coordinate the integration projects and ensure they were prioritized alongside existing business needs. Key activities included aligning senior leadership, establishing common processes, tracking progress, and change management communications. The solution helped integrate the new projects while minimizing delays to existing business operations.
Closing the gap between Spend Analytics & Category Management_WeatherfordZycus
This document provides an overview of Weatherford International's implementation of a spend analytics solution to support their category management activities. Some key points:
1) Weatherford implemented the Zycus iAnalyze solution in 2009 to gain visibility into their fragmented spend data across multiple systems and improve consolidated reporting.
2) Initial challenges included unclear spend categories, misaligned taxonomies, and engaging spend owners during the shift to category management.
3) Weatherford addressed these gaps by focusing initial efforts, engaging stakeholders, and enlisting third-party support to reclassify spending.
4) The solution supports Weatherford's global indirect spend of $2 billion through category strategies, market intelligence, and sourcing events
Joanne Bradshaw
Challenges of blending waterfall and agile in transformation projects
Successful change - good culture and governance matter
APM Governance Specific Interest Group Conference
London, 06 Oct 2016
David Rose provided an overview of the Benefits associated with Enterprise Architecture.
Presented at the first JISC Emerging Practices workshop (2012/03/29).
http://emergingpractices.jiscinvolve.org/wp/doing-ea-workshop/
1. The A&D business has contributed over $1 billion in bookings and gained over 200 major new clients. It is recognized as a key innovation within the Group.
2. A&D industrialized the traditional consulting phase and considered consulting as an investment by creating business cases. It provided large-scale mobilization embedded with analysis tools and fast-trained consultants to work as business partners.
3. To continuously reinvent itself, A&D is evolving to focus on offerings, content, capabilities, value, efficiency, and partnership-driven approaches to adapt to clients' more mature and specific needs in a changing environment with new competencies and offerings.
Nagios Conference 2011 - Christian Mies - German Health Insurance Company Ref...Nagios
Christian Mies' presentation on a reference story for a German Health Insurance Company. The presentation was given during the Nagios World Conference North America held Sept 27-29th, 2011 in Saint Paul, MN. For more information on the conference (including photos and videos), visit: http://go.nagios.com/nwcna
The document outlines an agile approach to software development called Sentri Agile Development which emphasizes working solutions delivered in frequent small releases through iterative cycles, applies proven engineering practices, and aims to efficiently manage change while ensuring early success and customer satisfaction through rapid delivery of prioritized features. Key aspects include multi-disciplinary teams, visible increments to deployed solutions each sprint, and ongoing communication rather than heavy documentation.
Learn about the features, differences and future of Cognos IBM’s two planning products: EP and TM1. View the video recording and download this deck: http://www.senturus.com/resource-video/ibm-cognos-enterprise-planning-version-10-beyond/.
Topics include:
- EP's latest enhancements
- EP's support plan for the future
- Comparison of EP and TM1
- Trimble Navigations, a Cognos EP customer, speaks about the company’s TM1 pilot
Senturus, a business analytics consulting firm, has a resource library with hundreds of free recorded webinars, trainings, demos and unbiased product reviews. Take a look and share them with your colleagues and friends: http://www.senturus.com/resources/.
Mr. Ilkka Kautto is an experienced business and IT leader with over 15 years of experience in program management, project management, and process improvement. He is currently the Head of Business Applications at Nokia, where he is leading initiatives to rationalize marketing structures and enable better decision making. Previously, he managed large programs at Nokia, NSN, and TeliaSonera involving SAP upgrades, online sales, portal development, and more. He has a Master's degree in Engineering and is skilled in areas like leadership, change management, and cost optimization.
Lucid IT & UXC Consulting: The Cloud Opportunity: Building on Your Investment...j_white
This document discusses how organizations can leverage their existing best practices to take advantage of cloud computing opportunities. It outlines key cloud characteristics and implications for IT, including proliferation of cloud services, hybrid IT environments, and evolving expectations. The document also examines how cloud services fit within traditional IT service models and categories. Finally, it proposes that while cloud raises concerns around security, integration and other issues, organizations can build on their best practices to develop optimal cloud management models and capabilities.
Dynamic Process Transformation Platform on Cloudmaxdixit
This document summarizes Newgen OmniFlow, a business process management (BPM) solution from Newgen Software. It provides high-level descriptions of OmniFlow's key components, including a process modeler, execution engine, and business activity monitoring dashboard. It also briefly describes Newgen's enterprise content management product, OmniDocs, and provides examples of organizations that have implemented Newgen's solutions to automate document-intensive processes and realize benefits like reduced costs and improved productivity.
Managed Services refers to the practice of using specialized service providers for executing specified operating tasks leading to cost & delivery efficiencies and releasing management bandwidth for mission critical activities.
Telecom, BFSI, IT, ITES, Consumer Products
The document summarizes the goals and focus areas of AIESEC Kolkata for 2013. It discusses growing programs like the temporary internship program and developing integrated experiences. Key goals are outlined for different programs along with a focus on financial sustainability, national alignment, brand and IM implementation. Growth drivers identified include showcasing impact, financial sustainability and national/regional projects. The agenda proposes a critical SWOT analysis and innovative strategies. Plans for Q2 include showcasing trainee impact through feedback, evolved projects, and processed matching through skype interviews. Synergy outputs across different departments are also mapped out.
Similar to 2007 EBU Training VRT integrated newsroom project (20)
This document outlines the agenda for a one-day training session on using social media. The training will cover identifying the appropriate social media tools, understanding how social media can enhance organizational activities, and learning from examples of best practices. Attendees will learn the P.O.S.T. methodology for social media use and will have the opportunity to apply it to a case study on Eurovision Young Dancer. The goal is for participants to leave with the knowledge of how to effectively utilize social media for their departments.
The document summarizes a two-day master class on using social media in newsrooms. The class, hosted by the European Broadcasting Union in Geneva, Switzerland, aimed to teach journalists how to build social media strategies, integrate social media into news workflows, and cover large stories using social media. The agenda included modules on social media strategy, tools like Cover It Live and Facebook Connect, ethics, and guest speakers from news organizations like NPR and NOS Netherlands.
This document outlines the schedule for a multi-day training programme taking place from June 5-7. The programme includes sessions on exploring projects, meetings with coaches, and a concluding lunch. Most sessions involve all participants and take place in room Marconi 3F, with breaks included. Individual meetings with coaches are also scheduled for each day in various rooms. On the evening of June 5th, an aperitif is planned at a nearby location.
a web-based interface for journalists to plan and book unilateral links and outside broadcasts.
Portal: a web-based interface for journalists to access their personal files, search media, and prepare EDLs.
Media Browse: a web-based interface for journalists to search and browse low-resolution media.
Unity: the central high-resolution media server with its own database and search engine.
Nearchive: the nearline high-resolution media server with its own database.
Applications: includes tools like NewsCutter for editing, Quantel for graphics, Fairlight for audio mixing.
Admin: the back-end interfaces for system administrators and engineers to manage servers, storage, etc.
HTV News in Croatia has undergone a complete digital transformation of its newsroom over 5 years. The project involved selecting an integrated newsroom platform from Avid and implementing new technical workflows and organization. The digitization has led to an increase in the number of daily newscasts from 12 to 28. Key aspects included choosing the right technical architecture, overcoming training challenges through super users, and creating new transversal teams to improve collaboration across silos. The new digital workflows are detailed and constantly updated to reflect changes. Security of the platform is ensured through redundancy across storage, servers and power supply.
This document provides a summary of a visit to BBC News and BBC Training in London on June 6-7, 2005. It discusses insights gained into BBC News' vision for the future and new technical tools to support strategic needs. It emphasizes the important role of training in facilitating organizational changes. Over two days, participants learned about BBC News' integrated news production system called Jupiter, technical innovations for election coverage, and training initiatives in personal digital production, local TV, and blended journalism.
The document provides an overview of DR, the Danish public broadcaster. It discusses DR's transition to a fully digital production and archiving system, with a central media archive. Key points include:
- DR has implemented a digital system using various media formats and a central storage system with short and long-term storage.
- The media archive is a central resource for finding and reusing content across platforms. It contains digitized productions, items, programs and stock materials.
- DR has developed its own metadata standard to describe and allow searching of content in the archive.
The document summarizes the technical architecture of the VRT's Digital Media Factory, which features:
1) Work centers connected to central media storage and management, using a file-based workflow with MXF files and a loose coupling between systems.
2) A central media asset management system that manages storage, the media lifecycle, and user access to material.
3) Standardization of equipment and formats where possible, along with integration of metadata and essence between systems via an integration layer.
VRT implemented a Digital Media Factory (DMF) to transition its news production workflow from physical tapes to a fully digital and file-based system. The DMF centralized media storage and management and integrated various production tools. It allowed for easier content repurposing across media. While interoperability challenges remained, the DMF has supported fully integrated and cross-medial news production since June 2007. Future plans include expanding the system to other content areas and enhancing integrations between tools.
The document discusses the role and functions of the intake desk at VRT. It summarizes that the intake desk [1] acts as the central hub and first filter for all incoming information, [2] distributes news on a need-to-know basis after doing an initial fact check, and [3] makes the daily news calendar while also providing a one-hour faster summary of news than the Belga press agency through its single contact point.
The Flemish public broadcaster VRT has 2,648 employees, including 317 in the news department and 90 in sports. VRT's television brands have a 34.3% combined market share, while its radio channels command a 63.8% share. In 2007, VRT integrated its news, radio, television, and new media operations into a single cross-media newsroom and sports department to improve content across platforms and prepare for new technologies and media. The reorganization aimed to better position VRT for digitalization and changing audience consumption patterns.
This document discusses the VRT News Project, which aimed to restructure the newsrooms of VRT's radio, television, and online outlets. It provides reasons for the change, outlines the theoretical model of separating input and output roles, and examines tensions that arose and whether the model worked in practice. Key points included maintaining joint newsgathering but separate production, defining input as responsible for ideas and output for bulletins, and determining that while efficiencies were gained, the organization and technology changes still required improvements.
This document summarizes the evolution of VRT's news asset management systems from 1953 to 2007. It describes how the systems transitioned from paper cards and film to digital databases and web interfaces. By 2007, the systems integrated Ardome and Basis+ for unified search across descriptions and content. This provided faster access to material across media, simultaneous access, and cross-media reuse while shortening delays for archiving news content.
This document discusses strategies for managing risks associated with system outages or "black screens" when implementing new technology or workflows. It recommends:
1. Designating key users to test, configure, teach, and support the initial rollout to safeguard workflows in the early stages.
2. Building in redundancy to avoid single points of failure and monitoring for overloads.
3. Implementing new systems in standalone phases through a process of testing, user acceptance testing, dry runs, and rehearsals before going live, along with designated support during handover and implementation.
The BBC is transitioning news production to a multimedia model. Key points of the transition include:
1) Combining TV, radio, and online news teams into a single multimedia newsroom to allow for faster collaboration and decision making across platforms.
2) Streamlining operations by consolidating some TV and radio news programming and closing redundant teams and facilities.
3) Creating new multimedia teams focused on areas like the world desk, media demand, and gathering user-generated content.
This document discusses the future of public newscasting in the face of increased competition. It summarizes the past challenges faced by public news organizations from commercial competitors taking market share. To recover, a branding strategy was implemented in 1997 focusing on connecting with audiences through targeting programming, look and feel, branding and advertising. This stopped the negative trend and regained leadership by 2002. Future trends discussed include convergence, concentration, choice fragmentation and a shift of control to the public. A dual news branding strategy is proposed using a new dedicated news brand for specialists and using an existing brand as a source brand to endorse all news productions across multiple media brands.
The Pacific Quay Project provides an overview of BBC Scotland's technology strategy and services. Key points include:
1) Implementing common file-based digital production systems, integrated desktop tools, and a core digital library to support television, radio, and online production across Scotland.
2) Upgrading facilities and infrastructure to support HDTV, 5.1 surround sound, and resilient broadcast capabilities.
3) Developing end-to-end file-based workflows for content ingest, editing, publishing, and sharing media across platforms and geographic locations.
4) Standardizing on "off the shelf" technologies and integrated systems to simplify operations and support multi-platform content production.
Pacific Quay has a core network with separately routed domains for users, television playout, radio production, post production, and a digital library. The fully converged network uses common hardware and protects core broadcast functions. It has a high bandwidth 40Gbps core with edge access switches connecting 22 hub rooms. Integration of different file formats, codecs, audio formats, metadata, and protocols between real-time and non-real-time systems presents challenges that require mapping schemas and determining if coupling is direct or loose. Questions can be directed to Brendan Mallon.
The BBC Scotland digital media project was managed through strong leadership, a unified vision, and a well-resourced program office. Siemens was contracted to take on full technology delivery risk. The new facility has transformed workflows and positioned BBC Scotland well for the future. Key success factors included early business engagement, integrated networks, and constant communication. Areas for improvement include more clearly defined requirements, workflows, and decision-making processes to minimize change requests.
1. Transformation of news production
Brigitte Vermeersch
Didier Brackenier
VRT Programme Management News
2. Agenda
Vision
Major h ll
M j challenges
Fundamental pillars of our approach
Lessons learned
2
3. Vision
bring a cross-media offer for News & Sports
cope with changes in lifestyle and media
p g y
consumer needs…
– more live content
– on demand
– everywhere
– cross-medium
cross medium
– focused / specialized
– differentiation
3
4. Major challenges (1)
Implementation of digital platform
News Room Computer System (NRCS)
Avid Polopoly Dira
(TV) (Online) (Radio)
Storage & Media Management
Workflow - working together in a digitized world
4
5. Major challenges (2)
Newsfloor and spaceplanning
Organisational changes
3 divisions 1 newsfloor
working separately g
gathering together
g g
differentiated broadcasting
Small broadcasting
units per channel
News
TV
News
Radio News News Gathering & Production
Online
5
6. Approach
What do we do differently ?
Transformation p y
We’ve spent substantial effort in 2 key areas :
management
– transformation management
Learning & change – learning and change
Training
Processes &
Organisation
… without forgetting of course traditional
forgetting, course,
tracks such as organisation, processes,
training, technology, facilities, …..
Technology
Facilities
6
7. Approach
What do we do differently ?
The complete transformation program has been defined in terms of
Transformation subsequent waves of change we wanted to realize
management
This resulted in subsequent organisational releases; each time, the
Learning &
change scope of these releases was based on th change we wanted t
f th l b d the h t d to
Training implement, and not on the technology solutions available at that time!
Processes &
Organisation Each of the subsequent was required specific alignment and focus
activities such as dialogue sessions, scope reduction, …
g
Technology
Build an internal transformation team : use external expertise, don’t
Facilities
rely on external manpower
Q3-2005 Q4-2005 Q1-2006 Q2-2006 Q3-2006 Q4-2006 Q1-2007 Q2-2007 Q3-2007 Q4-2007 Q1-2008 Q2-2008
Get people familiar with Create willingness Additional output Additional Increase
waves
video digitization through to work together and efficiency through workflow flexibility
Internal transformation team
of
« isolated » pilot project common newsfloor and and
change digital platform
g p efficiencyy
R1 R2 R3 R4 R5
releases
News Gathering Teams Common NRCS Relocation and Go-live Browse
P2 / Avid / Transmission for all media Go-live News Sports editing
t
Strategic Alignment Alignment Organisational
Chief Editors Business-Technology Alignment within VRT
alignment
and focus Validate Stripping
7 Transformation releases Technology Platform
8. Approach
What do we do differently ?
Transformation
management
We’ve started from « in-depth » analysis of all target groups
… with respect to the change we wanted to realize
Learning &
Learning &
g
change
change
The story-line should be the same for everyone, however :
Training
– the way to bring it depends on the target audience
Processes &
Organisation
– it is important to communicate through the hierarchal line
Guts instead of brains : do not communicate conclusions,
Technology
trigger people on different levels in the organisation to make the
same conclusions (learning sessions)
Facilities
Assure that your people
in a couple of hours
understand the reasons why, and
are able to define the same conclusions
(even if it took months/years to define them within the team)
Test your communication, learning, … material
8
9. Approach
What do we do differently ?
Q3-2005 Q4-2005 Q1-2006 Q2-2006 Q3-2006 Q4-2006 Q1-2007 Q2-2007 Q3-2007
Transformation
management R1 R2 R3
News Gathering Teams Common NRCS Relocation and
Learning &
g
Learning &
g P2 / Avid / Transmission for all media Go live
Go-live News
change
change
Vision
Training Program book
Awareness
Processes &
Organisation
New newsfloor
Technology
Facilities
HOOFD_
BUITENLAND
REDACTIE
BINNENLAND
KOPPEN
TV SET
NIEUWS-
INTAKE
MEMA
RADIOSTUDIO
SPORT
9
10. Approach
What do we do differently ?
Transformation
management During Strategic Alignment : 3
Chief Editors
Learning &
g
Learning &
g
change
change
Training Chief Editors Project Team : 12 people
Processes &
Project Team
Organisation
Extended Project Team : 60
Extension people
Technology Project Team – key players were assigned as
project leaders on subtracks
– a sounding board with existing line
Facilities management was established in
g
order to communicate and integrate
Everyone change on the floor
Since then, monthly (1-way)
communication sessions were
organized
Later, we established real
interaction d i Vi i
i t ti during Vision
Sessions
10
11. Lessons learned
1. Get new line management earlier on board and let them play a key
role in the dry-run and migration period
2. Clearly explain relevant changes as introduction in every training,
linking the training to the vision
3. Simplify digital platform even more and make it userfriendly
4. Monitor progress and quantify results
5. Spend ti
5 S d time on realistic d
li ti dry-runs t validate organisation, processes
to lid t i ti
and technological platform in practice
6. Stabilize d do t ll
6 St bili and d not allow new thi
things d i 6 months after go-live !
during th ft li
11
12. Conclusion
If you only remember three things …
Step by step approach
Transparency
p y
Involvement & commitment
12