1. The objectives are to share packaged software implementation strategies and challenge key players.
2. Key factors that impacted past results include using the wrong methodology, late validation of requirements, and focusing on software rather than business results.
3. A radical change is needed, not just incremental changes, to improve success rates for packaged software implementations.
Structured Approach to Solution ArchitectureAlan McSweeney
The role of solution architecture is to identify answer to a business problem and set of solution options and their components. There will be many potential solutions to a problem with varying degrees of suitability to the underlying business need. Solution options are derived from a combination of Solution Architecture Dimensions/Views which describe characteristics, features, qualities, requirements and Solution Design Factors, Limitations And Boundaries which delineate limitations. Use of structured approach can assist with solution design to create consistency. The TOGAF approach to enterprise architecture can be adapted to perform some of the analysis and design for elements of Solution Architecture Dimensions/Views.
This was a presentation given by Penny Hubbard-Brown and Stephen Wong of Mace to the APM Hong Kong branch membership and guests. The presentation was entitled 'What is proactive project management?'
PPT contain the study of the business process management of IT industry , It mainly deals with the customer and billing system . To avoid the time of serving the customer
Agile and Scrum 101 – basics of Agile and Scrum
Scrum in 100 words:
• Scrum is an agile process that allows us to focus on delivering the highest business value in the shortest time.
• It allows us to rapidly and repeatedly inspect actual working software (every two weeks to one month).
• The business sets the priorities. Teams self-organize to determine the best way to deliver the highest priority features.
• Every two weeks to a month anyone can see real working software and decide to release it as is or continue to enhance it for another sprint.
In the presentation we discuss the basics of Agile and Scrum, the roles, ceremonies and artifacts. We add from our, from the trenches, lessons learned and better practices.
Beyond Kanban: Lean Thinking for Agile Teamsavpereira
The growing interest about Kanban in the Agile Community seems to reduce learning about Lean Thinking to one principle only: PULL. This talk was prepared for the Agile PT 2011 conference and provides an overview of the 14 Management Principles for developing a Lean Culture and how IT frameworks such as SCRUM or KANBAN for Software Development apply them.
It introduces Lean Leardership and People Development principles as well as fundamental Lean Practices beyond kanban such as Value Stream Mapping, Continuous Flow, Leveling (Heijunka), Stop and Fix (Jidoka), Visual Standards, Visual Controls and A3 Problem Solving.
Knowledge about these often overlooked principles and practices will help agile teams to see the whole and better understand the lean concepts behind agile frameworks such as SCRUM and KANBAN. They will be better equipped to create learning and adaptive organizations by solving problems in the implementation of agile
frameworks instead of spending time discussing which framework is better. After all, the goal is to "be lean and agile" and not to "do Lean" or "do Agile"
Structured Approach to Solution ArchitectureAlan McSweeney
The role of solution architecture is to identify answer to a business problem and set of solution options and their components. There will be many potential solutions to a problem with varying degrees of suitability to the underlying business need. Solution options are derived from a combination of Solution Architecture Dimensions/Views which describe characteristics, features, qualities, requirements and Solution Design Factors, Limitations And Boundaries which delineate limitations. Use of structured approach can assist with solution design to create consistency. The TOGAF approach to enterprise architecture can be adapted to perform some of the analysis and design for elements of Solution Architecture Dimensions/Views.
This was a presentation given by Penny Hubbard-Brown and Stephen Wong of Mace to the APM Hong Kong branch membership and guests. The presentation was entitled 'What is proactive project management?'
PPT contain the study of the business process management of IT industry , It mainly deals with the customer and billing system . To avoid the time of serving the customer
Agile and Scrum 101 – basics of Agile and Scrum
Scrum in 100 words:
• Scrum is an agile process that allows us to focus on delivering the highest business value in the shortest time.
• It allows us to rapidly and repeatedly inspect actual working software (every two weeks to one month).
• The business sets the priorities. Teams self-organize to determine the best way to deliver the highest priority features.
• Every two weeks to a month anyone can see real working software and decide to release it as is or continue to enhance it for another sprint.
In the presentation we discuss the basics of Agile and Scrum, the roles, ceremonies and artifacts. We add from our, from the trenches, lessons learned and better practices.
Beyond Kanban: Lean Thinking for Agile Teamsavpereira
The growing interest about Kanban in the Agile Community seems to reduce learning about Lean Thinking to one principle only: PULL. This talk was prepared for the Agile PT 2011 conference and provides an overview of the 14 Management Principles for developing a Lean Culture and how IT frameworks such as SCRUM or KANBAN for Software Development apply them.
It introduces Lean Leardership and People Development principles as well as fundamental Lean Practices beyond kanban such as Value Stream Mapping, Continuous Flow, Leveling (Heijunka), Stop and Fix (Jidoka), Visual Standards, Visual Controls and A3 Problem Solving.
Knowledge about these often overlooked principles and practices will help agile teams to see the whole and better understand the lean concepts behind agile frameworks such as SCRUM and KANBAN. They will be better equipped to create learning and adaptive organizations by solving problems in the implementation of agile
frameworks instead of spending time discussing which framework is better. After all, the goal is to "be lean and agile" and not to "do Lean" or "do Agile"
Solution Design - The Hidden Side of UX (for Product Managers)Above the Fold
User Experience is not just about the user interface, it's about understanding customer needs and creating a solution that addresses their needs. Software product managers have a huge, and often understated role, in the creation of a great user experience for customers. At the heart of User Experience is the ability to creatively solve customer problems, which is a key responsibility of a product manager.
Fundamentally rethink how your building works in order to improve tenant service, cut operational costs, and become a world class competitor! This Presentation delivers essential tips for improving building processes to stay competitive in a buy and hold economy.
Presented by: Faraz Memon
What is Business Process Re-Engineering? Why is now the time to Re-Engineer your operations? How to find and locate operational areas to improve upon. The first steps to Re-Engineering your process & benchmarking. How to approach technology decisions & data migration. The best practices for Business Process Re-Engineering
Register to view presentation On-Demand:
http://be.buildingengines.com/Reg-Webinar-On-Demand-BusinessProcess-Reengineering.html
How business process mapping saved an IT project.Garrett Hunter
How do we help a project in jeopardy of delivering a solution that does not meet customer needs? During this session we will describe how we answered that question by applying business process mapping techniques. The project goal was to automate multiple manual processes that had been developed over time to fulfill marketing orders. The customer had successfully implemented these processes using a collection of desktop spreadsheet and email applications and were asking for help to modernize. We will analyze the initial approach used to gather requirements and how changing to a process centric approach to allowed us to better understand which requirements were missed. We will also review how we incorporated elements of the Business Process Model Notation specification into our overall approach. By using this approach we brought IT and the business together, speaking the same language, and provided a solution that met their needs.
Varför ska chefer vilja gå över till agila metoder? På vilket sätt bidrar agila metoder till framgång för företaget? Jag kommer ta upp några fall av kända företag som fått framgång genom att jobba agilt och på vilket sätt det gjort chefernas arbetssituation behagligare.
Talare är Tomas Björkholm från Crisp AB
A view on Agile Development from a management, software development and business analysis perspective. Using the Fluency Model to understand what level your company needs to be at in order to be a truly Agile organisation.
Technique To Prioritize Key Tasks In Agile Process Powerpoint Presentation Sl...SlideTeam
“You can download this product from SlideTeam.net”
A technique that helps the organization to prioritize various activities in their software development project is known as prioritization technique in agile. The following presentation provides an overview of the project and implements agile methodology in the same, once agile methodology is implemented a list of priority task is identified with the help of multiple techniques such as MoSCoW, Kano Model and relative average method. This presentation is helpful for IT organizations and IT managers with an objective to optimize their software development process by identifying tasks that are to be given utmost priority with the help of different types of prioritization techniques. Initially this presentation provides an overview of the project as it displays the project details and the structure of the project team which has scrum master, developers and operational team. Once the project overview is taken the approach for software development is decided. Once the workings and operations of the project are decided, various prioritization techniques are utilized in order to identify key priority tasks. These techniques can be MoSCoW or Must have, should have, could have and would have or Kano model or weighted average method. After utilizing these techniques multiple key priority tasks are identified. After carefully understanding the priority tasks the cost of the entire project is highlighted and the performance of the project is tracked with the help of various KPIs or key performance indicators. https://bit.ly/30FTo2U
We Trained You Why Didnt You Learn A Case Study In Change Managementjhoebler
So everything is done on your project plan – the conversion worked perfectly, the interfaces are humming along, even that tough customization is working properly – why are your end users in a panic? In this session, we will present a case study on change management’s role in not only training the users, but enabling them to learn the new tools and processes and adopting them as part of their daily lives. We will review our plan, what went right, what went wrong and how this multi-billion dollar government contractor managed to take an entrenched user community and turn them into believers of the “new” system – which in turn saved the company money, time and effort.
Solution Design - The Hidden Side of UX (for Product Managers)Above the Fold
User Experience is not just about the user interface, it's about understanding customer needs and creating a solution that addresses their needs. Software product managers have a huge, and often understated role, in the creation of a great user experience for customers. At the heart of User Experience is the ability to creatively solve customer problems, which is a key responsibility of a product manager.
Fundamentally rethink how your building works in order to improve tenant service, cut operational costs, and become a world class competitor! This Presentation delivers essential tips for improving building processes to stay competitive in a buy and hold economy.
Presented by: Faraz Memon
What is Business Process Re-Engineering? Why is now the time to Re-Engineer your operations? How to find and locate operational areas to improve upon. The first steps to Re-Engineering your process & benchmarking. How to approach technology decisions & data migration. The best practices for Business Process Re-Engineering
Register to view presentation On-Demand:
http://be.buildingengines.com/Reg-Webinar-On-Demand-BusinessProcess-Reengineering.html
How business process mapping saved an IT project.Garrett Hunter
How do we help a project in jeopardy of delivering a solution that does not meet customer needs? During this session we will describe how we answered that question by applying business process mapping techniques. The project goal was to automate multiple manual processes that had been developed over time to fulfill marketing orders. The customer had successfully implemented these processes using a collection of desktop spreadsheet and email applications and were asking for help to modernize. We will analyze the initial approach used to gather requirements and how changing to a process centric approach to allowed us to better understand which requirements were missed. We will also review how we incorporated elements of the Business Process Model Notation specification into our overall approach. By using this approach we brought IT and the business together, speaking the same language, and provided a solution that met their needs.
Varför ska chefer vilja gå över till agila metoder? På vilket sätt bidrar agila metoder till framgång för företaget? Jag kommer ta upp några fall av kända företag som fått framgång genom att jobba agilt och på vilket sätt det gjort chefernas arbetssituation behagligare.
Talare är Tomas Björkholm från Crisp AB
A view on Agile Development from a management, software development and business analysis perspective. Using the Fluency Model to understand what level your company needs to be at in order to be a truly Agile organisation.
Technique To Prioritize Key Tasks In Agile Process Powerpoint Presentation Sl...SlideTeam
“You can download this product from SlideTeam.net”
A technique that helps the organization to prioritize various activities in their software development project is known as prioritization technique in agile. The following presentation provides an overview of the project and implements agile methodology in the same, once agile methodology is implemented a list of priority task is identified with the help of multiple techniques such as MoSCoW, Kano Model and relative average method. This presentation is helpful for IT organizations and IT managers with an objective to optimize their software development process by identifying tasks that are to be given utmost priority with the help of different types of prioritization techniques. Initially this presentation provides an overview of the project as it displays the project details and the structure of the project team which has scrum master, developers and operational team. Once the project overview is taken the approach for software development is decided. Once the workings and operations of the project are decided, various prioritization techniques are utilized in order to identify key priority tasks. These techniques can be MoSCoW or Must have, should have, could have and would have or Kano model or weighted average method. After utilizing these techniques multiple key priority tasks are identified. After carefully understanding the priority tasks the cost of the entire project is highlighted and the performance of the project is tracked with the help of various KPIs or key performance indicators. https://bit.ly/30FTo2U
We Trained You Why Didnt You Learn A Case Study In Change Managementjhoebler
So everything is done on your project plan – the conversion worked perfectly, the interfaces are humming along, even that tough customization is working properly – why are your end users in a panic? In this session, we will present a case study on change management’s role in not only training the users, but enabling them to learn the new tools and processes and adopting them as part of their daily lives. We will review our plan, what went right, what went wrong and how this multi-billion dollar government contractor managed to take an entrenched user community and turn them into believers of the “new” system – which in turn saved the company money, time and effort.
A summary of the publication #MINDSHIFT
This summary holds the objective, a start for lay-out and the essential message and structure.
A sneak preview of #MINDSHIFT parts 1- 4; a web2.0 publication about the games to innovate:
'Creating value in the chaordic age!'
This is a draft for all stakeholders in business education, executives, deans, professors, Phd's and lecturers.
This draft needs refinement so every feedback is appreciated. This story provides the essence of 'innovation&efficiency' in a book we are preparing about business development, innovation efficiency, leadership and organisational development.
The first feedback was from Roger Martin writer of both 'The opposible mind'(2007) and 'The design of business' (2009)
Physical activity is multidimensional and also multicultural. Within the content of these web-publications, children are introduced to other children from around the world and can identify the uniqueness and similarities in their activities.
Aside from being innovative, informative and inclusive, these web-publications are colorful and designed in Power Point. They can be downloaded for free to institutions and the general public. http://www.med.umich.edu/multicultural/divisions/pa/movebody.htm#books
Playing the games of innovation, introduces two new aspects to lean startup:
1. realities
2. customer focussed stage-gate model
This is the start of a series of publications on 'Paths of Innovations'. Here we add the work of Will McWinney.
Summary of sllconf, what executives should knowFrits Oukes
For executives/managers/academics and students. This is a summary from the startup lessons learned conference #sllconf May 23d 2011. It's al about fullfillment of unmet customer needs, vision and rigorous testing all elements of that vision.
It is not the concept, its also the proces full of constraints to contain the focus needed for this heavy learning proces
Agile Project Management explained and examined from several angles. Agile Software Development delivers better results when it is managed in an agile way.
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
Many organizations struggle with implementing process improvement. A key enabler is the skill of the change agent. This presentation examines the core skills and concepts needed to be an effective change agent.
mLearncon 2015 - So you are building your first mobile learning project in your organization—where do you start and what steps do you need to take to be successful? Just because you are experienced in managing an eLearning project doesn’t mean you are ready to project manage a mobile learning project. There are many differences, and plenty of new landmines to watch for.
In this session you will look at the project management steps of developing a mobile learning project, using a real case study as an example of what to do and what not to do. You will receive and examine a template and sample mobile learning project management plan that includes front-end analysis, specifications documents, budgets, change management plan, development plan, implementation plan, and project evaluation. You will leave this session with a new appreciation and preparedness for mobile learning project management.
Hand out slides to a presentation I have given to the Project Management Institute PMI Quality round table and other groups on Organizational Agility. I discuss Scrum, Lean Startup, Lean Canvas, Minimum Valuable Product MVP, Design Thinking, Agile scale, SAFe, DAD, ASM, LeSS Scaled Agile Scrum, DevOps, TDD, ATDD
To book a guest lecture or Agile Coaching services, see my presentation for contact information. I am based in New York and am available to travel to your location.
Business Case for Agile - Time for ROI CheckTathagat Varma
When we talk of agility, we often refer to number of user stories or story points delivered, or burn down charts or velocity, etc. I call them 'lower-order agility' and howsomuch interesting they are, they make no sense to the 'higher-order agility' at business level. Why is that outrageous claims of performance, productivity and quality improvements at lower-order agility don't translate to commensurate higher-order agility? In this talk, I explore some of these issues. I also propose some ideas on how the whole notion of portfolio planning should be seen in the context of higher-order agility.
I delivered this talk on 19 July 2012 at the launch of Agile Leadership Network, Bangalore chapter, hosed by Valtech at their office.
Similar to Art of Implementing a Business Solution (20)
1. My objectives for this presentation are
1. Share implementation strategies for maximizing the packaged software investment
2. Challenge key players for packaged software implementations
1
8. • Majority of packaged software industry is ERP.
• Last bullet point is a quote by M.H. Martin, “An ERP Strategy”, Fortune, February 1998,
pp. 95-97.
Transition: So now let’s discuss some of the key factors that brought about these results.
8
9. •Quick Fix – when ERP arrived there was no methodology. The industry used what was
readily available (Waterfall).
• Late validation – problem with Waterfall methodology.
• Packaged software makes for a very expensive custom solution. Rapid delivery of
functionality and ROI depends upon upgrades.
• Software supports business results – it does not generate business results.
9
11. Given the success rate we need a radical change – not an incremental change – to
improve success rates quickly.
Transition: So how do we change the game?
11
12. •People and Business Processes are more important than technology.
• One methodology (discipline) can not effectively address all the components of a
business solution. Example: Look at the rise in adoption regarding Organizational
Change Management and Business Process Management.
• We need to have an implementation approach that takes into consideration the key
reasons why we selected packaged software in the first place.
Transition: Let’s now speak to the key strategies that we can employ to change the
game!
12
13. Now lets briefly discuss the 10 principles or strategies for packaged software
implementations.
13
16. • Too often we fixate on software features and not the end result. Ex. Running a report
is not a business result.
• People have the greatest impact on business results.
• Challenge to Project Managers – how can you lead a business solution implementation
if you do not understand the business.
• Odds are that the customer’s existing business model is not 100% lean (efficient) and
100% effective (quality). Therefore, it’s fair to say that you will find requirements that
support non-value-add business activities and business results. The strategy here is to
focus on the “critical path” requirements that support value-add business results and
not waste time/effort on capturing all requirements then filter during fit/gap. The later
approach is reactive and is time consuming.
• Must be solution-focused, not software-focused
16
17. • The more your partner understands your business model and environment the more
relevant advice they can provide.
• Best practice is to ask the customer to conduct formal training session for your
implementation partners. One time – every one in the room. Customer leads.
• Knowledge Transfer -> In a general, a person has to hear something 3 times before
understanding is created.
17
18. • Educate: Help people to see the big picture and the impact they will have. Every one
likes to matter.
• Enable: Provide the training and the mentorship needed.
• Empower: Foster ownership and trust
• Celebrate: Success.
18
19. • Directing – telling others what to do
• Coaching – instruction others
• Facilitating – coordinating input from others
• Supporting – providing assistance where needed
19
20. • Use prototyping for gathering requirements – especially when the requirements are
evolving, modeling for validating requirements.
• Requirements management: Requirements gathering and Requirements validations.
• Iterative approach: Best practice is 3 iterations. (Standard, Variation, Gap).
• Hands-on experience build confidence.
20
21. • Use prototyping for gathering requirements – especially when the requirements are
evolving. Use modeling for validating requirements.
• As you move from prototyping to modeling activities the implementation should
refine focus from multiple options to a single option.
• Project team focus (i.e. what software features will be implemented) is what
accelerates a packaged software implementation.
21
22. Business solution modeling consists of the following activities:
• Plan – defining what business scenarios need to be modeled/validated
• Prepare – setting up the modeling instance to support modeling of the business
scenario(s) in the packaged software
• Model – executing the business scenario(s) in the packaged software
• Analyze – compare against expected results
• Decision – determine if you need to perform additional iterations or move forward
with Fit/Gap
22
23. • Methodologies are not the issue – it’s how they are applied that are the issue.
• Quality Management and Business Process Management are typically considered a
Phase N initiative. Need to address support strategy during the implementation
because a viable solution is a manageable solution.
• The secret is to integrate the disciplines in such a way as to leverage their strengths.
23
24. Key factors to consider when selecting and applying a methodology.
• Project size: project $ and organizational impact
• Personnel capabilities – are project team members experienced and knowledgeable.
• Risk: Both Business and Pure Risk. Is the customer risk adverse?
• Business/IT relationship: Partnership, Do the parties trust one another? If trust is not
present then a heavy-weight methodology may be the best fit.
• Business model dynamics: If there are several evolving requirements (ex. Revenue
generating process) then a more iterative, agile approach is required.
• Whatever method you select you must address the assumptions associated with the
methodology
24
25. • PM methodology from PMI is across all project types. SDLC may have more specific
PM activities that can complement.
• Majority of SDLCs focus on addressing requirements via software. There are some
thought leaders (SEI) that are addressing via a new methodology – EPIC. Evolutionary
Process for Integrating COTS-based system.
• OCM: Gap analysis should produce Functional, Technical, and Organizational
Requirements
25
26. •Because of the richness of functionality, the “toy box effect” can take over. Users see
all the functionality available and suddenly they want it now. The scope can grow out of
control.
• Unless there is a mature trusting relationship between Business and IT then it is very
hard for IT to lead with a technology solution. Business may feel confined by
technology.
•Reduce risk: you will have enough organizational impact to manage with the install of
the packaged software. The more change to manage the more time it will take.
•Reduce risk: Evolving requirements can be very challenging and time consuming – this
is true when it’s the first time for the business to perform the activity.
26
27. • Software changes will always be required. The trick is to identify the smart software
changes that add real business value.
• In very simple terms we can look at requirements as needs and wants. You want to
have a requirements gathering approach that only focus on the needs.
27
28. Requirements Driven: Define business requirements independent of the software
Solution Driven: Define business requirements via the software
Configuration Driven: Define business requirements via current software configuration
The more chances you give yourself to define requirements the better your chances for
success.
28
29. •There will always be a gap between business requirements and packaged business
software
• Business requirements will support both value-add and non-value-add activities
• The key is to focus on software changes that create competitive advantage or material
efficiencies.
• Better chances of getting enhancements incorporated into packaged software – which
would reduce TCO.
29
30. • Executive sponsorship is only the beginning. End users and the business process
owners will have lasting impact on success.
• If the expectation is custom software then it will be very difficult to be successful.
• People are the most flexible, adaptable component of a business solution.
• A take it or leave it approach will not foster adoption. Understand where and where
not to make software changes.
• Communication plan and stakeholder analysis next to take it to the next step with a
marketing plan. You need to change the perception!
30
31. Be practical: you will have to give up something to get something.
31
33. Role Definition
A business solution architect is a functional resource that has the ability to participate
across all functional areas of a business solution. An implementation partner should
provide a business solution architect that has participated in several implementations of
the targeted business solution. The business solution architect should have an
understanding of both the business and how the packaged software supports the
business. Most important is that a business solution architect must be someone that is
able to lead and persuade others in their recommendations.
Key responsibilities for the business solution architect include:
• Identifying and addressing conflicting business requirements.
• Identifying and addressing conflicting packaged software configuration decisions.
• Performing knowledge transfer with customer to build a business solution architect
capability internally.
• Defining a business process management framework for the customer to leverage
moving forward.
33
34. •Information supports business value but it does not drive business value. Decisions
drive business value.
• Knowledge generation is about providing the information in the appropriate context to
support an informed decision.
34
35. • Only focus on the information you need to directly support the project scope.
• First understand the business then the software.
35