Agile advocacy
•Download as PPTX, PDF•
3 likes•1,102 views
This document discusses agile advocacy and provides guidance on how to effectively advocate for agile adoption within an organization. It defines advocacy as supporting or urging by argument, especially publicly, and influencing others to embrace change. Good agile advocacy identifies benefits and challenges, the areas of change, and is tailored for different audiences. Key audiences include executive management, stakeholders, and development teams. The document provides tips on advocating to these groups, such as focusing on benefits and impacts when presenting to executive management. It also warns of potential pitfalls like seeing agile only as faster or cheaper.
Report
Share
Report
Share
Recommended
Change Management
This document provides an overview of change management. It defines change as the addition, modification, or removal of a supported service, which can result from various business drivers. It explains that change requires pressure for change, a clear vision, organizational capacity and capability, and actionable first steps. Key aspects of change management include proactively positioning the organization to adopt changes, acknowledging and mitigating resistance to change, and defining changes outside the service change process. The document outlines preliminary steps, the role of a change authorization board, the authorization process, elements of successful change management, and benefits.
Change Management 2
This document discusses strategies for managing organizational change. It begins with an overview of the challenges of change execution, including natural human resistance and the need to focus on realizing promised returns rather than just installation. It then provides details on managing both the change itself and the necessary transition period for people. Key factors in successful change include having a clear plan, managing the human aspects of transition, and building organizational capacity and resilience for ongoing change. The document emphasizes that change success requires managing both the external changes and internal human transitions.
Innovation decision
The innovation-decision process consists of 5 stages:
1) Knowledge - individuals learn about the innovation's existence and function.
2) Persuasion - individuals form favorable or unfavorable attitudes toward the innovation.
3) Decision - individuals decide to adopt or reject the innovation.
4) Implementation - individuals put the innovation into use.
5) Confirmation - individuals seek reinforcement of their decision and may reverse it if exposed to conflicting information.
The complete guide to change management
This is a guide of why change so often fails. It also explains how to implement successful change. Most importantly is goes over the 5 major change methodologies. In effect each methodology is unique to the of change you want to implement
Compliance challenges in Information Security
This document discusses compliance challenges in information security. It begins by introducing the author and their background in information security. The agenda outlines discussing why organizations need to comply, common compliance challenges, and solutions related to infrastructure, processes, people, and takeaways. Specific compliance challenges are then discussed in more detail relating to lack of support, participation, skills, and resistance to change. Solutions provided focus on education, standardization, communication, and accountability. The document aims to help organizations understand the value of compliance and address challenges to successfully implement new requirements.
The Importance of Change Within Business
The document discusses the importance of change and change management. It notes that adapting to change and innovation are major challenges for organizations. A project analyst can help organizations embrace necessary changes by providing business change expertise, freeing up resources, and helping to implement change management processes more successfully. When change is ignored, organizations risk business failure, but embracing change through meticulous management can lead to growth and competitive advantage.
Change overview
This document outlines observations about managing organizational change. It notes that change is a complex process that involves multiple interacting variables at different levels and requires navigating institutional, interpersonal, and individual forces. Successfully encouraging and adapting to change requires creative observations, understandings, decisions, and actions. Effective change advocates act as catalysts rather than commanders and help others create desired change while managing both positive and negative forces of change. Change produces both anticipated and unanticipated results and involves some degree of risk.
Change management strategy_team_xyz
This document discusses three models of change management strategy for information systems (IS) specialists: the traditional IS model, the facilitator model, and the advocate model. The traditional model views technology as the driver of change and the IS specialist as an expert responsible only for technical matters. This can lead to reduced credibility and inhibit organizational change. The facilitator model sees people, not technology, as the drivers of change and positions the IS specialist as a facilitator of group processes to build user capacity. The advocate model positions the IS specialist as responsible for achieving organizational change through technology.
Recommended
Change Management
This document provides an overview of change management. It defines change as the addition, modification, or removal of a supported service, which can result from various business drivers. It explains that change requires pressure for change, a clear vision, organizational capacity and capability, and actionable first steps. Key aspects of change management include proactively positioning the organization to adopt changes, acknowledging and mitigating resistance to change, and defining changes outside the service change process. The document outlines preliminary steps, the role of a change authorization board, the authorization process, elements of successful change management, and benefits.
Change Management 2
This document discusses strategies for managing organizational change. It begins with an overview of the challenges of change execution, including natural human resistance and the need to focus on realizing promised returns rather than just installation. It then provides details on managing both the change itself and the necessary transition period for people. Key factors in successful change include having a clear plan, managing the human aspects of transition, and building organizational capacity and resilience for ongoing change. The document emphasizes that change success requires managing both the external changes and internal human transitions.
Innovation decision
The innovation-decision process consists of 5 stages:
1) Knowledge - individuals learn about the innovation's existence and function.
2) Persuasion - individuals form favorable or unfavorable attitudes toward the innovation.
3) Decision - individuals decide to adopt or reject the innovation.
4) Implementation - individuals put the innovation into use.
5) Confirmation - individuals seek reinforcement of their decision and may reverse it if exposed to conflicting information.
The complete guide to change management
This is a guide of why change so often fails. It also explains how to implement successful change. Most importantly is goes over the 5 major change methodologies. In effect each methodology is unique to the of change you want to implement
Compliance challenges in Information Security
This document discusses compliance challenges in information security. It begins by introducing the author and their background in information security. The agenda outlines discussing why organizations need to comply, common compliance challenges, and solutions related to infrastructure, processes, people, and takeaways. Specific compliance challenges are then discussed in more detail relating to lack of support, participation, skills, and resistance to change. Solutions provided focus on education, standardization, communication, and accountability. The document aims to help organizations understand the value of compliance and address challenges to successfully implement new requirements.
The Importance of Change Within Business
The document discusses the importance of change and change management. It notes that adapting to change and innovation are major challenges for organizations. A project analyst can help organizations embrace necessary changes by providing business change expertise, freeing up resources, and helping to implement change management processes more successfully. When change is ignored, organizations risk business failure, but embracing change through meticulous management can lead to growth and competitive advantage.
Change overview
This document outlines observations about managing organizational change. It notes that change is a complex process that involves multiple interacting variables at different levels and requires navigating institutional, interpersonal, and individual forces. Successfully encouraging and adapting to change requires creative observations, understandings, decisions, and actions. Effective change advocates act as catalysts rather than commanders and help others create desired change while managing both positive and negative forces of change. Change produces both anticipated and unanticipated results and involves some degree of risk.
Change management strategy_team_xyz
This document discusses three models of change management strategy for information systems (IS) specialists: the traditional IS model, the facilitator model, and the advocate model. The traditional model views technology as the driver of change and the IS specialist as an expert responsible only for technical matters. This can lead to reduced credibility and inhibit organizational change. The facilitator model sees people, not technology, as the drivers of change and positions the IS specialist as a facilitator of group processes to build user capacity. The advocate model positions the IS specialist as responsible for achieving organizational change through technology.
Resistance to change
This document discusses managing resistance to change and provides strategies for overcoming it. It identifies common reasons for resistance such as fear of the unknown and lack of security. Factors affecting change success include advocates, degree of change, time frame, and cultural impact. The document recommends education and communication, support, negotiation, and manipulation as strategies to overcome resistance, noting advantages and disadvantages of each approach.
Change management ppt
This document discusses strategies for managing resistance to change and successfully implementing change within an organization. It provides tips for developing a clear vision, educating employees, involving employees in planning and decision making, setting goals, identifying change leaders, making gradual incremental changes, assessing skills and preparing employees for future changes, standardizing changes, and creating a sense of urgency around the need for change. The overall message is that change can be successfully managed by having a vision, educating people, involving people in the process, setting clear goals and expectations, and making the transition gradual.
Change leadership, leading with less, and leading innovation in the australia...
A placemat developed for a workshop on Responding to Public Sector Leadership Challenges with better Change Leadership, Leading with Less, and Leading Innovation
Change at "The Public Sector Executive Level Leadership Conference 2014" run by Liquid Learning.
Change
Change is something that presses us out of our comfort zone. Change is for the better or for the worst, depending on where you view it. Change has an adjustment period which varies on the individual.
Overcoming resistance-to-change
This document discusses overcoming resistance to change and provides guidance for change leaders. It outlines seven essential elements for successful organizational change: 1) involve people affected by the change, 2) communicate the reason for change, 3) designate a change champion, 4) create a transition team, 5) provide training, 6) bring in outside help, and 7) reward people. It also describes the four phases of change - denial, resistance, exploration, and commitment - and how leaders should respond in each phase. The goal is to get early adopters on board initially and allow the majority to follow over time as resistance decreases.
Managing Change Principles of management
Organizational change involves any alterations to people, structure, or technology within an organization. It is constant yet varies in degree and direction, producing uncertainty but not being completely unpredictable. Change creates both threats and opportunities. Forces for change come from external factors like the marketplace or technology, as well as internal factors like strategy or workforce changes. Change agents are people who initiate and manage the change process. There are different types of change agents including managers, non-managers, and outside consultants. Successful change involves three phases - unfreezing the current state, transitioning to a new state, and refreezing the new state to make it permanent.
Change Management Risks And Barriers PowerPoint Presentation Slides
This document contains a template for identifying and managing risks and barriers associated with change management processes. It includes sections for listing risks with details like risk number, description, potential impact level, mitigation actions, approval and commencement dates. Additional sections provide templates for assessing resistance levels to the change, analyzing risk levels and barriers, and creating a resistance management plan with key areas of resistance and responsible personnel. The overall document provides a framework and tools for systematically identifying, assessing, and mitigating risks, barriers and resistance related to organizational changes.
ADKAR Change Management Model
The document discusses the Prosci ADKAR model for successful change management. The model proposes that individuals successfully change when they have the necessary Awareness, Desire, Knowledge, Ability and Reinforcement (ADKAR). It examines factors that influence and build each element of ADKAR, as well as resisting factors. For example, awareness is built through communication and events, but can be resisted by comfort with the status quo. The document provides details on applying the ADKAR model to understand and facilitate individual change.
Day 4 part 2
This document provides an overview of business principles including marketing, sales, financial management, and innovation. It discusses key topics such as defining business markets, organizational goals and factors that influence innovation, different business structures, marketing mix and techniques, importance of financial planning and budgets, and principles of market research. The objectives are to help understand customer interactions, external influences on business, legal obligations, and what drives new product development and marketing strategies. Various models of innovation and factors affecting organizational goals are presented.
Principles of management organizing & reengineering
The document discusses various aspects of organizing and management including:
1) It describes the formal and informal organization structures as well as factors that determine organizational levels, spans of management, and departmental structures.
2) It discusses the need for clear organizational roles that incorporate objectives, duties, and areas of authority/discretion.
3) It examines approaches for organizing such as departmentalization by function, territory, customer groups, and products as well as matrix and strategic business unit structures.
Business Decision Making
TutorialExperts we have the experienced writers providing the best BDM Assignment Help, previous case studies, information sources are valid and accurate to the Students’ at the most affordable price.
20. SWOT Analysis
SWOT analysis is a tool that examines an organization's internal strengths and weaknesses as well as external opportunities and threats. It can be used to analyze whole organizations, departments, or single products. The purpose is to identify internal performance and areas for improvement, examine external factors that could improve performance or profitability, and consider potential threats. Benefits include making proactive rather than reactive decisions and building on strengths while reducing weaknesses. Potential costs include taking time, stifling creativity, and creating multiple solutions that are difficult to choose between.
Change management PMI
Talking Points and Agenda:
Why change management is important?
Brief about the book "who moved my cheese"
The Change Curve
Emotional intelligence and people reacting to change
Guidelines on how to adopt to change
How to tackle negative resistance
Examples of change management methodologies
Lewin's Model
Beckhard and Harris
Solomon365 BoardPractices 20110721
The Solomon365 platform is a technology-based resource that equips leaders to clarify, simplify and master the most complex aspects of board and risk governance. The BoardPractices module maximizes board impact by clarifying practices, roles and processes.
Changing Change Management
This document discusses approaches to improving change management success rates. It begins by noting that change is constant but change management failure rates remain high, despite decades of advice. It argues that a systematic, disciplined approach is needed. The document then outlines elements of an integrated change management approach called the "Change Delta", including:
- Executional certainty, which provides transparency into progress and issues to enable course corrections.
- Enabled leaders who own the change vision and speak with one voice, having the tools and training to manage change.
- An engaged organization where employees at all levels understand and can manage change.
- Governance, program management, and a program management office that provide structure, accountability and information
Leading and Managing Change in Your Business
London Management Centre show the most effective way to embrace change and maximise the benefits to your organisation.
http://www.lmcuk.com
Chapter 4 managing change - power point slides
This document discusses managing organizational change. It begins by distinguishing between leading change and managing change, and explains that change management is complementary to change leadership. It then outlines several key aspects of managing change, including understanding change theories and the structural/process elements. It also addresses managing the emotions, politics, and attitudes involved in change. Several models of change management are presented, including the ASTD model and Benefits Realization Management. The document concludes by discussing developing effective change managers through training focused on critical behaviors.
Agile Project Management for IT Projects
A project is a temporary endeavor undertaken to create a unique product or service. Agile project management focuses on iterative development, self-organizing teams, early customer involvement and flexibility. Some key aspects of agile include continuous integration, iterations to develop features in short cycles, and pair programming where two developers work together.
DSDM® AgilePF® - Agile Project Framework - Foundation
DSDM® AgilePF® - Agile Project Framework - FoundationMirosław Dąbrowski C-level IT manager, CEO, Agile, ICF Coach, Speaker
Personally designed (content + graphics design), officially accredited DSDM® AgilePF® (Agile Project Framework) Foundation courseware.
DSDM®, AgilePF® are a Registered Trade Marks of Dynamic Systems Development Method Limited.
Trademarks are properties of the holders, who are not affiliated with courseware author.Agile vs Waterfall
Agile and Waterfall are two distinct methods of project management.
The Waterfall model can essentially be described as a linear model of project development. Like its name suggests, waterfall employs a sequential process. Development flows sequentially from start point to end point, with several different stages: Conception, Initiation, Analysis, Design, Construction, Testing, Implementation, and Maintenance.
In contrast, the Agile method proposes an incremental and iterative approach to project development. It was essentially developed in response to the limitations of Waterfall, as a way to give more freedom. The process is broken into individual models that team work on. There is no pre-determined course of action or plan with the Agile method. Rather, team-mates are free to respond to changes in requirements as they arise and make changes as the project progresses. Agile is a pretty new player to the development management. However, it has made substantial gains in use and popularity in the last couple of years.
DSDM
Dynamic System Development Method (DSDM) is an agile project framework that emphasizes continuous user involvement, frequent delivery of working software, and responding to change. It consists of seven phases: feasibility study, functional model iteration, design and build iteration, implementation, which are organized into iterative increments. Key principles include active user involvement, empowered and collaborative teams, frequent delivery, and reversibility of changes.
Basics Of Procurement Process
The document discusses the procurement process in SAP. It involves determining requirements through a purchase requisition or MRP, sourcing suppliers through requests for quotation, selecting vendors, and generating a purchase order. The purchasing, warehousing, and invoice verification departments are then involved in goods receipt, and invoice and payment processing. Special procurement types like stock transfers, subcontracting, and consignment are also outlined.
More Related Content
What's hot
Resistance to change
This document discusses managing resistance to change and provides strategies for overcoming it. It identifies common reasons for resistance such as fear of the unknown and lack of security. Factors affecting change success include advocates, degree of change, time frame, and cultural impact. The document recommends education and communication, support, negotiation, and manipulation as strategies to overcome resistance, noting advantages and disadvantages of each approach.
Change management ppt
This document discusses strategies for managing resistance to change and successfully implementing change within an organization. It provides tips for developing a clear vision, educating employees, involving employees in planning and decision making, setting goals, identifying change leaders, making gradual incremental changes, assessing skills and preparing employees for future changes, standardizing changes, and creating a sense of urgency around the need for change. The overall message is that change can be successfully managed by having a vision, educating people, involving people in the process, setting clear goals and expectations, and making the transition gradual.
Change leadership, leading with less, and leading innovation in the australia...
A placemat developed for a workshop on Responding to Public Sector Leadership Challenges with better Change Leadership, Leading with Less, and Leading Innovation
Change at "The Public Sector Executive Level Leadership Conference 2014" run by Liquid Learning.
Change
Change is something that presses us out of our comfort zone. Change is for the better or for the worst, depending on where you view it. Change has an adjustment period which varies on the individual.
Overcoming resistance-to-change
This document discusses overcoming resistance to change and provides guidance for change leaders. It outlines seven essential elements for successful organizational change: 1) involve people affected by the change, 2) communicate the reason for change, 3) designate a change champion, 4) create a transition team, 5) provide training, 6) bring in outside help, and 7) reward people. It also describes the four phases of change - denial, resistance, exploration, and commitment - and how leaders should respond in each phase. The goal is to get early adopters on board initially and allow the majority to follow over time as resistance decreases.
Managing Change Principles of management
Organizational change involves any alterations to people, structure, or technology within an organization. It is constant yet varies in degree and direction, producing uncertainty but not being completely unpredictable. Change creates both threats and opportunities. Forces for change come from external factors like the marketplace or technology, as well as internal factors like strategy or workforce changes. Change agents are people who initiate and manage the change process. There are different types of change agents including managers, non-managers, and outside consultants. Successful change involves three phases - unfreezing the current state, transitioning to a new state, and refreezing the new state to make it permanent.
Change Management Risks And Barriers PowerPoint Presentation Slides
This document contains a template for identifying and managing risks and barriers associated with change management processes. It includes sections for listing risks with details like risk number, description, potential impact level, mitigation actions, approval and commencement dates. Additional sections provide templates for assessing resistance levels to the change, analyzing risk levels and barriers, and creating a resistance management plan with key areas of resistance and responsible personnel. The overall document provides a framework and tools for systematically identifying, assessing, and mitigating risks, barriers and resistance related to organizational changes.
ADKAR Change Management Model
The document discusses the Prosci ADKAR model for successful change management. The model proposes that individuals successfully change when they have the necessary Awareness, Desire, Knowledge, Ability and Reinforcement (ADKAR). It examines factors that influence and build each element of ADKAR, as well as resisting factors. For example, awareness is built through communication and events, but can be resisted by comfort with the status quo. The document provides details on applying the ADKAR model to understand and facilitate individual change.
Day 4 part 2
This document provides an overview of business principles including marketing, sales, financial management, and innovation. It discusses key topics such as defining business markets, organizational goals and factors that influence innovation, different business structures, marketing mix and techniques, importance of financial planning and budgets, and principles of market research. The objectives are to help understand customer interactions, external influences on business, legal obligations, and what drives new product development and marketing strategies. Various models of innovation and factors affecting organizational goals are presented.
Principles of management organizing & reengineering
The document discusses various aspects of organizing and management including:
1) It describes the formal and informal organization structures as well as factors that determine organizational levels, spans of management, and departmental structures.
2) It discusses the need for clear organizational roles that incorporate objectives, duties, and areas of authority/discretion.
3) It examines approaches for organizing such as departmentalization by function, territory, customer groups, and products as well as matrix and strategic business unit structures.
Business Decision Making
TutorialExperts we have the experienced writers providing the best BDM Assignment Help, previous case studies, information sources are valid and accurate to the Students’ at the most affordable price.
20. SWOT Analysis
SWOT analysis is a tool that examines an organization's internal strengths and weaknesses as well as external opportunities and threats. It can be used to analyze whole organizations, departments, or single products. The purpose is to identify internal performance and areas for improvement, examine external factors that could improve performance or profitability, and consider potential threats. Benefits include making proactive rather than reactive decisions and building on strengths while reducing weaknesses. Potential costs include taking time, stifling creativity, and creating multiple solutions that are difficult to choose between.
Change management PMI
Talking Points and Agenda:
Why change management is important?
Brief about the book "who moved my cheese"
The Change Curve
Emotional intelligence and people reacting to change
Guidelines on how to adopt to change
How to tackle negative resistance
Examples of change management methodologies
Lewin's Model
Beckhard and Harris
Solomon365 BoardPractices 20110721
The Solomon365 platform is a technology-based resource that equips leaders to clarify, simplify and master the most complex aspects of board and risk governance. The BoardPractices module maximizes board impact by clarifying practices, roles and processes.
Changing Change Management
This document discusses approaches to improving change management success rates. It begins by noting that change is constant but change management failure rates remain high, despite decades of advice. It argues that a systematic, disciplined approach is needed. The document then outlines elements of an integrated change management approach called the "Change Delta", including:
- Executional certainty, which provides transparency into progress and issues to enable course corrections.
- Enabled leaders who own the change vision and speak with one voice, having the tools and training to manage change.
- An engaged organization where employees at all levels understand and can manage change.
- Governance, program management, and a program management office that provide structure, accountability and information
Leading and Managing Change in Your Business
London Management Centre show the most effective way to embrace change and maximise the benefits to your organisation.
http://www.lmcuk.com
Chapter 4 managing change - power point slides
This document discusses managing organizational change. It begins by distinguishing between leading change and managing change, and explains that change management is complementary to change leadership. It then outlines several key aspects of managing change, including understanding change theories and the structural/process elements. It also addresses managing the emotions, politics, and attitudes involved in change. Several models of change management are presented, including the ASTD model and Benefits Realization Management. The document concludes by discussing developing effective change managers through training focused on critical behaviors.
What's hot (17)
Change leadership, leading with less, and leading innovation in the australia...
Change leadership, leading with less, and leading innovation in the australia...
Change Management Risks And Barriers PowerPoint Presentation Slides
Change Management Risks And Barriers PowerPoint Presentation Slides
Principles of management organizing & reengineering
Principles of management organizing & reengineering
Viewers also liked
Agile Project Management for IT Projects
A project is a temporary endeavor undertaken to create a unique product or service. Agile project management focuses on iterative development, self-organizing teams, early customer involvement and flexibility. Some key aspects of agile include continuous integration, iterations to develop features in short cycles, and pair programming where two developers work together.
DSDM® AgilePF® - Agile Project Framework - Foundation
DSDM® AgilePF® - Agile Project Framework - FoundationMirosław Dąbrowski C-level IT manager, CEO, Agile, ICF Coach, Speaker
Personally designed (content + graphics design), officially accredited DSDM® AgilePF® (Agile Project Framework) Foundation courseware.
DSDM®, AgilePF® are a Registered Trade Marks of Dynamic Systems Development Method Limited.
Trademarks are properties of the holders, who are not affiliated with courseware author.Agile vs Waterfall
Agile and Waterfall are two distinct methods of project management.
The Waterfall model can essentially be described as a linear model of project development. Like its name suggests, waterfall employs a sequential process. Development flows sequentially from start point to end point, with several different stages: Conception, Initiation, Analysis, Design, Construction, Testing, Implementation, and Maintenance.
In contrast, the Agile method proposes an incremental and iterative approach to project development. It was essentially developed in response to the limitations of Waterfall, as a way to give more freedom. The process is broken into individual models that team work on. There is no pre-determined course of action or plan with the Agile method. Rather, team-mates are free to respond to changes in requirements as they arise and make changes as the project progresses. Agile is a pretty new player to the development management. However, it has made substantial gains in use and popularity in the last couple of years.
DSDM
Dynamic System Development Method (DSDM) is an agile project framework that emphasizes continuous user involvement, frequent delivery of working software, and responding to change. It consists of seven phases: feasibility study, functional model iteration, design and build iteration, implementation, which are organized into iterative increments. Key principles include active user involvement, empowered and collaborative teams, frequent delivery, and reversibility of changes.
Basics Of Procurement Process
The document discusses the procurement process in SAP. It involves determining requirements through a purchase requisition or MRP, sourcing suppliers through requests for quotation, selecting vendors, and generating a purchase order. The purchasing, warehousing, and invoice verification departments are then involved in goods receipt, and invoice and payment processing. Special procurement types like stock transfers, subcontracting, and consignment are also outlined.
Procurement: Strategies | Best Practices - May 2011
a quick summary and roadmap for transforming procurement organizations from transactional to strategic.
Project management
The document discusses various aspects of project management. It begins by outlining the different stages of a project including planning and scheduling, data collection, status updates, and ensuring successful completion. It then defines what a project is, its key characteristics, and how project management applies knowledge and techniques to meet stakeholder needs and expectations. The document also discusses why companies and individuals use project management and what goes into a project management plan. It provides overviews of the project management process, process groups, knowledge areas, and integration management.
Viewers also liked (7)
DSDM® AgilePF® - Agile Project Framework - Foundation
DSDM® AgilePF® - Agile Project Framework - Foundation
Procurement: Strategies | Best Practices - May 2011
Procurement: Strategies | Best Practices - May 2011
Similar to Agile advocacy
Tqm change mgmt
Change management is the process of transitioning an organization from its current state to a desired future state in a planned and managed manner. It involves developing a vision for change, strategies for implementing change, and addressing resistance. A change management strategy involves understanding the specifics of the change, identifying impacted groups, establishing a team structure and sponsor coalition, assessing risks and resistance, and developing special tactics. Key elements of a strategy include situational awareness, supporting structures, and strategy analysis. Kotter's eight step model provides a framework for leading change through increasing urgency, building guiding teams, communicating vision, empowering employees and institutionalizing changes.
The client-facilitator relationship
Client-consultant relationship is a fundamental piece in the puzzle of successful consultation. Soft systems thinking provides a powerful framework to conceptualize and make sense of such relationships, clarifying mutual commitment and demonstrates collaborative values.
Consultancy management
Management consulting involves helping organizations improve performance by analyzing problems and developing improvement plans. Consultants are needed to provide external expertise and advice on issues like strategy, operations, and organizational change. The consulting process typically involves an entry phase, diagnosis of issues, action planning, implementation, and termination. Consultants are used to achieve objectives, solve problems, identify opportunities, enhance learning, and drive change.
Change management in a project environment webinar, 5 December 2022
Change management in a project environment webinar, 5 December 2022Association for Project Management
Change management in a project environment webinar
Monday 5 December 2022
APM Enabling Change Specific Interest Group
Presented by:
David Appleyard and Mark Vincent
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/change-management-in-a-project-environment-webinar/
Content description:
An introduction to change management principles, covering the relationship between project and change management and providing advice on how to apply change management in practice.
What do we mean by change management and how does this fit into a project context?
This session presented on Monday 5 December discussed the various elements of managing change within the context of a project environment.
During the session we covered how change impacts both individuals and organisations and introduce some of the tools and techniques that can make changes successful and sustainable.
This session was aimed at an audience seeking to learn more about how to manage change and we hope that this session will share both best practices and pitfalls to avoid.
The session was presented by experienced change and project management professionals.
Change management & Technological Change.pptx
This document discusses change management and organizational change management. It defines change management as managing change in a planned and systematic way, while organizational change management refers to developing a planned approach to bring about change within an organization. The key objectives of organizational change management are to maximize collective benefits and minimize the risk of failure, mainly dealing with the human aspect of change. Change can be reactive, in response to external factors, or proactive by initiating internal change to achieve organizational goals. Principles of change management include involving people, understanding the current and desired future states, and planning and communicating changes.
Change Management for The Change
Change Management processes typically provides a system of planning, scheduling, implementing, and tracking changes that need to be completed within an organization
“Ensure that standardized methods and techniques are used for efficient and prompt handling of all changes in order to prevent change-related incidents”.
Benefits and Value and Governance SIG Conference, Prioritizing sustainability...
Benefits and Value and Governance SIG Conference, Prioritizing sustainability...Association for Project Management
This document discusses using benefits management to prioritize sustainability initiatives. It notes that sustainability projects are difficult to quantify and fund due to higher upfront costs and uncertain long term returns. The document defines benefits management and sustainability. It recommends starting with identifying stakeholders and the value they receive, understanding current performance, and monitoring benefits realization. The document discusses techniques for valuing sustainability benefits and overcoming barriers to using benefits management, including making the process easy and appealing to stakeholders. Examples of successful benefits management projects are solicited from the audience.Change management ppt @ bec doms bagalkot mba
Change management involves managing the people side of change to achieve the desired business outcome and involves three key phases: preparing for change, managing change, and reinforcing change. It requires understanding change from both an individual and organizational perspective. At an individual level, change requires understanding how each person can successfully change. At an organizational level, tools and processes are needed to facilitate change across many individuals. Resistance to change is normal and can be reduced by communicating well, involving people, building trust and addressing concerns.
Change management
Importance of successful change management ; Change management principles ; Change management process ; Resistance to change ; ; Building culture for change ; ADKAR Model ; Change management strategies; John P Kotter's change management strategies
Session III final
Session III from a fun series of sessions I did the world of fast and lasting change -- the key deliverables of all RTSC work
Wessex education shared services change toolkit
The document provides tools and guidance for managing organizational change. It discusses selecting a change strategy, including different types of strategies from directive to participative. It emphasizes assessing readiness for change and resistance through diagnostic activities. The document also covers creating a change strategy, with steps to take a strategic, operational, and tactical perspective and get feedback on the draft strategy. The goal is to effectively plan and implement change through the appropriate application of change management strategies and tools.
change management for smart business approach
The document discusses change management and involving people in change management. It defines change management as managing change in a planned and systematic way. It outlines principles of change management like involving people, understanding the current and desired states, planning development in stages, and communicating changes openly. It also discusses advantages of proper change management, the change management process, resistance to change, building a culture for change using the ADKAR model, strategies for change management using various approaches, the role of leaders in change, and involving people through communication, participation, rewards, and teams.
resistanceandtypesofresistancetochange-150123004505-conversion-gate02.pdf
This document discusses resistance to organizational change. It defines resistance to change and describes the types of resistance including blind, political, and ideological resistance. It then discusses the rationale for resistance, sources of individual and organizational resistance, causes of resistance including threats to needs and security, and stages of resistance. The document also notes some benefits of resistance and describes ways to reduce resistance through communication, involvement, and addressing concerns. It provides strategies for overcoming resistance and making change permanent through leadership, rewards, and employee concern. Finally, it discusses stress, factors that cause stress, and individual and organizational approaches to managing stress.
Resistance and types of resistance to change
This document discusses resistance to organizational change. It defines resistance to change and describes the types of resistance including blind, political, and ideological resistance. It then discusses the rationale for resistance, sources of resistance at the individual and organizational level, causes of resistance, and stages of resistance. The document also notes some benefits of resistance and describes ways to reduce resistance through communication, participation, support, and addressing personal concerns. It provides strategies for overcoming resistance and making change permanent through leadership, rewards, and employee concern.
Introduction to Stakeholder Analysis
Change Management Made Easier - Know Your Stakeholders: Create advocates within your organization by understanding the motivations of your internal customers.
Change management
By definition, progress means change. This is not always comfortable. It may challenge our assumptions, and the way we are used to doing and seeing things. It asks us to have faith in
the larger picture, the eventual results, and each other. We need energy to deal with it, and perspective, and sometimes just a sense of humor”.
Strategies for Managing Change - Adetoun Omole (Mrs.)
Ever wondered why employees resist change vehemently and go steps further to frustrate the change process?
There are strategies to deploy for a successful change management process/transition to evolve. Find out how to manage and sustain 'Change' from these slides of mine! Take charge! - Adetoun Omole (ACIPM).
Strategies for Managing Change - Adetoun Omole (mrs.)
Ever wondered why employees resist change vehemently and go steps further to frustrate the change process?
There are strategies to deploy for a successful change management process/transition to evolve. Find out how to manage and sustain change from these slides of mine! Take charge! - Adetoun Omole (ACIPM).
Strategies_for_Managing_Change_for_R4L_Programs_2014_06.ppt
This document provides strategies for managing change when adopting new information resources like Research4Life. It discusses models of change management, including identifying conditions for successful change and sources of resistance. Key aspects covered include Rogers' innovation/decision process model of unfreezing, changing and refreezing; the adoption curve showing innovators to laggards; and identifying stakeholders. Exercises guide applying these strategies to optimize adoption of R4L resources by identifying relevant groups, their needs, and developing an action plan to address challenges to change.
slidesforchangemanagement-141125085630-conversion-gate01
This document outlines an agenda for a change management training. It includes an introduction to change management concepts like the pace of change, organizational responses to change, and principles of managing change. It discusses Lewin's change model of unfreezing, moving, and refreezing. It also covers Kotter's 8-stage process for creating major change, including establishing urgency, communicating vision, empowering others, and anchoring changes in culture. The training utilizes exercises, assessments, and a case study to help participants understand how to effectively lead and respond to organizational change.
Similar to Agile advocacy (20)
Change management in a project environment webinar, 5 December 2022
Change management in a project environment webinar, 5 December 2022
Benefits and Value and Governance SIG Conference, Prioritizing sustainability...
Benefits and Value and Governance SIG Conference, Prioritizing sustainability...
resistanceandtypesofresistancetochange-150123004505-conversion-gate02.pdf
resistanceandtypesofresistancetochange-150123004505-conversion-gate02.pdf
Strategies for Managing Change - Adetoun Omole (Mrs.)
Strategies for Managing Change - Adetoun Omole (Mrs.)
Strategies for Managing Change - Adetoun Omole (mrs.)
Strategies for Managing Change - Adetoun Omole (mrs.)
Strategies_for_Managing_Change_for_R4L_Programs_2014_06.ppt
Strategies_for_Managing_Change_for_R4L_Programs_2014_06.ppt
slidesforchangemanagement-141125085630-conversion-gate01
slidesforchangemanagement-141125085630-conversion-gate01
Recently uploaded
Infrastructure Challenges in Scaling RAG with Custom AI models
Building Retrieval-Augmented Generation (RAG) systems with open-source and custom AI models is a complex task. This talk explores the challenges in productionizing RAG systems, including retrieval performance, response synthesis, and evaluation. We’ll discuss how to leverage open-source models like text embeddings, language models, and custom fine-tuned models to enhance RAG performance. Additionally, we’ll cover how BentoML can help orchestrate and scale these AI components efficiently, ensuring seamless deployment and management of RAG systems in the cloud.
Columbus Data & Analytics Wednesdays - June 2024
Columbus Data & Analytics Wednesdays, June 2024 with Maria Copot 20
Your One-Stop Shop for Python Success: Top 10 US Python Development Providers
Simplify your search for a reliable Python development partner! This list presents the top 10 trusted US providers offering comprehensive Python development services, ensuring your project's success from conception to completion.
Cosa hanno in comune un mattoncino Lego e la backdoor XZ?
ABSTRACT: A prima vista, un mattoncino Lego e la backdoor XZ potrebbero avere in comune il fatto di essere entrambi blocchi di costruzione, o dipendenze di progetti creativi e software. La realtà è che un mattoncino Lego e il caso della backdoor XZ hanno molto di più di tutto ciò in comune.
Partecipate alla presentazione per immergervi in una storia di interoperabilità, standard e formati aperti, per poi discutere del ruolo importante che i contributori hanno in una comunità open source sostenibile.
BIO: Sostenitrice del software libero e dei formati standard e aperti. È stata un membro attivo dei progetti Fedora e openSUSE e ha co-fondato l'Associazione LibreItalia dove è stata coinvolta in diversi eventi, migrazioni e formazione relativi a LibreOffice. In precedenza ha lavorato a migrazioni e corsi di formazione su LibreOffice per diverse amministrazioni pubbliche e privati. Da gennaio 2020 lavora in SUSE come Software Release Engineer per Uyuni e SUSE Manager e quando non segue la sua passione per i computer e per Geeko coltiva la sua curiosità per l'astronomia (da cui deriva il suo nickname deneb_alpha).
TrustArc Webinar - 2024 Global Privacy Survey
How does your privacy program stack up against your peers? What challenges are privacy teams tackling and prioritizing in 2024?
In the fifth annual Global Privacy Benchmarks Survey, we asked over 1,800 global privacy professionals and business executives to share their perspectives on the current state of privacy inside and outside of their organizations. This year’s report focused on emerging areas of importance for privacy and compliance professionals, including considerations and implications of Artificial Intelligence (AI) technologies, building brand trust, and different approaches for achieving higher privacy competence scores.
See how organizational priorities and strategic approaches to data security and privacy are evolving around the globe.
This webinar will review:
- The top 10 privacy insights from the fifth annual Global Privacy Benchmarks Survey
- The top challenges for privacy leaders, practitioners, and organizations in 2024
- Key themes to consider in developing and maintaining your privacy program
Video Streaming: Then, Now, and in the Future
In his public lecture, Christian Timmerer provides insights into the fascinating history of video streaming, starting from its humble beginnings before YouTube to the groundbreaking technologies that now dominate platforms like Netflix and ORF ON. Timmerer also presents provocative contributions of his own that have significantly influenced the industry. He concludes by looking at future challenges and invites the audience to join in a discussion.
Essentials of Automations: The Art of Triggers and Actions in FME
In this second installment of our Essentials of Automations webinar series, we’ll explore the landscape of triggers and actions, guiding you through the nuances of authoring and adapting workspaces for seamless automations. Gain an understanding of the full spectrum of triggers and actions available in FME, empowering you to enhance your workspaces for efficient automation.
We’ll kick things off by showcasing the most commonly used event-based triggers, introducing you to various automation workflows like manual triggers, schedules, directory watchers, and more. Plus, see how these elements play out in real scenarios.
Whether you’re tweaking your current setup or building from the ground up, this session will arm you with the tools and insights needed to transform your FME usage into a powerhouse of productivity. Join us to discover effective strategies that simplify complex processes, enhancing your productivity and transforming your data management practices with FME. Let’s turn complexity into clarity and make your workspaces work wonders!
Removing Uninteresting Bytes in Software Fuzzing
Imagine a world where software fuzzing, the process of mutating bytes in test seeds to uncover hidden and erroneous program behaviors, becomes faster and more effective. A lot depends on the initial seeds, which can significantly dictate the trajectory of a fuzzing campaign, particularly in terms of how long it takes to uncover interesting behaviour in your code. We introduce DIAR, a technique designed to speedup fuzzing campaigns by pinpointing and eliminating those uninteresting bytes in the seeds. Picture this: instead of wasting valuable resources on meaningless mutations in large, bloated seeds, DIAR removes the unnecessary bytes, streamlining the entire process.
In this work, we equipped AFL, a popular fuzzer, with DIAR and examined two critical Linux libraries -- Libxml's xmllint, a tool for parsing xml documents, and Binutil's readelf, an essential debugging and security analysis command-line tool used to display detailed information about ELF (Executable and Linkable Format). Our preliminary results show that AFL+DIAR does not only discover new paths more quickly but also achieves higher coverage overall. This work thus showcases how starting with lean and optimized seeds can lead to faster, more comprehensive fuzzing campaigns -- and DIAR helps you find such seeds.
- These are slides of the talk given at IEEE International Conference on Software Testing Verification and Validation Workshop, ICSTW 2022.
Things to Consider When Choosing a Website Developer for your Website | FODUU
Choosing the right website developer is crucial for your business. This article covers essential factors to consider, including experience, portfolio, technical skills, communication, pricing, reputation & reviews, cost and budget considerations and post-launch support. Make an informed decision to ensure your website meets your business goals.
Best 20 SEO Techniques To Improve Website Visibility In SERP
Boost your website's visibility with proven SEO techniques! Our latest blog dives into essential strategies to enhance your online presence, increase traffic, and rank higher on search engines. From keyword optimization to quality content creation, learn how to make your site stand out in the crowded digital landscape. Discover actionable tips and expert insights to elevate your SEO game.
Unlock the Future of Search with MongoDB Atlas_ Vector Search Unleashed.pdf
Discover how MongoDB Atlas and vector search technology can revolutionize your application's search capabilities. This comprehensive presentation covers:
* What is Vector Search?
* Importance and benefits of vector search
* Practical use cases across various industries
* Step-by-step implementation guide
* Live demos with code snippets
* Enhancing LLM capabilities with vector search
* Best practices and optimization strategies
Perfect for developers, AI enthusiasts, and tech leaders. Learn how to leverage MongoDB Atlas to deliver highly relevant, context-aware search results, transforming your data retrieval process. Stay ahead in tech innovation and maximize the potential of your applications.
#MongoDB #VectorSearch #AI #SemanticSearch #TechInnovation #DataScience #LLM #MachineLearning #SearchTechnology
National Security Agency - NSA mobile device best practices
Threats to mobile devices are more prevalent and increasing in scope and complexity. Users of mobile devices desire to take full advantage of the features
available on those devices, but many of the features provide convenience and capability but sacrifice security. This best practices guide outlines steps the users can take to better protect personal devices and information.
20240607 QFM018 Elixir Reading List May 2024
Everything I found interesting about the Elixir programming ecosystem in May 2024
UiPath Test Automation using UiPath Test Suite series, part 6
Welcome to UiPath Test Automation using UiPath Test Suite series part 6. In this session, we will cover Test Automation with generative AI and Open AI.
UiPath Test Automation with generative AI and Open AI webinar offers an in-depth exploration of leveraging cutting-edge technologies for test automation within the UiPath platform. Attendees will delve into the integration of generative AI, a test automation solution, with Open AI advanced natural language processing capabilities.
Throughout the session, participants will discover how this synergy empowers testers to automate repetitive tasks, enhance testing accuracy, and expedite the software testing life cycle. Topics covered include the seamless integration process, practical use cases, and the benefits of harnessing AI-driven automation for UiPath testing initiatives. By attending this webinar, testers, and automation professionals can gain valuable insights into harnessing the power of AI to optimize their test automation workflows within the UiPath ecosystem, ultimately driving efficiency and quality in software development processes.
What will you get from this session?
1. Insights into integrating generative AI.
2. Understanding how this integration enhances test automation within the UiPath platform
3. Practical demonstrations
4. Exploration of real-world use cases illustrating the benefits of AI-driven test automation for UiPath
Topics covered:
What is generative AI
Test Automation with generative AI and Open AI.
UiPath integration with generative AI
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
CAKE: Sharing Slices of Confidential Data on Blockchain
Presented at the CAiSE 2024 Forum, Intelligent Information Systems, June 6th, Limassol, Cyprus.
Synopsis: Cooperative information systems typically involve various entities in a collaborative process within a distributed environment. Blockchain technology offers a mechanism for automating such processes, even when only partial trust exists among participants. The data stored on the blockchain is replicated across all nodes in the network, ensuring accessibility to all participants. While this aspect facilitates traceability, integrity, and persistence, it poses challenges for adopting public blockchains in enterprise settings due to confidentiality issues. In this paper, we present a software tool named Control Access via Key Encryption (CAKE), designed to ensure data confidentiality in scenarios involving public blockchains. After outlining its core components and functionalities, we showcase the application of CAKE in the context of a real-world cyber-security project within the logistics domain.
Paper: https://doi.org/10.1007/978-3-031-61000-4_16
20240609 QFM020 Irresponsible AI Reading List May 2024
Everything I found interesting about the irresponsible use of machine intelligence in May 2024
Recently uploaded (20)
Infrastructure Challenges in Scaling RAG with Custom AI models
Infrastructure Challenges in Scaling RAG with Custom AI models
Your One-Stop Shop for Python Success: Top 10 US Python Development Providers
Your One-Stop Shop for Python Success: Top 10 US Python Development Providers
Cosa hanno in comune un mattoncino Lego e la backdoor XZ?
Cosa hanno in comune un mattoncino Lego e la backdoor XZ?
Essentials of Automations: The Art of Triggers and Actions in FME
Essentials of Automations: The Art of Triggers and Actions in FME
Things to Consider When Choosing a Website Developer for your Website | FODUU
Things to Consider When Choosing a Website Developer for your Website | FODUU
Best 20 SEO Techniques To Improve Website Visibility In SERP
Best 20 SEO Techniques To Improve Website Visibility In SERP
Unlock the Future of Search with MongoDB Atlas_ Vector Search Unleashed.pdf
Unlock the Future of Search with MongoDB Atlas_ Vector Search Unleashed.pdf
National Security Agency - NSA mobile device best practices
National Security Agency - NSA mobile device best practices
UiPath Test Automation using UiPath Test Suite series, part 6
UiPath Test Automation using UiPath Test Suite series, part 6
CAKE: Sharing Slices of Confidential Data on Blockchain
CAKE: Sharing Slices of Confidential Data on Blockchain
20240609 QFM020 Irresponsible AI Reading List May 2024
20240609 QFM020 Irresponsible AI Reading List May 2024
Agile advocacy
- 2. My background IT Leadership and Project Leadership Advocacy is part of both.
- 3. Good agile advocacy is important • It facilitates change. • Agile works best when it is understood & supported. • Advocacy provides a point of alignment. • Advocacy has an impact on adoption. [ + | - ]
- 4. Definitions for Advocacy • To support or urge by argument, especially publically. (Webster’s) • Wide range of activity conducted to influence decision makers at various levels. (Innovation Network) • Influencing others to embrace change. [accept]
- 5. Characteristics of advocacy • Influence model, not an authority model • Taking a position, not presenting alternatives • Selling the benefits, not the solution • Identify areas of change: new, modified, goes away • Different tactics for each organizational level • Needed more where established process is entrenched • Needed less where change will be readily accepted
- 6. Good agile advocacy • Identifies benefits & challenges together • Identifies change: new, modified, removed • Aware of areas of resistance • Is tailored for each audience
- 7. Audiences • Executive Management • Organizational stakeholders & functional groups • Technical teams
- 8. Who is the advocate? • Development Manager • Project Manager • ScrumMaster, Product Owner • IT Leader • Technical lead
- 9. Advocating with Executive Management • Have a Sponsor • Know exactly what you need: Funding? Support vs. decision? Resource allocation? Change to roles, governance, project management, portfolio mgnt, procurement, etc? • 1 on 1 first before group meetings • Know your audience - motivations and pain points
- 10. Presenting to Executive Management • Clear, concise, simple, direct • Generally don’t need to know a lot about methodology • Cover: Purpose (Why) Alignment with organizational strategy Benefits & Challenges Costs Risks WIFM – Impacts (resources, projects, schedules, etc.) Changes
- 11. Executive Management - CAUTION They also need to know what they AREN’T going to get. • Detailed project plans and Gantt charts won’t be used. • Status reports will be partially replaced by product demos. • Scope will be flexible. • [When outsourcing] Detailed SOWs based on completed requirements and change orders.
- 12. Advocacy for other stakeholders • Focus is on what we need from them: regular involvement, decision making, participation in sprint review sessions, etc. • What has changed from how we used to work. • Benefits & Challenges
- 13. Advocacy in the team – different dynamic • Agile advocates as peers • Socialize vs. evangelize • Identify resistance points & deal with them
- 14. Non advocacy – stealth mode • When team and organization has a high degree of readiness
- 15. Advocacy is “done” when: • Resistance -> acceptance -> embracing -> the norm • Everyone is an agile advocate & works towards continuous improvement
- 16. Pitfall – Not preparing for productivity adoption cycles
- 17. Other pitfalls • Preconceptions: agile means faster, cheaper, right? • Agile as panacea
- 18. Agile Personality Types Being Agile: Your Roadmap to Successful Adoption of Agile Mario Moreira
- 19. For more information Jim Ure jure@comcast.net
Editor's Notes
- Experience with security, ERP, IP consolidation.
- But I haven’t always done it well.
- Executives can stop something they haven’t endorsed.In a traditional strongly hierarchical organization, executives have the authority to cancel a project and can reallocate resources.
- My teams don’t like advocacy. Resisters go into a state of constant irritation, deniers say “why do you keep talking about this, just let us work.”
- My teams don’t like advocacy. Resisters go into a state of constant irritation, deniers say “why do you keep talking about this, just let us work.”
- My teams don’t like advocacy. Resisters go into a state of constant irritation, deniers say “why do you keep talking about this, just let us work.”