This document describes management advisory and consulting services provided by Alex Bezinge for private equity funds and industrial companies. The services include business problem solving, turnaround management, and advisory roles. Key services involve diagnosing issues, developing recommendations, and implementing solutions on a part-time or full-time basis. Alex Bezinge has over 20 years of experience in industries and private equity, providing expertise in various sectors. Advisory services leverage his experience and network to improve business performance in challenging situations.
This document describes management advisory and private equity consulting services provided by Alex Bezinge. The services include business diagnostics, performance improvement strategies, and board advisory services. Key differentiators include experience in both private equity and industrial operations, as well as providing full process support from analysis to implementation to conclusions. Example projects involve strategies like product development, cost reduction, and turnarounds. Broad international experience and a network of experts allow for flexible customized solutions.
This document discusses strategies for managing technology and innovation, specifically regarding customization, speed, knowhow, and time pacing. It provides examples of how companies like Toyota, Dell, and Motorola quickly customize and deliver products to customers. It also discusses how standardization strategies can enable customization through approaches like part, process, and product standardization. The development of the video cassette recorder industry is presented as a case study showing the stages of competition for industry foresight, shortening migration paths, and market position.
Optimizing Your Outsourcing Portfolio – Deciding What to Source: Core vs. Con...Neo Group Inc
Neo Group’s Portfolio Assessment Model can help you enhance your outsourcing portfolio to ensure your company’s sourcing program is aligned with its long-term goals.
This document discusses key factors in managing technology, including the importance of creativity, invention, innovation, research and development. It emphasizes that managing technology requires continuous efforts to create new technologies and bring novel products and services to market. While invention generates new concepts, innovation involves integrating existing technologies into new products and systems. Both are essential for technology development and application. The document also examines types of innovation, how to foster creativity, and the importance of timing when bringing innovations to market.
EA Governance as IT Sustainability (NY IT Leadership Academy Apr 2013)Eric Stephens
The document discusses enterprise architecture (EA) governance and provides examples from a case study. It describes how EA governance can help prevent entropy in complex IT systems using concepts from thermodynamics. It then discusses a mortgage insurance company case study where the author helped rejuvenate the EA governance program by developing an EA charter, principles, and metrics focused on outcomes. Finally, it presents models and best practices for effective EA governance.
PECB Webinar: Aligning a PRINCE2 Project with TOGAF ADM While Complying with ...PECB
We will cover:
• PRINCE2 and TOGAF ADM basic concepts overview
• Purpose and context for aligning PRINCE2 with TOGAF ADM
• Applying TOGAF ADM focus areas of EA project in a PRINCE2 context
• Mapping PRINCE2 management products to TOGAF ADM context
• Suggesting project roles through use of theory and practical exercises
• Aligning PRINCE2 / TOGAF project with ISO 21500 guidance
Presenter: This webinar will be presented by Ahmad Yasser Alshareef, Enterprise Architect & CEO of MegaSoft Company.
This document summarizes the agenda and objectives for Day Five of a Systems Engineering Practice Workshop. The day's sessions will focus on the transition from engineering design to logistic support, including system integration, production, deployment, operations and support. Participants will practice applying tools like dependency structure matrices and quality function deployment to orchestrate the transition process and implement systems engineering principles in the production and operations environments. The goal is to identify action-ready ideas for improving systems engineering practices.
As the size of your development shop and organization grows, being able to align the needs of the business with technology grows ever-important. Having been involved with our company's Enterprise Architecture practice since the early days of its inception I have had the opportunity to grow with the team, which I now lead, and have seen what works - and what doesn't - for our organization. Regardless of whether you are part of a small startup shop or a 20,000 employee organization, there is a need for a focus on Enterprise Architecture.
This document describes management advisory and private equity consulting services provided by Alex Bezinge. The services include business diagnostics, performance improvement strategies, and board advisory services. Key differentiators include experience in both private equity and industrial operations, as well as providing full process support from analysis to implementation to conclusions. Example projects involve strategies like product development, cost reduction, and turnarounds. Broad international experience and a network of experts allow for flexible customized solutions.
This document discusses strategies for managing technology and innovation, specifically regarding customization, speed, knowhow, and time pacing. It provides examples of how companies like Toyota, Dell, and Motorola quickly customize and deliver products to customers. It also discusses how standardization strategies can enable customization through approaches like part, process, and product standardization. The development of the video cassette recorder industry is presented as a case study showing the stages of competition for industry foresight, shortening migration paths, and market position.
Optimizing Your Outsourcing Portfolio – Deciding What to Source: Core vs. Con...Neo Group Inc
Neo Group’s Portfolio Assessment Model can help you enhance your outsourcing portfolio to ensure your company’s sourcing program is aligned with its long-term goals.
This document discusses key factors in managing technology, including the importance of creativity, invention, innovation, research and development. It emphasizes that managing technology requires continuous efforts to create new technologies and bring novel products and services to market. While invention generates new concepts, innovation involves integrating existing technologies into new products and systems. Both are essential for technology development and application. The document also examines types of innovation, how to foster creativity, and the importance of timing when bringing innovations to market.
EA Governance as IT Sustainability (NY IT Leadership Academy Apr 2013)Eric Stephens
The document discusses enterprise architecture (EA) governance and provides examples from a case study. It describes how EA governance can help prevent entropy in complex IT systems using concepts from thermodynamics. It then discusses a mortgage insurance company case study where the author helped rejuvenate the EA governance program by developing an EA charter, principles, and metrics focused on outcomes. Finally, it presents models and best practices for effective EA governance.
PECB Webinar: Aligning a PRINCE2 Project with TOGAF ADM While Complying with ...PECB
We will cover:
• PRINCE2 and TOGAF ADM basic concepts overview
• Purpose and context for aligning PRINCE2 with TOGAF ADM
• Applying TOGAF ADM focus areas of EA project in a PRINCE2 context
• Mapping PRINCE2 management products to TOGAF ADM context
• Suggesting project roles through use of theory and practical exercises
• Aligning PRINCE2 / TOGAF project with ISO 21500 guidance
Presenter: This webinar will be presented by Ahmad Yasser Alshareef, Enterprise Architect & CEO of MegaSoft Company.
This document summarizes the agenda and objectives for Day Five of a Systems Engineering Practice Workshop. The day's sessions will focus on the transition from engineering design to logistic support, including system integration, production, deployment, operations and support. Participants will practice applying tools like dependency structure matrices and quality function deployment to orchestrate the transition process and implement systems engineering principles in the production and operations environments. The goal is to identify action-ready ideas for improving systems engineering practices.
As the size of your development shop and organization grows, being able to align the needs of the business with technology grows ever-important. Having been involved with our company's Enterprise Architecture practice since the early days of its inception I have had the opportunity to grow with the team, which I now lead, and have seen what works - and what doesn't - for our organization. Regardless of whether you are part of a small startup shop or a 20,000 employee organization, there is a need for a focus on Enterprise Architecture.
- Proforma UK is an enterprise architecture and process improvement consultancy that captures, models, and analyzes organizational structures, processes, systems, and other elements. It provides modeling, training, and ongoing support services.
- Enterprise architecture modeling enables standards compliance, process simulation and improvement, alignment of processes and systems, and improved communication between business and IT. It provides a shared understanding of strategy and operations.
- Proforma uses the ProVision modeling tool to create various hierarchy, methodology, and other models covering business, systems, technology, and other architectures using standard frameworks and languages. Modeling aims to clearly and simply represent organizations and processes.
CG Consultancy UK Limited - Company Credentials PackChris Goodall
CG Consultancy provides technology consulting services such as strategy development, audits, project management, and system implementation. They work with clients across several industries, including financial, publishing, and education. Recent clients include Business Monitor International, a financial publisher, and Incisive Media, a media and events company, for whom they have delivered projects such as implementing a new event management system. Clients provide positive endorsements, praising CG Consultancy's professionalism, ability to understand key drivers, and help in addressing technology challenges for growing companies.
This document discusses applying agile principles and practices to TOGAF architecture projects. It outlines the goals of mapping agile approaches to the TOGAF Architecture Development Method (ADM). Key aspects covered include mapping agile values, principles, practices and roles to the TOGAF ADM phases. Specific techniques like story cards, planning boards and retrospectives are described. The workshop aims to provide guidance on an agile enterprise architecture approach and get feedback to inform future standards.
This document provides information about Atos Origin's Transition & Programme/Project Management department. It discusses Atos' focus on understanding business objectives, ensuring business continuity, managing change, and end-to-end project management. It also describes Atos' Project Support Office which aims to improve project results, reduce costs, drive competency development, and assure quality. Finally, it lists some of Atos' clients across various industries.
Thomas Thein is a delivery-focused IT professional with over 15 years of experience in IT project management, application development, and SAP implementations, having managed large distributed teams and budgets across various industries. Most recently, he served as the IT Integration PMO Lead for Graphic Packaging International, where he established and led the PMO through a major corporate merger. He brings expertise in program and project management, budgeting, team leadership, and process optimization.
In their first jointly organised conference, the Portfolio Management (PfM) SIG and Benefits Management (BM) SIG hosted around 80 people at the ETC in Hatton Garden, London on 6th March for a packed agenda of speakers, workshops and other interactive sessions.
Venkatesh Srinivasan is an IT Project Manager with over 11 years of experience managing projects up to $10 million for banking and insurance clients. He has successfully delivered 8 projects worth $8 million on time. He has expertise in all phases of the project lifecycle from planning to implementation. He is proficient in technologies like Oracle, SQL, PL/SQL, and has experience in domains like banking, insurance, and retail.
The document provides an overview and discussion of new product development and project management life cycle models. It begins with clarifying terminology for product management, project management, and program management. It then discusses traditional NPD and project management models like the stage-gate process and waterfall model. The document aims to discuss best practice approaches to innovation and accelerated time to market through integrated life cycle models.
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
TOGAF® & Major IT Frameworks - Architecting the FamilyDanny Greefhorst
This document discusses several major IT frameworks: TOGAF for enterprise architecture, ITIL for IT service management, and COBIT for IT governance. It provides overviews of each framework, how they relate to each other, and how they can be used together. TOGAF provides guidance for developing enterprise architectures, ITIL provides guidance for designing IT service solutions, and COBIT provides guidance for governing IT and relating it to business goals. The frameworks can work together with TOGAF defining strategic architectures, ITIL defining detailed solution designs, and COBIT overseeing governance.
Exceptionally well qualified Senior IT Executive with PROVEN TRACK RECORD . Twenty (20) years’ experience, successfully leading programs, practices and business development as large as $60 million. Accustomed to large, complex initiatives, responsible for a hundred plus resources and multi-million dollar budgets. Proven track record of using varied business processes and technologies enabling clients to achieve their overall strategic, tactical goals and business cases. Strong ability to provide valued leadership and build effective, high energy teams needed to support the development of effective, complex global solutions for companies across matrixed management environments
Ibrahim Ashour Hassen has over 20 years of experience in ERP consulting, project management, and software development. He has extensive expertise in Oracle ERP applications such as Oracle Financials, Supply Chain, and Manufacturing. Some of his roles include project manager, team leader, and application manager where he has successfully implemented Oracle ERP solutions for various organizations. He has strong technical skills in Oracle applications, PL/SQL, database design, and software development lifecycles.
Very useful set of TOGAF-related diagrams from the Orbus Software.
TOGAF®9.1 is an Architecture Framework which has been developed by the Open Group to provide the methods and tools
for assisting in the acceptance, production, use and maintenance of an Enterprise Architecture.
This document provides an overview of a presentation on achieving business value through business process management (BPM), standards, and governance. It introduces the speaker, John Suzanne, and his background. Key definitions are provided for concepts like Six Sigma, Lean Six Sigma, TRIZ, BPM, and governance. An example BPM governance charter is outlined, covering its scope, vision, objectives, lifecycle, and deliverables. Generally Accepted Modeling Principles and example governing principles for BPM are also described.
While ITIL represents a lot of paperwork to perform IT Services Management, there are some tools, and in particular Open Source tools that may be extremely useul in the establishment of an ITIL compliant IT service management program.
Slides used in a presentation by Jeremie Averous, Project Value Delivery's Senior Managing Partner, with the Singapore Chapter of the Project Management Institute on 6 March 2012
Rajesh has over 19 years of experience in implementing and managing Oracle ERP solutions, particularly Oracle E-Business Suite and Oracle Cloud applications, for clients across various industries. He has a track record of successfully delivering complex global ERP projects on-time and within budget. Rajesh provides strategic leadership and expertise in solutions architecture, project management, presales, and developing Oracle practices.
Asish Patnaik has over 12 years of experience as an IT professional specializing in web applications and investment banking. He has worked extensively with clients in roles such as project leader, business analyst, and technical architect. Some of Patnaik's key projects involved developing J2EE applications for Goldman Sachs and Deutsche Bank to meet business and regulatory requirements. Patnaik has expertise in technologies like Java, J2EE, web services, databases, and scripting languages.
Agile Hardware Product Development (NextGen NPD plus - MRO shop example) inc...Richard Platt
This is the Master draft of a presentation that I gave to the Project Management Institute (pmi.org), on Next Generation New Product Development with an MRO Shop performance increase as a result of applying this methodology to shop operations, However the methodology in and of itself was intended for New Product Development teams, but the methodology was equally relevant and applicable for Mfg and Process operations, particularly when you are dealing with heterogeneous flows within the process itself, which current methods of NPD, are not able to address, and thus why in many cases they are not as effective an approach to getting the said process to move even faster, more efficiently and effectively. Have a look for yourself, try it out, let me know what you think.
Richard Platt
- Proforma UK is an enterprise architecture and process improvement consultancy that captures, models, and analyzes organizational structures, processes, systems, and other elements. It provides modeling, training, and ongoing support services.
- Enterprise architecture modeling enables standards compliance, process simulation and improvement, alignment of processes and systems, and improved communication between business and IT. It provides a shared understanding of strategy and operations.
- Proforma uses the ProVision modeling tool to create various hierarchy, methodology, and other models covering business, systems, technology, and other architectures using standard frameworks and languages. Modeling aims to clearly and simply represent organizations and processes.
CG Consultancy UK Limited - Company Credentials PackChris Goodall
CG Consultancy provides technology consulting services such as strategy development, audits, project management, and system implementation. They work with clients across several industries, including financial, publishing, and education. Recent clients include Business Monitor International, a financial publisher, and Incisive Media, a media and events company, for whom they have delivered projects such as implementing a new event management system. Clients provide positive endorsements, praising CG Consultancy's professionalism, ability to understand key drivers, and help in addressing technology challenges for growing companies.
This document discusses applying agile principles and practices to TOGAF architecture projects. It outlines the goals of mapping agile approaches to the TOGAF Architecture Development Method (ADM). Key aspects covered include mapping agile values, principles, practices and roles to the TOGAF ADM phases. Specific techniques like story cards, planning boards and retrospectives are described. The workshop aims to provide guidance on an agile enterprise architecture approach and get feedback to inform future standards.
This document provides information about Atos Origin's Transition & Programme/Project Management department. It discusses Atos' focus on understanding business objectives, ensuring business continuity, managing change, and end-to-end project management. It also describes Atos' Project Support Office which aims to improve project results, reduce costs, drive competency development, and assure quality. Finally, it lists some of Atos' clients across various industries.
Thomas Thein is a delivery-focused IT professional with over 15 years of experience in IT project management, application development, and SAP implementations, having managed large distributed teams and budgets across various industries. Most recently, he served as the IT Integration PMO Lead for Graphic Packaging International, where he established and led the PMO through a major corporate merger. He brings expertise in program and project management, budgeting, team leadership, and process optimization.
In their first jointly organised conference, the Portfolio Management (PfM) SIG and Benefits Management (BM) SIG hosted around 80 people at the ETC in Hatton Garden, London on 6th March for a packed agenda of speakers, workshops and other interactive sessions.
Venkatesh Srinivasan is an IT Project Manager with over 11 years of experience managing projects up to $10 million for banking and insurance clients. He has successfully delivered 8 projects worth $8 million on time. He has expertise in all phases of the project lifecycle from planning to implementation. He is proficient in technologies like Oracle, SQL, PL/SQL, and has experience in domains like banking, insurance, and retail.
The document provides an overview and discussion of new product development and project management life cycle models. It begins with clarifying terminology for product management, project management, and program management. It then discusses traditional NPD and project management models like the stage-gate process and waterfall model. The document aims to discuss best practice approaches to innovation and accelerated time to market through integrated life cycle models.
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
TOGAF® & Major IT Frameworks - Architecting the FamilyDanny Greefhorst
This document discusses several major IT frameworks: TOGAF for enterprise architecture, ITIL for IT service management, and COBIT for IT governance. It provides overviews of each framework, how they relate to each other, and how they can be used together. TOGAF provides guidance for developing enterprise architectures, ITIL provides guidance for designing IT service solutions, and COBIT provides guidance for governing IT and relating it to business goals. The frameworks can work together with TOGAF defining strategic architectures, ITIL defining detailed solution designs, and COBIT overseeing governance.
Exceptionally well qualified Senior IT Executive with PROVEN TRACK RECORD . Twenty (20) years’ experience, successfully leading programs, practices and business development as large as $60 million. Accustomed to large, complex initiatives, responsible for a hundred plus resources and multi-million dollar budgets. Proven track record of using varied business processes and technologies enabling clients to achieve their overall strategic, tactical goals and business cases. Strong ability to provide valued leadership and build effective, high energy teams needed to support the development of effective, complex global solutions for companies across matrixed management environments
Ibrahim Ashour Hassen has over 20 years of experience in ERP consulting, project management, and software development. He has extensive expertise in Oracle ERP applications such as Oracle Financials, Supply Chain, and Manufacturing. Some of his roles include project manager, team leader, and application manager where he has successfully implemented Oracle ERP solutions for various organizations. He has strong technical skills in Oracle applications, PL/SQL, database design, and software development lifecycles.
Very useful set of TOGAF-related diagrams from the Orbus Software.
TOGAF®9.1 is an Architecture Framework which has been developed by the Open Group to provide the methods and tools
for assisting in the acceptance, production, use and maintenance of an Enterprise Architecture.
This document provides an overview of a presentation on achieving business value through business process management (BPM), standards, and governance. It introduces the speaker, John Suzanne, and his background. Key definitions are provided for concepts like Six Sigma, Lean Six Sigma, TRIZ, BPM, and governance. An example BPM governance charter is outlined, covering its scope, vision, objectives, lifecycle, and deliverables. Generally Accepted Modeling Principles and example governing principles for BPM are also described.
While ITIL represents a lot of paperwork to perform IT Services Management, there are some tools, and in particular Open Source tools that may be extremely useul in the establishment of an ITIL compliant IT service management program.
Slides used in a presentation by Jeremie Averous, Project Value Delivery's Senior Managing Partner, with the Singapore Chapter of the Project Management Institute on 6 March 2012
Rajesh has over 19 years of experience in implementing and managing Oracle ERP solutions, particularly Oracle E-Business Suite and Oracle Cloud applications, for clients across various industries. He has a track record of successfully delivering complex global ERP projects on-time and within budget. Rajesh provides strategic leadership and expertise in solutions architecture, project management, presales, and developing Oracle practices.
Asish Patnaik has over 12 years of experience as an IT professional specializing in web applications and investment banking. He has worked extensively with clients in roles such as project leader, business analyst, and technical architect. Some of Patnaik's key projects involved developing J2EE applications for Goldman Sachs and Deutsche Bank to meet business and regulatory requirements. Patnaik has expertise in technologies like Java, J2EE, web services, databases, and scripting languages.
Agile Hardware Product Development (NextGen NPD plus - MRO shop example) inc...Richard Platt
This is the Master draft of a presentation that I gave to the Project Management Institute (pmi.org), on Next Generation New Product Development with an MRO Shop performance increase as a result of applying this methodology to shop operations, However the methodology in and of itself was intended for New Product Development teams, but the methodology was equally relevant and applicable for Mfg and Process operations, particularly when you are dealing with heterogeneous flows within the process itself, which current methods of NPD, are not able to address, and thus why in many cases they are not as effective an approach to getting the said process to move even faster, more efficiently and effectively. Have a look for yourself, try it out, let me know what you think.
Richard Platt
This document discusses portfolio management for R&D and new product commercialization. It begins by explaining why portfolio management is important for R&D, as R&D produces a revenue stream and is an investment that companies aim to maximize returns on. It then discusses portfolio management best practices, including using a top-down and bottom-up approach to define the portfolio. Examples are provided of how one company used portfolio management over 9 years on a product line, generating $100 million in cumulative savings. It concludes by discussing first steps to transitioning to a balanced, prioritized portfolio.
Edward Lee is a certified Project Management Professional with over 20 years of experience managing engineering programs and projects across various industries. He has a track record of successfully leading teams, developing strategic plans, executing projects, and improving processes. Currently seeking new opportunities where he can apply his skills in engineering, program/project management, and process improvement.
The document provides a professional profile and resume for Luke Marais, a senior project management professional with over 12 years of experience managing projects in various industries including banking, finance, telecommunications, and utilities. Some of his responsibilities and accomplishments include managing multi-million dollar projects, leading teams of up to 100 resources, successfully delivering projects on time and under budget, and rescuing critical projects facing tight deadlines and budgets. His experience spans various roles managing both large and small projects across different organizations.
Enterprise architecture for an agile world - meetupRoland Bair
This document outlines Roland Bair's presentation on enterprise architecture for an agile world. It discusses the areas and challenges of enterprise architecture, as well as the need for a more agile approach. The presentation describes Roland's experience leading an iterative process to design the business architecture at a large, established company. After initial approval, challenges arose that halted progress. The process was adjusted to bring more of the organization into the design and transition planning. Key learnings included the importance of an aligned vision, continuous feedback, right-sizing changes, and people governance over system governance.
BizFlow - BPM at Jardine Lloyd Thompson for Sales, Document Handling, Custome...Garth Knudson
As far back as 2004, JLT EB started using business process management (BPM) to streamline a limited set of business operations. Use was confined to about 30 people in a “model office”. During that same time period, JLT acquired Profund, a leading provider of pension administration software in the UK. Customers included both in-house and third-party administrators. Profund had seen opportunities to expand its pension fund administration solutions into specific areas of process automation while helping customers to simplify the overall user experience. Deciding to use the current BPM tool, the company developed outward facing solutions that rolled out to end customers in 2007. BPM usage at JLT EB and Profund grew to about 300 users.
Between 2007-2010, JLT made more than 20 acquisitions globally across the group. JLT EB operations quickly became highly complex, distributed and paper-based. Employees were handling millions of documents annually covering Pension Administration, Payroll, Defined Contributions, Actuarial, Health and Risk, among other requests. Processes treated more than 16 million workflow elements, 300+ million rows of table data and 15 million SharePoint documents. The BPM solution covers 14 active offices in Europe and India, off-shoring and massive amounts of regulations. The company knew that in order to continuing growing at the same speed while containing costs, it would have to do more with less.
JLT EB accomplished its goals of increased revenues with lower costs with continual investment in BPM. JLT EB has worked with BizFlow and used the BizFlow BPM software to streamline >200 processes. From an ROI standpoint, this work has provided a key business component, contributing to JLT EB’s growth in trading profit by 50% in the last financial year. Revenue growth is enabled by more flexible solutions that can be highly tailored to internal client needs as well as end-customer engagements. Cost cutting is enabled through the use of process automation tied together with effective scanning, document handling and rule-based routing. Paper is largely removed, deadlines hit, and governance accomplished.
McKinsey Proposal in Support of the - 2008-09 Presidential Transition.pptxAjay Gangakhedkar
This document provides a summary of a candidate's experience and qualifications. They have over 55 years of experience managing multiple business lines and global accounts, growing businesses and profit margins. They have successfully managed businesses worth over $75 million and led partnerships and rapid solution development. They have a proven track record of responding to RFPs successfully. Their technical expertise includes founding new delivery organizations, managing practices across various industries, and leading teams in areas like industrial automation, IoT, and analytics. Previous roles include sales director, delivery manager, program manager, and practice head.
it is an overview of project management. concept of project management, scope of project management with example, types of project management, generation and screening, difficulties and its importance.
Project and product scope are distinct but related concepts. Project scope refers to the work required to deliver a product or service, focusing on how the project will be executed. Product scope refers to the features and functions that characterize the product or service being delivered, focusing on what will be delivered. Managing scope involves defining, validating, and controlling scope throughout the project lifecycle.
Carlos Sousa has over 25 years of experience leading technology projects and ensuring alignment between business objectives and technology investments. He has a track record of successfully delivering projects on time and on budget across different industries. Sousa is passionate about strategy, governance, and results and has managed multi-million dollar budgets and teams of over 60 professionals.
Ahmed Mahmoud is a senior support engineer at Oracle looking for a new opportunity. He has over 15 years of experience implementing and supporting various Oracle applications including Financials, Supply Chain, and Quoting. His career experience includes roles as a functional consultant, team leader, and pre-sales consultant. He is proficient in Oracle Applications R11i and R12 and has led over 25 successful implementation projects across different industries.
The document discusses various models for classifying project stakeholders and their needs. It also covers different project procurement strategies and their implications for integrating or separating the design and construction phases. Hierarchical, matrix and hybrid organizational structures are examined in terms of managing project teams. The key factors that influence a project manager's ability to successfully complete a project are addressing stakeholder expectations, developing a realistic schedule, clearly defining roles and responsibilities, managing scope changes, communicating effectively, and taking a leadership role.
The document is a resume for Abdus Salam, an Oracle certified IT professional seeking a suitable position. It summarizes his strong technical skills and experience in Oracle databases, PL/SQL, and Developer 2000. It also outlines his past work as a Software Engineer for Emirates Airlines Group's IT division, Mercator, and as an Analyst Programmer for Nissan Middle East FZE, where he developed and maintained various modules for enterprise systems.
Prezentacja autorstwa Aleksandra Wyki przedstawiona na I Panelu BizDevOps. Omawia:
- Business Architecture - jak Business Capabilities, Value Streams, Business Model I Operating Model mogą wspomóc wdrażanie koncepcji BizDevOps
- Agile Architecture a koncepcja BizDevOps
Enterprise Architecture - An Introduction Daljit Banger
The Slides are from my session at "An Evening of Enterprise Architecture Awareness" held at theUniversity of Sussex Hosted by the BCS Local Chapter and facilitated by the BCS EA Specialist Group.
“Technical debt” refers to any quality issues within the implementation of an IT solution that hampers your ability to work with or evolve that solution. Technical debt is often thought of as a source code problem, but it also occurs in your user interface design, in your data sources, in your network architecture, and in many other places. This presentation explores disciplined agile strategies to avoid technical debt in the first place, to remove existing technical debt, and how to fund the removal of technical debt. Industry data regarding technical debt will be shared.
This document provides an overview of software project management. It discusses key topics like the project life cycle, stakeholders, tools and techniques, and challenges of software projects. Several studies found that 31-53% of IT projects were cancelled or over budget. Effective project managers balance scope, time and costs, use proven techniques, and have both technical and soft skills. Projects require defining goals, planning, execution, closure and evaluation to deliver value.
3. Any unsolved or key issue in your companies ?
• Strategy definition and company positioning ?
• Product differentiation factor ? Competitive analysis ?
• Product development ? Technology transfer ?
• Management & organizational issues ?
• Operational & business process issue ?
• Financial issue ? Cash issue ? Cost reduction ?
• Overall business efficiency & performance improvement ?
• Any other issue or NEEDS for part time or full time assistance ?
www.alx-management.com (2)
4. alx-management services
Depending on YOUR NEEDS, alx-management can provide following
types of services:
1) Global Company Due Diligence / Diagnosis
2) Business Problem Solving / Troubleshooting for Industrial Co.
Management assistance & special project management at CXO
level (part time or full time) : a flexible solution !
3) Board Member – Advisory Board – Investment Fund Advisor
www.alx-management.com (3)
5. 1) Global Company Due Diligence / Diagnosis
Pre or post-investment (acquisition) top level due diligence &
business risk assessment for distressed, buyouts, ventures or
other type of deals.
(Management, organization, product positioning, competitive
analysis, financials, business development, manufacturing
processes, etc...)
www.alx-management.com (4)
6. 2) Business problem solving - troubleshooting
Management assistance & special project management at CXO
level (part time or full time) :
• in Small & Medium Enterprises (Industries)
• in Start-up companies (High tech)
• in underperforming, stressed, or turnaround situations
• in complex, crisis or change environment
www.alx-management.com (5)
alx-management => performance improvement
Over performing &
highly profitable
companies
underperforming – stressed – distressed – turnaround
situations
7. 5d per week
4d per week
3d per week
2d per week
1d per week
2) Business problem solving - troubleshooting
www.alx-management.com (6)
Management assistance & special project management at CXO
level : from 1-2 days / week up to 4-5 days / week !
alx-management => performance improvement
month(s)week(s)
Project length
Assistance
or involvement
« level »
… a flexible solution !
8. 3) Board member / Advisor
Board member – Advisory Board – Investment Fund Advisor
Deployment of general experience and expertise in both PRIVATE
EQUITY (VC, distressed, buyouts) and INDUSTRIES (strategy &
operations) for the benefits of Portfolio Companies and Investors
www.alx-management.com (7)
9. Value added solution for PE fund
www.alx-management.com (8)
PRIVATE EQUITY
FUND
OPERATIONS EXPERTISE
Project support or
project implementation
in Portfolio Companies
(part time or full time)alx-management
STRATEGY EXPERTISE
• Diagnosis
• Board member
• Board advisor
10. Value added solution for Company
www.alx-management.com (9)
CEO
OPERATIONS EXPERTISE
Project support or
project implementation
in company
(part time or full time)alx-management
STRATEGY EXPERTISE
• Diagnosis
• Competitive positioning
11. Broad international network
• alx-management has developed a broad international network of
experts in various fields who can operate in tight collaboration.
• Over 1000+ high quality business contacts in :
-Interim and turnaround management
-Private equity funds & professionals
-Recruiting and staffing firms
-Industrial & Technology sector
• Top quality level interim managers at CXO level and experts can
be brought on demand to reinforce project as needed / required by
the client complementary to services provided by alx-management.
• Part of Zalis team based in Paris (www.zalis.com)
www.alx-management.com (10)
12. #1 KEY DIFFERENTIATION FACTOR
The experience of alx-management in both
PRIVATE EQUITY (VC, distressed, buyouts) and
INDUSTRIES (strategy & operations) is a
KEY DIFFERENTIATION FACTOR
and can bring strong added value and
proven expertise to some of your projects !
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13. #2 DIFFERENTIATION FACTOR :
recommendation & solution implementation
Business
Analysis
1x - 2x weeks
Recommendation
& Action plan
day(s) month(s)
Solution
Implementation
week(s)
Phase out
& Conclusions
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• Business analysis - Diagnosis (Strengths, Weaknesses, Risks)
• Recommendations & Action plan
• Solution implementation (full or assistance, part or full time)
• Phase out & Business project conclusions
14. Overview : examples of business projects
Non exhaustive list of examples of business solutions implemented
successfully, from part time to full time, from month(s) to year(s):
• Strategy definition & company positioning
• Product differentiation & competitive analysis
• Product development, launch of new products
• Organizational & business process reengineering
• Product cost reduction
• Financial analysis, analytical cost cutting and cash recovery
• Overall business efficiency & performance improvement
• Complete turnaround and company reorganization (loss->profit)
• Fund raising, business plan elaboration
• M&A, deal structuring and deal negotiation
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15. Conclusions
Are your business problems well identified ?
Or do they need to be further identified ?
In both cases
we can help you out !
Don’t hesitate to contact alx-management
for preliminary discussions
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17. Profile summary
• M.Sc. & Ph.D. in Physics (ETH-Zürich, University Geneva)
• Post doctoral fellow at IBM Research Center in US (material science)
• Post grad studies in Management (INSEAD,STANFORD)
• material science (8years), microelectronics - microsystems (16years)
• 13+ years in restructuring INDUSTRIAL and HIGH TECH Co.
(CTO, COO, CEO)
• 8+ years PRIVATE EQUITY experience in start-up & distressed Co.
(Investment Director, Fund Advisor, Board member/advisor)
• Total of 21+ years international experience (EU, US, Asia) with
SME, Start-up, and distressed companies in the industrial and high
tech sector (both as executive and non executive director).
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19. Sector expertise
• Material science
• Precision measuring instrumentation
• Micromechanics, microsystems, sensors
• Microelectronics, GPS
• Optoelectronics, telecom, datacom, IT
• Magnetic recording media
• Metallurgy, metal transformation
• Machinery
• Plastic parts
• Supply chain management
• Manufacturing flow optimization
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20. Overall exercised functions
• Fund Advisor
• Chairman and board member
• Interim and special project manager (part time & full time)
• VC Investment Director
• Fund raiser
• Financial, business and market analyst
• Patent/IP advisor
• CEO, COO, CTO
• Turnaround manager
• Financial controller
• International business developer
• Patent/IP portfolio manager
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21. Personal skills
• Broad technical, industrial and financial experience
• Unique and proven problem-solving capabilities
• Strong analytical and synthetic skills
• Extensive communication, negotiation and management skills
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22. Strong references – on website & on request
“…we have been very pleased with Alex „s reactivity and
responsiveness. Alex has been very quick in understanding our
problematic and we got straight away direct answers to our very
specific questions…in a very short amount of time Alex has been able
to identify incoherencies and to address both the broad and the
detailed picture of the situation…he finally gave us some pertinent
tips which ended up in approximately 3M€ cost saving for the
Company…we can highly recommend him for his very broad skill set”
Investor, March 2006 – specific problem solving
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23. Myth & reality on external managers
1) Myth#1 – QUALITY (quality/skills of external manager is lower)
Reality : many external managers have a broad professional and inter-
personal experience which make them more flexible, more efficient and
faster in a project than some “fix position” managers.
2) Myth#2 – COST (external support is expensive => high cost)
Reality : daily cost of external managers at CXO level throughout Europe
is relatively standard and relates to complexity, work load and length of
project.
Overall yearly cost is equivalent to standard remuneration package (fix +
bonus + social charges) of a top manager in a SME.
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24. Myth & reality on external managers
3) Myth#3 – WORKLOAD (only full time occupation is possible)
Reality : workload is flexible and can be either a usable bandwidth (1-2
days/week up to 4-5 days/week), or limited with a minimum or maximum
level. It can be adapted any time. Termination period varies between 10
days - 1 month depending on project.
4) Myth#4 – TIMING (takes time to find top quality external support)
Reality : possible to find outstanding top quality external managers in a
few weeks, whereas it takes at least 3 – 6 months for a fix position
recruitment, with all the risk inherent to the recruitment of the wrong
person into a fix position.
In some cases, efficient to have external manager providing support to
existing management or driving organizational changes while searching
fix managers to drive the second phase.
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25. In view of the myths & realities addressed above, in particular in
view of the :
• higher speed & efficiency
• higher flexibility & modular work load
the overall « cost / performance » ratio of alx-management
services within your project(s) will outperform other solutions
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Myth & reality => Conclusions
In current difficult economical times, alx-management services
can provide a cost effective & flexible variable cost
SOLUTION to your problems !