A versatile workshop program that results in strong stakeholder ownership. Modules cover strategic planning, product development, process design, issue resolution, action planning, requirements analysis and quality review.
Multi-day workshop programs involving 12 - 16 participants in a single session with over 100 stakeholders participating across sessions.
Many who have entered the young profession of IT Architecture have done so through a ?back door.? One can enter by virtue of lots of IT experience, but sooner or later that person will hit the wall as the challenges and expectations of the position set in. Iasa?s structuring of the IT architecture profession--Five Pillars, certifications, and professional development activities--help you see what you?ve been good at, what you?ve been averse to, and what you?ve not accepted as part of the job but really was. For individual practitioners, understanding this is energizing. For companies, having an architecture organization that consists of knowledgeable, energized staff who work under clearly defined roles and responsibilities can be the difference between success and failure. Hear about opportunities for individuals and companies to leverage the wealth of resources Iasa offers and be part of its work to move the profession forward.
Business Architecture as an Approach to Connect Strategy & ProjectsEnterprise Architects
Helen Palmer @helenmpal hosted interactive sessions at the October 2015 IIBA professional development days in Melbourne and Brisbane.
The presentation titled "Business Architecture as an Approach to Connect Strategy & Projects" covers a high level introduction to the discipline of Business Architecture and the platform it provides for effectively executing Business Strategy. Helen provided insights into how Business Architecture is positioned within the wider context of Enterprise Architecture and how the value it delivers can improve greatly with an increase in the mandate from the business. The presentation also gives an overview of some of the key artifacts and models used in defining a Business Architecture.
Enterprise Architects offers IIBA members an exclusive discount on our (IIBA endorsed) Applied Business Architecture: 4 Day Course
http://enterprisearchitects.com/courses/business-architecture/applied-business-architecture/
You can reach out to one of our learning services consultants at training@enterprisearchitects.com to find out more.
Capability-based Business Model TransformationIlia Bider
Presentation at Ascendia workshop 2014
Any organization in subject of changes in the environment, or having the desire to improve, needs to change their processes, personnel and their use of resources. Changes, may they be called for by external threats or opportunities or internal strengths or weaknesses, take their departure in an organizations existing capabilities. To support change, there is thus a fundamental need to understand and analyse an organizations capabilities in order to perform changes. In this paper we present an approach to support organizational change by the use of a capability based recursive analysis, and a set of improvement patterns. The recursive analysis is based on resource types, and capability sub-types. We illustrate the approach by using several examples taken from the industry.
Stepping-stones of enterprise-architecture: Process and practice in the real...Tetradian Consulting
What do we do when we’re doing enterprise architecture? What issues do we tackle, in what sequence, for what business reasons, for what business value? And how do we get results fast? This presentation describes how to adapt the Architectural Development Method (ADM) from The Open Group Architecture Framework (TOGAF) for use in all types of enterprise architecture - for IT and beyond - and at all architecture maturity-levels.
[Presentation at TOGAF Conference, London, April 2009. Applies to TOGAF versions 8.1 and 9. Copyright (c) Tetradian Consulting 2009]
Many who have entered the young profession of IT Architecture have done so through a ?back door.? One can enter by virtue of lots of IT experience, but sooner or later that person will hit the wall as the challenges and expectations of the position set in. Iasa?s structuring of the IT architecture profession--Five Pillars, certifications, and professional development activities--help you see what you?ve been good at, what you?ve been averse to, and what you?ve not accepted as part of the job but really was. For individual practitioners, understanding this is energizing. For companies, having an architecture organization that consists of knowledgeable, energized staff who work under clearly defined roles and responsibilities can be the difference between success and failure. Hear about opportunities for individuals and companies to leverage the wealth of resources Iasa offers and be part of its work to move the profession forward.
Business Architecture as an Approach to Connect Strategy & ProjectsEnterprise Architects
Helen Palmer @helenmpal hosted interactive sessions at the October 2015 IIBA professional development days in Melbourne and Brisbane.
The presentation titled "Business Architecture as an Approach to Connect Strategy & Projects" covers a high level introduction to the discipline of Business Architecture and the platform it provides for effectively executing Business Strategy. Helen provided insights into how Business Architecture is positioned within the wider context of Enterprise Architecture and how the value it delivers can improve greatly with an increase in the mandate from the business. The presentation also gives an overview of some of the key artifacts and models used in defining a Business Architecture.
Enterprise Architects offers IIBA members an exclusive discount on our (IIBA endorsed) Applied Business Architecture: 4 Day Course
http://enterprisearchitects.com/courses/business-architecture/applied-business-architecture/
You can reach out to one of our learning services consultants at training@enterprisearchitects.com to find out more.
Capability-based Business Model TransformationIlia Bider
Presentation at Ascendia workshop 2014
Any organization in subject of changes in the environment, or having the desire to improve, needs to change their processes, personnel and their use of resources. Changes, may they be called for by external threats or opportunities or internal strengths or weaknesses, take their departure in an organizations existing capabilities. To support change, there is thus a fundamental need to understand and analyse an organizations capabilities in order to perform changes. In this paper we present an approach to support organizational change by the use of a capability based recursive analysis, and a set of improvement patterns. The recursive analysis is based on resource types, and capability sub-types. We illustrate the approach by using several examples taken from the industry.
Stepping-stones of enterprise-architecture: Process and practice in the real...Tetradian Consulting
What do we do when we’re doing enterprise architecture? What issues do we tackle, in what sequence, for what business reasons, for what business value? And how do we get results fast? This presentation describes how to adapt the Architectural Development Method (ADM) from The Open Group Architecture Framework (TOGAF) for use in all types of enterprise architecture - for IT and beyond - and at all architecture maturity-levels.
[Presentation at TOGAF Conference, London, April 2009. Applies to TOGAF versions 8.1 and 9. Copyright (c) Tetradian Consulting 2009]
Agile software development is a group of software development methods in which requirements and solutions evolve through collaboration between self-organizing, cross-functional teams. It promotes adaptive planning, evolutionary development, early delivery, continuous improvement, and encourages rapid and flexible response to change.
The Agile development model is also a type of Incremental model. Software is developed in incremental, rapid cycles. This results in small incremental releases with each release building on previous functionality. Each release is thoroughly tested to ensure software quality is maintained. It is used for time critical applications.
EA governance is the practice by which enterprise architectures are managed and controlled at an enterprise-wide level. Governance processes should be tailored to the particular environment of the organization, as well as the architectural goals and objectives of that organization, and should never hinder time to market. A centralized governance body can facilitate and drive key functional and architectural decisions across the primary internal stakeholders to ensure that the enterprise architecture addresses customers’ needs.
The presenter has implemented numerous EA governance organizations. As part of a major pharmaceutical distribution company’s corporate-wide SOA adoption program, he adapted the basic governance frameworks such as TOGAF to the organization and the objectives of the SOA adoption program. This session will examine the processes that were used to create an EA Governance organization at a major energy company and lessons learned at this company, as well as at other organizations.
Introduction To Business Architecture – Part 1Alan McSweeney
This is the first of a proposed four part introduction to Business Architecture. It is intended to focus on activities associated with Business Architecture work and engagements.
Business change without a target business architecture and a plan is likely to result in a lack of success and even failure. An effective approach to business architecture and business architecture competency is required to address effectively the pressures on businesses to change. Business architecture connects business strategy to effective implementation and operation:
• Translates business strategic aims to implementations
• Defines the consequences and impacts of strategy
• Isolates focussed business outcomes
• Identifies the changes and deliverables that achieve business success
Enterprise Architecture without Solution Architecture and Business Architecture will not deliver on its potential. Business Architecture is an essential part of the continuum from theory to practice.
Business capability mapping and business architectureSatyaIluri
Business architecture and capabilities mapping captures and encapsulates the essence of a business. Using capabilities enterprises can model their current and desired business capabilities with rich semantics and leverage these as Lego blocks to compose products/ initiatives, overlay them with value streams and processes, and capture requirements to evolve capabilities. Business capability mapping helps companies establish a common language, fosters business/IT alignment, helps reduce redundancy and rework, and aligns execution with strategy.
Solution Architecture Centre Of ExcellenceAlan McSweeney
This is an extract from the book An Introduction to Solution Architecture (https://www.amazon.com/dp/1797567616) that discusses the topic of a Solution Architecture Centre Of Excellence.
The solution architecture function should aspire to be a Solution Architecture Centre Of Excellence (SACOE). This is concerned with developing a mature function that is highly-skilled at solution architecture and design and provides solution and consulting leadership to the organisation.
Developing an SACOE requires vision and resources of both the solution architecture function and information technology management.
The solution architecture function has the capability to develop both the business insight and solution and technology expertise to act as the business/technology authority and be the bridge between the business and technology domains of the organisation.
Architecture Board & Governance- Key to Running IT as Business. Aligning Business Strategy with IT. Agenda. Goals & Objectives; Enterprise Architect Role ...
Max Poliashenko - Enterprise Product Architectureiasaglobal
Enterprise Product Architecture(EPA) is a new kid on the block that hasn't been established as well nor even well understood by industry analysts, yet it may be crucial for software product companies. EPA combines methods and governance models of EA however directed at customer facing solution or software products which gives it a distinctly different set of concerns and techniques.
A Framework for Developing IoT-related Solution Architecture BlueprintsStefan Malich
Smart, connected products enable digital transformation but also entail challenges related to complexity, operational disruption, security, etc. An incremental approach guided by an IoT-related strategy and target architecture is key to address these challenges. I propose a library of IoT-related solution architecture blueprints can be used to guide the development of target architectures and architectural roadmaps. The framework (which is described in a Slidedoc format) is considered only as a starting point. It provides a holistic view on the IoT (or smart, connected products) space and structures the set of solution architecture blueprint based on a maturity model for smart, connected products and different IoT-related domains.
Selecting Approaches to Enterprise Architecturesallybean
This presentation was given at EAC Europe (the premier European Enterprise Architecture conference) in 2010. It shows how some of the ideas of Systems and Complexity Science can be applied to produce a new way of thinking about EA that is accessible to all stakeholders and supports improved communication between people as well as machines
It is well known that an effective PMO is key to successful and efficient program and project execution. In other words, doing things “right”. Enterprise Architecture is the discipline that plans and monitors enterprise transformation and aligns the business strategy with information technology capabilities. In other words, doing the “right things” to support the business.
Why is it organizations despite having both of these disciplines still struggle with effective enterprise transformation? What can we done to use these disciplines more effectively to effect better business outcomes? What are the roles of each discipline and how do they work together to create business value?
In this presentation, Riaz will address these questions and will provide real life examples that can help build a strong relationship between the PMO and Enterprise Architecture.
Learning Objectives:
• How to build a strong relationship between the PMO and Enterprise Architecture (EA) to deliver positive outcomes for your organization
• Identify the different roles and functions of the PMO and EA as well as their similarities
The presentation is design to provide answer to the very basic question "What is Business Analysis?", it is designed to guide the professionals who want to enter into BA profession or have started working as BA's.
This presentation is on leveraging Enterprise Architecture Governance and Project Portfolio Management Best Practices to:
Accelerate project execution
Manage project and architecture inter-dependencies
Deliver realised value
Improve Enterprise and PMO collaboration
Project Management Methodologies
PPMP20009
Week 10 Lecture
Dr Bernard Wong
[email protected]
1
Assignment 4
Continuous Improvement Plan
Week 12 Friday
Open the course profile to review criteria.
2
Reminder
PPMP20009
Presentation weeks 11 or 12
4
Create your own Deming PDCA cycle relating to the last assignment that you handed in.
Change Management
6
Formulate change
Plan change
Implement change
Manage transition
Sustain change
Take the ‘Act’ segment of the PDCA cycle you created earlier and define the five CM stages.
Formulate change
Plan change
Implement change
Manage transition
Sustain change
Continuous Improvement?
Why are we wanting to improve?
Where are we now?
What are we working with?
If you don’t know where you are going, any road will get you there.
Cheshire Cat
(Alice in Wonderland)
There are a number of things to consider when deciding what level of maturity to aim for.
Why are you wanting to increase your level of maturity in this space?
-Some might be wanting to do it simply as a continuous improvement strategy.
Some may be having issues with the performance of their program and project delivery or portfolio investment returns
Others may need it to be competitive in a market that looks at the P3M3 levels of organisations in the tendering process
Others may be required to undergo a mandatory audit – as did the Qld Govt in 2012.
One organisation that I have spoken with has noted that their environment has become increasingly fiscally constrained and as such funding is much more competitive. They want to increase certain sections of their maturity, specifically relating to benefits management, business case and blueprint development – so that they can be more competitive in seeking funding for initiatives. So in this case they are not necessarily trying to improve their maturity as a whole, but an aspect of it. In doing this however, it is likely that they will have an increase in maturity in other areas as well.
We need to know where you are now to assist in deciding where you want to go. This is where going through an assessment is essential and I do believe in this being independent. You can self assess but this will always be impacted with bias. You need to baseline.
What are you working with? What is your organisational context? What resources do you have both budget and people? Do you have authentic sponsorship or are your leaders just ticking a mandate off? What’s your organisational culture like, are they open to P3 management or are they likely to see effort to increase maturity as unnecessary overhead?
So when we went through this process we were fortunate to have an authentic sponsor, we had a culture of project and program delivery so the staff understood the value of the practice (and I do say practice rather than methodology – as if you have experienced practitioners, they will argue methodology with you – this is a good thing!). We.
Agile software development is a group of software development methods in which requirements and solutions evolve through collaboration between self-organizing, cross-functional teams. It promotes adaptive planning, evolutionary development, early delivery, continuous improvement, and encourages rapid and flexible response to change.
The Agile development model is also a type of Incremental model. Software is developed in incremental, rapid cycles. This results in small incremental releases with each release building on previous functionality. Each release is thoroughly tested to ensure software quality is maintained. It is used for time critical applications.
EA governance is the practice by which enterprise architectures are managed and controlled at an enterprise-wide level. Governance processes should be tailored to the particular environment of the organization, as well as the architectural goals and objectives of that organization, and should never hinder time to market. A centralized governance body can facilitate and drive key functional and architectural decisions across the primary internal stakeholders to ensure that the enterprise architecture addresses customers’ needs.
The presenter has implemented numerous EA governance organizations. As part of a major pharmaceutical distribution company’s corporate-wide SOA adoption program, he adapted the basic governance frameworks such as TOGAF to the organization and the objectives of the SOA adoption program. This session will examine the processes that were used to create an EA Governance organization at a major energy company and lessons learned at this company, as well as at other organizations.
Introduction To Business Architecture – Part 1Alan McSweeney
This is the first of a proposed four part introduction to Business Architecture. It is intended to focus on activities associated with Business Architecture work and engagements.
Business change without a target business architecture and a plan is likely to result in a lack of success and even failure. An effective approach to business architecture and business architecture competency is required to address effectively the pressures on businesses to change. Business architecture connects business strategy to effective implementation and operation:
• Translates business strategic aims to implementations
• Defines the consequences and impacts of strategy
• Isolates focussed business outcomes
• Identifies the changes and deliverables that achieve business success
Enterprise Architecture without Solution Architecture and Business Architecture will not deliver on its potential. Business Architecture is an essential part of the continuum from theory to practice.
Business capability mapping and business architectureSatyaIluri
Business architecture and capabilities mapping captures and encapsulates the essence of a business. Using capabilities enterprises can model their current and desired business capabilities with rich semantics and leverage these as Lego blocks to compose products/ initiatives, overlay them with value streams and processes, and capture requirements to evolve capabilities. Business capability mapping helps companies establish a common language, fosters business/IT alignment, helps reduce redundancy and rework, and aligns execution with strategy.
Solution Architecture Centre Of ExcellenceAlan McSweeney
This is an extract from the book An Introduction to Solution Architecture (https://www.amazon.com/dp/1797567616) that discusses the topic of a Solution Architecture Centre Of Excellence.
The solution architecture function should aspire to be a Solution Architecture Centre Of Excellence (SACOE). This is concerned with developing a mature function that is highly-skilled at solution architecture and design and provides solution and consulting leadership to the organisation.
Developing an SACOE requires vision and resources of both the solution architecture function and information technology management.
The solution architecture function has the capability to develop both the business insight and solution and technology expertise to act as the business/technology authority and be the bridge between the business and technology domains of the organisation.
Architecture Board & Governance- Key to Running IT as Business. Aligning Business Strategy with IT. Agenda. Goals & Objectives; Enterprise Architect Role ...
Max Poliashenko - Enterprise Product Architectureiasaglobal
Enterprise Product Architecture(EPA) is a new kid on the block that hasn't been established as well nor even well understood by industry analysts, yet it may be crucial for software product companies. EPA combines methods and governance models of EA however directed at customer facing solution or software products which gives it a distinctly different set of concerns and techniques.
A Framework for Developing IoT-related Solution Architecture BlueprintsStefan Malich
Smart, connected products enable digital transformation but also entail challenges related to complexity, operational disruption, security, etc. An incremental approach guided by an IoT-related strategy and target architecture is key to address these challenges. I propose a library of IoT-related solution architecture blueprints can be used to guide the development of target architectures and architectural roadmaps. The framework (which is described in a Slidedoc format) is considered only as a starting point. It provides a holistic view on the IoT (or smart, connected products) space and structures the set of solution architecture blueprint based on a maturity model for smart, connected products and different IoT-related domains.
Selecting Approaches to Enterprise Architecturesallybean
This presentation was given at EAC Europe (the premier European Enterprise Architecture conference) in 2010. It shows how some of the ideas of Systems and Complexity Science can be applied to produce a new way of thinking about EA that is accessible to all stakeholders and supports improved communication between people as well as machines
It is well known that an effective PMO is key to successful and efficient program and project execution. In other words, doing things “right”. Enterprise Architecture is the discipline that plans and monitors enterprise transformation and aligns the business strategy with information technology capabilities. In other words, doing the “right things” to support the business.
Why is it organizations despite having both of these disciplines still struggle with effective enterprise transformation? What can we done to use these disciplines more effectively to effect better business outcomes? What are the roles of each discipline and how do they work together to create business value?
In this presentation, Riaz will address these questions and will provide real life examples that can help build a strong relationship between the PMO and Enterprise Architecture.
Learning Objectives:
• How to build a strong relationship between the PMO and Enterprise Architecture (EA) to deliver positive outcomes for your organization
• Identify the different roles and functions of the PMO and EA as well as their similarities
The presentation is design to provide answer to the very basic question "What is Business Analysis?", it is designed to guide the professionals who want to enter into BA profession or have started working as BA's.
This presentation is on leveraging Enterprise Architecture Governance and Project Portfolio Management Best Practices to:
Accelerate project execution
Manage project and architecture inter-dependencies
Deliver realised value
Improve Enterprise and PMO collaboration
Project Management Methodologies
PPMP20009
Week 10 Lecture
Dr Bernard Wong
[email protected]
1
Assignment 4
Continuous Improvement Plan
Week 12 Friday
Open the course profile to review criteria.
2
Reminder
PPMP20009
Presentation weeks 11 or 12
4
Create your own Deming PDCA cycle relating to the last assignment that you handed in.
Change Management
6
Formulate change
Plan change
Implement change
Manage transition
Sustain change
Take the ‘Act’ segment of the PDCA cycle you created earlier and define the five CM stages.
Formulate change
Plan change
Implement change
Manage transition
Sustain change
Continuous Improvement?
Why are we wanting to improve?
Where are we now?
What are we working with?
If you don’t know where you are going, any road will get you there.
Cheshire Cat
(Alice in Wonderland)
There are a number of things to consider when deciding what level of maturity to aim for.
Why are you wanting to increase your level of maturity in this space?
-Some might be wanting to do it simply as a continuous improvement strategy.
Some may be having issues with the performance of their program and project delivery or portfolio investment returns
Others may need it to be competitive in a market that looks at the P3M3 levels of organisations in the tendering process
Others may be required to undergo a mandatory audit – as did the Qld Govt in 2012.
One organisation that I have spoken with has noted that their environment has become increasingly fiscally constrained and as such funding is much more competitive. They want to increase certain sections of their maturity, specifically relating to benefits management, business case and blueprint development – so that they can be more competitive in seeking funding for initiatives. So in this case they are not necessarily trying to improve their maturity as a whole, but an aspect of it. In doing this however, it is likely that they will have an increase in maturity in other areas as well.
We need to know where you are now to assist in deciding where you want to go. This is where going through an assessment is essential and I do believe in this being independent. You can self assess but this will always be impacted with bias. You need to baseline.
What are you working with? What is your organisational context? What resources do you have both budget and people? Do you have authentic sponsorship or are your leaders just ticking a mandate off? What’s your organisational culture like, are they open to P3 management or are they likely to see effort to increase maturity as unnecessary overhead?
So when we went through this process we were fortunate to have an authentic sponsor, we had a culture of project and program delivery so the staff understood the value of the practice (and I do say practice rather than methodology – as if you have experienced practitioners, they will argue methodology with you – this is a good thing!). We.
Максим Круковський «Сертифікація Agile від Project Management Institute» Kyiv...Lviv Startup Club
Kyiv Project Management Day 2017 Spring
-------------------------
Максим Круковський «Сертифікація Agile від Project Management Institute»
-------------------------
Сайт конференції: http://pmday.org/
Спільнота в мережі Linkedin: http://bit.ly/PMDayLin
Спільнота в мережі facebook: http://bit.ly/PMDayKyivFB
Twitter конференції: https://twitter.com/LvivPMDay
The introduction of a project management framework will provide a structured and managed approach for projects within your company.
With the right framework in place it will allow projects of all sizes and priority to be planned effectively. This ensures that at all times the cost of the project is managed while delivering quality and the right level of performance and control across project management.
FCB Partners Course Overview: Process RedesignFCBPartners
An overview of FCB Partner's 4-day course on Process Redesign. The most hands-on of all the Hammer Certification courses, this course covers mobilization, diagnosis, redesign, and transition to the improved process.
One of the greatest challenges organisations face today is to continuously evolve their products and services and the processes that underpin them. The emergence of digital tools and methodologies for unlocking operational efficiency and elevating the customer experience has radically changed the steps we need to take to achieve operational excellence.
A fresh approach to improvement is needed. For many organisations the goal is the same: enabling agility, designing better and faster processes and uplifting the customer experience. However, legacy operating models, customary ways of working and siloed approaches to operational improvement often act as a barrier. Put simply, existing methods need to evolve.
As the business landscape shifts, it’s imperative that organisations adopt an enduring, integrated and future-proofed approach to operational improvement which becomes part of ‘the way we do things around here’.
Unintegrated approaches: It’s not uncommon to see a disconnect between teams that work across the same end-to-end value stream, with one group identifying automation processes using technologies such as Robotic Process Automation and Artificial Intelligence, others redesigning processes using lean tools and techniques to remove rework and waste, and separate teams using workflow tools to digitise manual work. Each of these examples presents a lever that can be pulled to uplift operational performance, but addressing them together provides the most powerful recipe for maximising customer value.
It is focusing on behalf of Digtialleverage Consulting Services providing Business Development Services by using Technologies in an appropriate manner at a right time in right place.This can offer as on-Site or offshore model.
Agile software development development explainedServan Huegen
Explanation of different types of project approaches. From classic waterfall via Agile, Scrum, Kanban, LeSS, SAFe, Spotify Engineering Culture to Lean Startup and some eye opening tips and tricks.
FOR small to medium enterprises and employees
WHO wish to simplify financial accounting
THE Balance Sheet Account IS A digital Bank Account
THAT integrates you bank account transactions, accounting software needs and tax returns into one digital channel
UNLIKE existing services provided by retail banks, accounting software providers and accounting firms
OUR PRODUCT allows business owners use their bank account to ePay - Classify - Report financial returns in one single service.
The discovery workshop allows participants to take a strategic view of their project by working towards achieving the business objectives, using business models to visualise, to explore, challenge and settle on the requirements that bring the most value to a project. The requirements analysis activity can include process design, requirements analysis in a user story - acceptance criteria format, data modelling and prototypes. The Discovery workshop pack illustrates how the end product would look as a presentation.
Enterprise analysis is undertaken to establish the purpose and scope of a project. A scope statement is comprised of a number of dimensions, which individually describe a single aspect or view of the business requirement. In BABOK terms it involves establishing;
1. The business Need
2. Capability Gaps
3. Solution Scope
4. solution Approach
5. A Business Case
This infographic is intended to illustrate the level of detail used to prepare a thorough scope statement that illustrates the breadth the requirements to cover. Detailed requirement analysis conducted once the project has been approved will resolve the depth of the requirement statements.
The illustrated examples were developed in a three week requirements and scoping sprint, one week preparation, two day workshop and one week write up.
Tool Kit: Requirements management plan (babok on a page)designer DATA
Methodology is a tool kit not a process – Choose wisely. Methodologies contain many tools and techniques, such as, process, data , use case and class modelling, sequence diagramming and state transition diagramming, prototyping and report templates. Not all these tools have to be used for every project.
So choose wisely and create your own fast path routes for completing different types of projects by preparing your own Business Analysis Project Planning Map. Build on your experiences and fine tune your product each time you undertake a new assignment.
http://www.tdan.com/view-articles/6089
Performance management business architecture, describing the process, data, organisation and data warehouse architecture required to deliver this capability.
Tool Kit: Business Analysis product (artefact) checklistdesigner DATA
Methodology is a toolkit not a process – Choose wisely
Methodologies contains many tools and techniques, such as, process, data , use case and class modelling, sequence diagramming and state transition diagramming, prototyping and report templates.
Not all these tools have to be used for every project.
So choose wisely and create your own fast path routes for completing different types of projects by preparing your own Business Analysis Project Planning Map. Build on your experiences and fine tune your product each time you undertake a new assignment.
http://www.tdan.com/view-articles/6089
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
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Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
2.
1. Facilitated process
2. When to BluSky
3. BluSky collaboration services
4. Creative BluSky
5. BluSky workshop timeline
6. Client experience
7. How to get there?
Agenda
3.
Facilitated BluSky Process
A team of people that respect each others
personal growth & success working together
to rapidly produce a set of deliverables by
following a structured process to solve a
business problem they are empowered to
resolve!
A rigorous facilitation process The Right People
High Performance TeamsA desire for change
Participants are selected based on:
1. Relevant business knowledge
2. Motivation to find a practical solution
3. Authority to implement the solution
4. BluSky facilitation leadership
PSDD
CYCLE
PSDD
CYCLE
Insurance: Segment by risk, manage by exception
Supply Chain: One world | one purpose | one team
Publishing: Unlocking the value of content bound by the book cover
Telco: Partner incentives by product sales value, not volume
A four step approach designed to deliver a
thorough facilitation process where
combination of clear, concise instructions
and industry examples set the expectation
of what is required.
Workshop participants only need to bring
their knowledge of the business problem
being addressed.
Present - Show - Demonstrate - Do
PSDD CYCLE
4.
When to BluSky
• Complex programmes involve many
stakeholders across the organisation
• Important contributions, decisions or
commitment are required from a broad
range of stakeholders
• The solution requires comprehensive
breadth of learning, robust analysis or
extensive knowledge
• A strong network is necessary
communicate and influence a larger
community affected by the change
• A good foundation for partnering is
needed to gain insight into the
requirements and benefits expected
• The team needs to achieve a quick result
BluSky is designed to address key issues that require ownership, alignment and strategic
focus to help deliver value…
Business
process
engineering
New product
development
Problem
resolution
Programme
scope Definition
and Planning
Find white space
opportunities…
Implement
transformational
business change
Business
strategy
Develop business
operating models
5.
BluSky Collaboration Services
Strategy Map Workshop (SMW): Establishing strategic insight into the business change covering mission,
strategic objectives, future scenarios and performance measures.
Business Case Workshop (BCW): Framework for conducting detailed cost and benefit analysis to define project
budget and prepare plan for realising programme benefits.
Project Definition Workshop (PDW): Clear concise definition or programme or project scope covering product,
organisation, process and data and non-functional constraints.
Issue Resolution Workshop (IRW): Collaborative process for resolving cross functional issues that are primary
roadblocks to achieving business goals or organisational alignment.
Action Planning Workshop (APW): Action planning session designed to identify and address the issues that must
be resolved in order to implement a new change programme.
Product Design Workshop (PDW): Designing horizon three products and product platforms that enhance buyer
value through differentiation or reducing cost structures.
Process Engineering Workshop (PRW): Innovative collaborative process design process for removing bottlenecks
using technology enablers to increase self service channels, remove paper
based processes and streamline workflow on high value activities.
Requirement Analysis Workshop (RAW): Evolutionary process for preparing business requirements beginning at high
level and drilling down into detailed descriptions based on project priorities.
Solution Design Workshop (SDW): Requirements exploration and solution development covering architecture
design, gap analysis, impact analysis, roadmap planning and cost estimation.
Quality Review Workshop (QRW): Guided peer review conducted to ensure the best product is presented for
stakeholder acceptance and signoff.
InitiationDelivery
6.
Creative BluSky
Approach
The BluSky approach results in:
Ownership of the results
Enhanced business partnerships
Common understanding of the business
Broad-based alignment around the business vision
Accelerate the analysis process
Improve the quality and value of the end solution
Provide a structured & repeatable process that sets
an expectation of high performance
Synergy
Bold
Strategic
A facilitated approach the brings together pressing issue,
key stakeholders and proven process.
Models are used extensively to brainstorm, draft and test
business concepts (divergent ideas). Once the shape of
the models become stable (convergent ideas) they are
used to provide the framework for preparing detailed
reports.
Full participation in developing the new business model
ensures strong stakeholder ownership of the end result,
preparing a leadership team capable of driving the
changes across the organisation.
7.
BluSky Iterative Cycle Example
Review
Context
Establish
Practical
Vision
Analyse
Roadblocks
Determine
Strategic
Directions
Prepare
Action Plan
Verify &
Validate
Outcome
Output
Actions to implement strategy
90 day implementations steps
Implementation schedule
Output
Business problem - Why Statement
Team research investigation results
Output
Pain points
Root cause analysis
Improvement opportunities
Output
Strategic goals and objectives
Measures
Strategic priorities
Output
Business strategy
Ranked priorities
Output
Strategic scenarios
Product revisions
Workshop Evaluation
Harmonise
& Manage
Requirements
8.
BluSky Iterative Cycle Example
Output
Follow up incomplete items
Product / Service specifications
Process Specification /Storyboard
Use Case Specification
Data dictionary
Supplementary Specification
Glossary
Output
Project Objectives
Draft Business Processes
High Level Requirements Catalogue
Process Pain Points
Output
Domain Business Data Model
Process Activity Business Entity
• Product / Service Attribute
Output
Target Process Model
Verify Pain Points (current process) Process
Benefits / Improvements
Process Reporting Measure
Story Board
Output
Scenario List
Process Activity x Use Case Matrix
Use case model (MoSCoW)
Use Case Entity
Use Case Specification, incl. activity diagram
• Product / Service Specifications
• Complex Rule U/C Specification
Output
Harmonise x-stream artefacts
Output
Review Updates
Product Evaluation
Harmonise
& Manage
Requirements
Multiple
Analyses
Streams
Setting the Scene
Detailing the Plot
Critics Review
Setting the Benchmark
9.
BluSky Workshop Timeline
Multi-day workshop programmes,
with 12 - 16 participants per workshop,
involving between 50 - 100 stakeholders.
Project Brief
½-1 day
Event Preparation
5 days
Workshop Events
1-6 days
Quality Review
3 + 1 days
Action Plan
30-90 days
• Brief Project team
• Review objectives
• Describe deliverables
• Identify participants
• Define workshop session
• Agenda
• Presentations
• Workshop schedule
• Workshop plan & worksheets
• Equipment check & set-up
• Integrate outcome into programme
• Finalise and distribute reports
• Communication outcome
• Initiate implementation planning
• Assess content
• Identify the good & bad
• Summarise review
• Agree on action
• Make changes
10.
Client Experience
The First Media OSS planning workshop was very well
prepared and facilitated. I thoroughly enjoyed the experience.
Manager, Network Management Planning
The RPSS time box was by far the best run to date. The workshop
process allowed us to focus on our requirements and formulate the
concepts necessary to solve the RPSS publishing content problem,
rather than just conducting the Rational Unified Process.
Manager, Retail Support
The product & pricing requirements analysis workshop was one of the
most effective processes I have been involved in for a number of years.
Manager, Retail Products
A good day today - the concepts are falling into place and we
are achieving and see we are achieving and progressing.
Manager, OH&S
The feedback from my staff for the 2 day workshop has been
very positive and it seems Stephan worked them hard and
facilitated strongly and left people with a sense of high value
for their time spent. Well done, a good start on the way to the
first deliverable!
Director, Major Hazards Division
I wanted to thank you for all your efforts on the project. I
certainly have learned a lot.
Publishing Manager, Lifestyle
11.
How to get there?
Technology architecture & solutions are justified at a strategic and financial level by
preparing a business case.
+61 (0) 432 690 196
stephan@designerdata.com.au
www.designerdata.com.au
Editor's Notes
Can every one see the slide. The art of collaboration is the topic of today’s presentation! BluSky, workshop, facilitator, DSDM, JAD, RAD, rapid A versatile workshop programme that results in strong stakeholder ownership. Modules cover strategic planning, product development, process design, issue resolution, action planning, requirements analysis and quality review. Multi-day workshop programmes involving 12 - 16 participants in a single session with over 100 stakeholders participating across sessions Metaphor Little Rabbit Foo Foo was a brown rabbit. He learned how to shoot a gun, and he wanted to hunt. He looked at an elephant and decided elephants where too big. He looked at a Jaguar and decided Jaguars are too fast. He decided to try out his gun on brown rabbits. He killed quite a number of brown rabbits. Then hunting season officially opened. There weren’t too many brown rabbits left, and one of the first brown rabbits captured by a human rabbit hunter was our gun toting friend. As the hunter trussed him up and took him away to the cooking pot, the rabbit lamented, “It’s not fair. Why does everything happen to me? ” NEXT SLIDE