An Introduction into the design of business using business architectureCraig Martin
The document is an introduction to business architecture presented by Enterprise Architects. It discusses discovering business architecture and developing the business architecture. Key points include:
- Business architecture addresses business challenges and the need for business flexibility and innovation. It focuses on capabilities, processes, and value delivery.
- Developing an effective business architecture involves understanding the business motivation, defining business strategies and models, assessing capabilities, and decomposing capabilities into operational components.
- The business architecture framework includes engagement models, services, and methods to organize content and execute business architecture work. It supports translating strategies into tangible outcomes.
Outline of PPM, Project and Portfolio Management and it's use in Project Management disciplines
If you would like a copy of the slides, please email me
Business Architecture the Key to Enterprise TransformationMike Walker
The document discusses business architecture and how it is transforming enterprise architecture. It provides an overview of business architecture, including definitions and frameworks. It outlines how business architecture delivers business value by connecting strategy to execution. It emphasizes the importance of understanding business needs, value streams, and delivering capabilities to address the "why" rather than just producing artifacts. The document shares proven practices from HP's experience delivering successful business architecture programs to customers.
Enterprise Architecture with the Zachman Framework and the Archimate LanguageIver Band
The ArchiMate visual modeling language enables modelers to create views for all columns and rows of the Zachman Framework. This brief presentation shows how the language and framework can be used together for business, data, application and technology architecture.
Object Oriented Business Capability Map - IIBA 2022 - Draft.pptxAustraliaChapterIIBA
Join IIBA® Melbourne as they host an online event specifically on how to develop business capability maps.
About this event
Ever wondered how to develop business capability maps? or perhaps you need a refresher?
Join Mohammad Mirkarimi Senior Business Architect at Capsifi and David Grindlay Principal Business Architect at Capsifi as they guide us through this session.
Captivated by art, science and business - Mohammad is trying to bring these three together. Moh is a drummer, a physics and biology enthusiast, and a business architect and analyst. He has studied Engineering, Business Management and Finance in academia. Also, equipped with IIBA, TOGAF and The Business Architecture Guild bodies of knowledge. Moh has worked as team member, leader and visionary in Management Consulting, Banking, Wealth, Insurance, Government, Telecom and Education industries.
With over 15 years of experience implementing software, David started his career as a business analyst in South Africa primarily in the financial services – insurance industry. In 2014 he moved over to Australia where he really started to observe the notorious gap between business strategies and project roadmaps as well as the downstream implications. More recently in his career, he gained broader exposure to other industries (Retail, Financial Services, Government and Hospitality) helping to structurally decompose business strategies, define the business landscape and help project teams (Business and Technical) realise and align on their common purpose. Today, David considers himself a Business Architect, doing whatever it takes to help companies realise their vision.
This session will contain two parts:
The first part is about learning the basics. There will also be time to review some theoretical stuff – but we promise it won’t be boring! We’ll review The Business Architecture Guild’s view by taking an Object-oriented approach to developing a business capability map
In the second part, we’ll pick a business (a simple one for this exercise, e.g. local cafe) and apply what we’ve studied to develop a business capability map for the chosen business.
At the end of the session, there will be time to share our learnings!
The document discusses integrating Lean Six Sigma projects into an organization's strategy. It provides guidance on linking strategy to project selection, implementing a Lean Six Sigma program, and realizing benefits. Key elements discussed include establishing a vision and center of excellence, assessing process maturity, selecting the right projects aligned with strategic objectives, and tracking benefits. Roadmaps and templates are presented for Lean projects, Kaizen events, and the DMAIC process.
Business Value Measurements and the Solution Design FrameworkLeo Barella
The presentation covers a process and artifacts to establish better communication between business and IT and improve the quality and consistency of solutions. It also includes a tool to measure business value of the solutions that are being proposed and allows the business audience to make educated choices based on overall IT Business impact.
Business capability mapping and business architectureSatyaIluri
Business architecture and capabilities mapping captures and encapsulates the essence of a business. Using capabilities enterprises can model their current and desired business capabilities with rich semantics and leverage these as Lego blocks to compose products/ initiatives, overlay them with value streams and processes, and capture requirements to evolve capabilities. Business capability mapping helps companies establish a common language, fosters business/IT alignment, helps reduce redundancy and rework, and aligns execution with strategy.
An Introduction into the design of business using business architectureCraig Martin
The document is an introduction to business architecture presented by Enterprise Architects. It discusses discovering business architecture and developing the business architecture. Key points include:
- Business architecture addresses business challenges and the need for business flexibility and innovation. It focuses on capabilities, processes, and value delivery.
- Developing an effective business architecture involves understanding the business motivation, defining business strategies and models, assessing capabilities, and decomposing capabilities into operational components.
- The business architecture framework includes engagement models, services, and methods to organize content and execute business architecture work. It supports translating strategies into tangible outcomes.
Outline of PPM, Project and Portfolio Management and it's use in Project Management disciplines
If you would like a copy of the slides, please email me
Business Architecture the Key to Enterprise TransformationMike Walker
The document discusses business architecture and how it is transforming enterprise architecture. It provides an overview of business architecture, including definitions and frameworks. It outlines how business architecture delivers business value by connecting strategy to execution. It emphasizes the importance of understanding business needs, value streams, and delivering capabilities to address the "why" rather than just producing artifacts. The document shares proven practices from HP's experience delivering successful business architecture programs to customers.
Enterprise Architecture with the Zachman Framework and the Archimate LanguageIver Band
The ArchiMate visual modeling language enables modelers to create views for all columns and rows of the Zachman Framework. This brief presentation shows how the language and framework can be used together for business, data, application and technology architecture.
Object Oriented Business Capability Map - IIBA 2022 - Draft.pptxAustraliaChapterIIBA
Join IIBA® Melbourne as they host an online event specifically on how to develop business capability maps.
About this event
Ever wondered how to develop business capability maps? or perhaps you need a refresher?
Join Mohammad Mirkarimi Senior Business Architect at Capsifi and David Grindlay Principal Business Architect at Capsifi as they guide us through this session.
Captivated by art, science and business - Mohammad is trying to bring these three together. Moh is a drummer, a physics and biology enthusiast, and a business architect and analyst. He has studied Engineering, Business Management and Finance in academia. Also, equipped with IIBA, TOGAF and The Business Architecture Guild bodies of knowledge. Moh has worked as team member, leader and visionary in Management Consulting, Banking, Wealth, Insurance, Government, Telecom and Education industries.
With over 15 years of experience implementing software, David started his career as a business analyst in South Africa primarily in the financial services – insurance industry. In 2014 he moved over to Australia where he really started to observe the notorious gap between business strategies and project roadmaps as well as the downstream implications. More recently in his career, he gained broader exposure to other industries (Retail, Financial Services, Government and Hospitality) helping to structurally decompose business strategies, define the business landscape and help project teams (Business and Technical) realise and align on their common purpose. Today, David considers himself a Business Architect, doing whatever it takes to help companies realise their vision.
This session will contain two parts:
The first part is about learning the basics. There will also be time to review some theoretical stuff – but we promise it won’t be boring! We’ll review The Business Architecture Guild’s view by taking an Object-oriented approach to developing a business capability map
In the second part, we’ll pick a business (a simple one for this exercise, e.g. local cafe) and apply what we’ve studied to develop a business capability map for the chosen business.
At the end of the session, there will be time to share our learnings!
The document discusses integrating Lean Six Sigma projects into an organization's strategy. It provides guidance on linking strategy to project selection, implementing a Lean Six Sigma program, and realizing benefits. Key elements discussed include establishing a vision and center of excellence, assessing process maturity, selecting the right projects aligned with strategic objectives, and tracking benefits. Roadmaps and templates are presented for Lean projects, Kaizen events, and the DMAIC process.
Business Value Measurements and the Solution Design FrameworkLeo Barella
The presentation covers a process and artifacts to establish better communication between business and IT and improve the quality and consistency of solutions. It also includes a tool to measure business value of the solutions that are being proposed and allows the business audience to make educated choices based on overall IT Business impact.
Business capability mapping and business architectureSatyaIluri
Business architecture and capabilities mapping captures and encapsulates the essence of a business. Using capabilities enterprises can model their current and desired business capabilities with rich semantics and leverage these as Lego blocks to compose products/ initiatives, overlay them with value streams and processes, and capture requirements to evolve capabilities. Business capability mapping helps companies establish a common language, fosters business/IT alignment, helps reduce redundancy and rework, and aligns execution with strategy.
The Future of Microsoft Project Portfolio Management (PPM) for Delivering Val...OnePlan Solutions
For years, Microsoft’s Project Online has been a relied upon by organizations as its primary project and portfolio management solution. However, as Microsoft evolves, so do its platforms and the solutions. Dive in with us to explore the exciting innovations with Microsoft’s Project for the web and the OnePlan’s AI Strategic Portfolio Management Platform. With enhanced collaboration, data, workflow and reporting capabilities, this latest iteration is set to reshape the way teams operate and deliver value to the organization.
Using agile and lean to lead business transformation agile 2010Dennis Stevens
Companies need a sustainable model for leading continuous change - yet most leadership teams are too busy running the business to effectively lead change. Many transformation efforts fail due to false starts, organizational resistance, and a lack of effective governance. We will explore a strategic change project management model that has repeatedly resulted in successful ongoing change initiatives. The model draws on Agile and Lean principles and techniques to lead change initiatives in a way that is simple, provides focus and transparency, and builds trust.
The processes from the PMBOK® Guide — Sixth Edition are separated into colors according to their respective knowledge areas. Only the main connections are shown in this process flow.
See related content at https://ricardo-vargas.com/pmbok6-processes-flow/
Management Consulting Toolkit with Great Powerpoint PresentationsAurelien Domont, MBA
Go to www.slidebooks.com to Download and Reuse Now a Management Consulting Toolkit with Great Powerpoint Presentations | Created By ex-McKinsey & Deloitte Consultants.
Lean Portfolio Strategy Part 2: Shifting from Imitation to Real LPM - The Mov...Cprime
Download the associated webinar: https://www.cprime.com/resource/webinars/lean-portfolio-strategy-part-2-shifting-from-imitation-to-real-lpm-the-move-to-true-value-streams/
Lean Portfolio Management (LPM) is touted as a world-changing paradigm. A shift that promises to boost productivity, time to market, quality, customer satisfaction, revenue, and a host of other vital business metrics. It promises to transform the organization to a leaner, more agile version of itself, primed to innovate effortlessly and outperform its competition at every turn.
Most organizations who have tried to establish LPM find the reality to be more nuanced than that. These companies end up implementing “Imitation LPM” where actions and some process changes may be in place and functioning, but the real promise of LPM- the increased agility and reduced waste- is not occurring.
Real LPM assumes that work is funded by value streams with teams organized around delivery of products and services that are valuable to customers. This is, perhaps, the hardest part of implementing LPM.
In part 1 of this webinar we explored how signs of imitation LPM show up in an organization’s approach to strategy. In this second of our series, we join Michiko Quinones (Jira Align Consultant) and Jean Dahl (General Manager, Scaled Agility) to explore:
- How to organize around value streams
- Real world examples of organizations who have successfully shifted from imitation value streams to true value streams
- The impact to funding and budgeting cycles
Business Architecture as an Approach to Connect Strategy & ProjectsEnterprise Architects
Helen Palmer @helenmpal hosted interactive sessions at the October 2015 IIBA professional development days in Melbourne and Brisbane.
The presentation titled "Business Architecture as an Approach to Connect Strategy & Projects" covers a high level introduction to the discipline of Business Architecture and the platform it provides for effectively executing Business Strategy. Helen provided insights into how Business Architecture is positioned within the wider context of Enterprise Architecture and how the value it delivers can improve greatly with an increase in the mandate from the business. The presentation also gives an overview of some of the key artifacts and models used in defining a Business Architecture.
Enterprise Architects offers IIBA members an exclusive discount on our (IIBA endorsed) Applied Business Architecture: 4 Day Course
http://enterprisearchitects.com/courses/business-architecture/applied-business-architecture/
You can reach out to one of our learning services consultants at training@enterprisearchitects.com to find out more.
Agile Certification Professional (PMI-ACP) Certification is the most coveted agile certification for project managers offered by the reputed PMI Institute. PMI-ACP certification is globally acknowledged and is valid across industries. Prepare for PMP exam with Simplilearn and make us a part of your success story. Simplilearn brings to you online PMI-ACP exam prep course that gives you the liberty to study at your pace and from your own place. This PMI-ACP presentation provides you a complete overview of basics of agile certification. Each slide covers PMI-ACP topics based on PMI-ACP exam syllabus and is prepared by our certified agile practitioners who have years of experience in agile environment. Get an understanding of PMI-ACP framework, agile methodologies, agile principles and its implementations in various projects. Cited examples and practice questions based on agile course and industry specific subjects provide better insights on each topic improving your confidence and knowledge towards attaining the agile certification goal.
Agile Transformation at scale is challenging that requires deep understanding and expertise of agility, discipline and hunger to change. In order to guide you for success in your transformation efforts, we created the Agile Transformation Governance Model. The governance model focuses on 5 key areas together with its 19 sub areas and creates high level of visibility for your transformation efforts.
The Agile Stakeholder Management Framework for Teams, Programs, and PortfoliosDrew Jemilo
Stakeholder management is one of the most important responsibilities of a Product Owner. It can also be one of the biggest land mines if you don't continuously inspect and adapt your planning and communication. How do you interact with your stakeholders based on their level of interest and the degree of influence they have over your team's success or failure? In this session, you will learn how to apply the stakeholder management framework to:
1. Identify, analyze, prioritize, and engage your stakeholders
2. Manage expectations through the continuous process of setting expectations, acting on them, reviewing them, and resetting them
3. Build your communication plan using the stakeholder mapping technique and the Net Promoter Score (NPS) to plot your sponsors, major stakeholders, minor stakeholders, and subject matter experts
4. Gain consensus with your stakeholders regarding their rights and responsibilities
5. Scale to the program and portfolio levels
Originally presented at Agile2012
http://agile2012.agilealliance.org/program/schedule/
Business & consulting toolkits free sample in powerpointDonald Gest
The document advertises business and consulting toolkits created by former consultants from McKinsey, Deloitte, and BCG. It claims the toolkits save thousands of hours of work and allow users to learn best practices from top companies. The toolkits cover various topics like corporate strategy, finance, marketing, and more. Users can access templates, frameworks, and other tools typically used by consultants. The document promotes the toolkits as a cheaper alternative to hiring consultants directly.
From Balanced Scorecard to Project Portfolio ManagementRoberto Toledo
The document discusses project portfolio management and alignment with organizational strategy. It introduces the Balanced Scorecard as a tool to help with strategic planning and implementation. The Balanced Scorecard provides a framework to classify objectives across four perspectives: financial, customer, internal processes, and learning and growth. It can then be used to identify projects and initiatives that will help achieve strategic goals.
It is well known that an effective PMO is key to successful and efficient program and project execution. In other words, doing things “right”. Enterprise Architecture is the discipline that plans and monitors enterprise transformation and aligns the business strategy with information technology capabilities. In other words, doing the “right things” to support the business.
Why is it organizations despite having both of these disciplines still struggle with effective enterprise transformation? What can we done to use these disciplines more effectively to effect better business outcomes? What are the roles of each discipline and how do they work together to create business value?
In this presentation, Riaz will address these questions and will provide real life examples that can help build a strong relationship between the PMO and Enterprise Architecture.
Learning Objectives:
• How to build a strong relationship between the PMO and Enterprise Architecture (EA) to deliver positive outcomes for your organization
• Identify the different roles and functions of the PMO and EA as well as their similarities
Overview of the IT4IT tooling market in 2022.
Key trends in the IT4IT / DevOps tooling market are:
- Strategic portfolio management / portfolio backlog management (scaling agile on the enterprise level integrating with Enterprise architecture and Application / Product Portfolio Management)
- On-line collaboration & communication tools supporting team of team planning, problem solving, etc.
- Value stream management (an emerging tooling category) providing visibility across the end-to-end IT value streams
- Multi-cloud discovery & visibility on usage, costs and compliance
- Integrating DevOps tool chain (e.g. CICD pipeline) with the ITSM platform and CMDB
- Integrating security, risk and compliance management into the DevOps tool chain
- AIOps and observability management, consoliding metrics, logs, events mapped to a real-time service model
- Security operations, integrating security monitoring, vulnerability scanning, etc. into end-to-end detect to correct value streams
- Enterprise Service Management (ITSM vendors providing omni-channel services across IT, HR, Facilities, Finance, etc.)
- Leveraging AI/ML in various capabilities such test management, security operations, incident management, etc.
- Sustainability management integrated in IRM/GRC platforms
And last but not least:
- Service / Product portfolio management (managing the portfolio of service/applications, supporting product centric operating models, linked to business capabilities, product owners and teams)
Portfolio Management in an Agile World - Rick AustinLeadingAgile
When organizations move to agile for software delivery, there is often tension with traditional portfolio management. Rick Austin illustrates how an organization can move from traditional portfolio management approaches to one that embraces agile software delivery. Doing so enables organizations to become predictable, improve the flow of value delivered, and pivot more quickly if necessary.
BPM Fundamentals: Develop Your Game Plan For BPM SuccessClay Richardson
Presentation on BPM fundamentals at PegaWorld. Introduces business process professionals to drivers for bpm, defining the business case, evaluating ROI, and when/where to use technology.
This document outlines the topics and activities for a 10-day training course on improving service quality with lean process tools. The course covers topics such as lean process techniques, value stream mapping, six sigma methodologies, and business process management. On each day, participants work on a final project applying the concepts learned. Activities include project planning, cause analysis, implementation planning, and paper reviews. The document also provides examples of value stream mapping and lean process improvement techniques like 5S, waste identification, and process mapping.
In this presentation, Dr. Damrau will cover how she uses one business process modeling (BPM) methodology to gather current and future-state content requirements. This data can be analyzed for process improvement or automation of existing paper-based workflow processes.
El documento describe la evolución del concepto de modelo de negocio a través del tiempo, comenzando como una herramienta conceptual en la década de 1950 y convirtiéndose en un elemento clave de la estrategia empresarial en la actualidad. El modelo de negocio se ha vuelto más sofisticado con el tiempo y ahora se utiliza para articular cómo una empresa crea, entrega y captura valor.
Relevance of the business model for startup successChristian Schultz
This presentation answers three questions: (1) What are viable definitions of the business model? (2) Is the business model relevant for start-up success? (3) What elements of the business model are very success sensitive in the start-up context? The short case study of wegreen is used to exemplify the main arguments of the presentation.
The Future of Microsoft Project Portfolio Management (PPM) for Delivering Val...OnePlan Solutions
For years, Microsoft’s Project Online has been a relied upon by organizations as its primary project and portfolio management solution. However, as Microsoft evolves, so do its platforms and the solutions. Dive in with us to explore the exciting innovations with Microsoft’s Project for the web and the OnePlan’s AI Strategic Portfolio Management Platform. With enhanced collaboration, data, workflow and reporting capabilities, this latest iteration is set to reshape the way teams operate and deliver value to the organization.
Using agile and lean to lead business transformation agile 2010Dennis Stevens
Companies need a sustainable model for leading continuous change - yet most leadership teams are too busy running the business to effectively lead change. Many transformation efforts fail due to false starts, organizational resistance, and a lack of effective governance. We will explore a strategic change project management model that has repeatedly resulted in successful ongoing change initiatives. The model draws on Agile and Lean principles and techniques to lead change initiatives in a way that is simple, provides focus and transparency, and builds trust.
The processes from the PMBOK® Guide — Sixth Edition are separated into colors according to their respective knowledge areas. Only the main connections are shown in this process flow.
See related content at https://ricardo-vargas.com/pmbok6-processes-flow/
Management Consulting Toolkit with Great Powerpoint PresentationsAurelien Domont, MBA
Go to www.slidebooks.com to Download and Reuse Now a Management Consulting Toolkit with Great Powerpoint Presentations | Created By ex-McKinsey & Deloitte Consultants.
Lean Portfolio Strategy Part 2: Shifting from Imitation to Real LPM - The Mov...Cprime
Download the associated webinar: https://www.cprime.com/resource/webinars/lean-portfolio-strategy-part-2-shifting-from-imitation-to-real-lpm-the-move-to-true-value-streams/
Lean Portfolio Management (LPM) is touted as a world-changing paradigm. A shift that promises to boost productivity, time to market, quality, customer satisfaction, revenue, and a host of other vital business metrics. It promises to transform the organization to a leaner, more agile version of itself, primed to innovate effortlessly and outperform its competition at every turn.
Most organizations who have tried to establish LPM find the reality to be more nuanced than that. These companies end up implementing “Imitation LPM” where actions and some process changes may be in place and functioning, but the real promise of LPM- the increased agility and reduced waste- is not occurring.
Real LPM assumes that work is funded by value streams with teams organized around delivery of products and services that are valuable to customers. This is, perhaps, the hardest part of implementing LPM.
In part 1 of this webinar we explored how signs of imitation LPM show up in an organization’s approach to strategy. In this second of our series, we join Michiko Quinones (Jira Align Consultant) and Jean Dahl (General Manager, Scaled Agility) to explore:
- How to organize around value streams
- Real world examples of organizations who have successfully shifted from imitation value streams to true value streams
- The impact to funding and budgeting cycles
Business Architecture as an Approach to Connect Strategy & ProjectsEnterprise Architects
Helen Palmer @helenmpal hosted interactive sessions at the October 2015 IIBA professional development days in Melbourne and Brisbane.
The presentation titled "Business Architecture as an Approach to Connect Strategy & Projects" covers a high level introduction to the discipline of Business Architecture and the platform it provides for effectively executing Business Strategy. Helen provided insights into how Business Architecture is positioned within the wider context of Enterprise Architecture and how the value it delivers can improve greatly with an increase in the mandate from the business. The presentation also gives an overview of some of the key artifacts and models used in defining a Business Architecture.
Enterprise Architects offers IIBA members an exclusive discount on our (IIBA endorsed) Applied Business Architecture: 4 Day Course
http://enterprisearchitects.com/courses/business-architecture/applied-business-architecture/
You can reach out to one of our learning services consultants at training@enterprisearchitects.com to find out more.
Agile Certification Professional (PMI-ACP) Certification is the most coveted agile certification for project managers offered by the reputed PMI Institute. PMI-ACP certification is globally acknowledged and is valid across industries. Prepare for PMP exam with Simplilearn and make us a part of your success story. Simplilearn brings to you online PMI-ACP exam prep course that gives you the liberty to study at your pace and from your own place. This PMI-ACP presentation provides you a complete overview of basics of agile certification. Each slide covers PMI-ACP topics based on PMI-ACP exam syllabus and is prepared by our certified agile practitioners who have years of experience in agile environment. Get an understanding of PMI-ACP framework, agile methodologies, agile principles and its implementations in various projects. Cited examples and practice questions based on agile course and industry specific subjects provide better insights on each topic improving your confidence and knowledge towards attaining the agile certification goal.
Agile Transformation at scale is challenging that requires deep understanding and expertise of agility, discipline and hunger to change. In order to guide you for success in your transformation efforts, we created the Agile Transformation Governance Model. The governance model focuses on 5 key areas together with its 19 sub areas and creates high level of visibility for your transformation efforts.
The Agile Stakeholder Management Framework for Teams, Programs, and PortfoliosDrew Jemilo
Stakeholder management is one of the most important responsibilities of a Product Owner. It can also be one of the biggest land mines if you don't continuously inspect and adapt your planning and communication. How do you interact with your stakeholders based on their level of interest and the degree of influence they have over your team's success or failure? In this session, you will learn how to apply the stakeholder management framework to:
1. Identify, analyze, prioritize, and engage your stakeholders
2. Manage expectations through the continuous process of setting expectations, acting on them, reviewing them, and resetting them
3. Build your communication plan using the stakeholder mapping technique and the Net Promoter Score (NPS) to plot your sponsors, major stakeholders, minor stakeholders, and subject matter experts
4. Gain consensus with your stakeholders regarding their rights and responsibilities
5. Scale to the program and portfolio levels
Originally presented at Agile2012
http://agile2012.agilealliance.org/program/schedule/
Business & consulting toolkits free sample in powerpointDonald Gest
The document advertises business and consulting toolkits created by former consultants from McKinsey, Deloitte, and BCG. It claims the toolkits save thousands of hours of work and allow users to learn best practices from top companies. The toolkits cover various topics like corporate strategy, finance, marketing, and more. Users can access templates, frameworks, and other tools typically used by consultants. The document promotes the toolkits as a cheaper alternative to hiring consultants directly.
From Balanced Scorecard to Project Portfolio ManagementRoberto Toledo
The document discusses project portfolio management and alignment with organizational strategy. It introduces the Balanced Scorecard as a tool to help with strategic planning and implementation. The Balanced Scorecard provides a framework to classify objectives across four perspectives: financial, customer, internal processes, and learning and growth. It can then be used to identify projects and initiatives that will help achieve strategic goals.
It is well known that an effective PMO is key to successful and efficient program and project execution. In other words, doing things “right”. Enterprise Architecture is the discipline that plans and monitors enterprise transformation and aligns the business strategy with information technology capabilities. In other words, doing the “right things” to support the business.
Why is it organizations despite having both of these disciplines still struggle with effective enterprise transformation? What can we done to use these disciplines more effectively to effect better business outcomes? What are the roles of each discipline and how do they work together to create business value?
In this presentation, Riaz will address these questions and will provide real life examples that can help build a strong relationship between the PMO and Enterprise Architecture.
Learning Objectives:
• How to build a strong relationship between the PMO and Enterprise Architecture (EA) to deliver positive outcomes for your organization
• Identify the different roles and functions of the PMO and EA as well as their similarities
Overview of the IT4IT tooling market in 2022.
Key trends in the IT4IT / DevOps tooling market are:
- Strategic portfolio management / portfolio backlog management (scaling agile on the enterprise level integrating with Enterprise architecture and Application / Product Portfolio Management)
- On-line collaboration & communication tools supporting team of team planning, problem solving, etc.
- Value stream management (an emerging tooling category) providing visibility across the end-to-end IT value streams
- Multi-cloud discovery & visibility on usage, costs and compliance
- Integrating DevOps tool chain (e.g. CICD pipeline) with the ITSM platform and CMDB
- Integrating security, risk and compliance management into the DevOps tool chain
- AIOps and observability management, consoliding metrics, logs, events mapped to a real-time service model
- Security operations, integrating security monitoring, vulnerability scanning, etc. into end-to-end detect to correct value streams
- Enterprise Service Management (ITSM vendors providing omni-channel services across IT, HR, Facilities, Finance, etc.)
- Leveraging AI/ML in various capabilities such test management, security operations, incident management, etc.
- Sustainability management integrated in IRM/GRC platforms
And last but not least:
- Service / Product portfolio management (managing the portfolio of service/applications, supporting product centric operating models, linked to business capabilities, product owners and teams)
Portfolio Management in an Agile World - Rick AustinLeadingAgile
When organizations move to agile for software delivery, there is often tension with traditional portfolio management. Rick Austin illustrates how an organization can move from traditional portfolio management approaches to one that embraces agile software delivery. Doing so enables organizations to become predictable, improve the flow of value delivered, and pivot more quickly if necessary.
BPM Fundamentals: Develop Your Game Plan For BPM SuccessClay Richardson
Presentation on BPM fundamentals at PegaWorld. Introduces business process professionals to drivers for bpm, defining the business case, evaluating ROI, and when/where to use technology.
This document outlines the topics and activities for a 10-day training course on improving service quality with lean process tools. The course covers topics such as lean process techniques, value stream mapping, six sigma methodologies, and business process management. On each day, participants work on a final project applying the concepts learned. Activities include project planning, cause analysis, implementation planning, and paper reviews. The document also provides examples of value stream mapping and lean process improvement techniques like 5S, waste identification, and process mapping.
In this presentation, Dr. Damrau will cover how she uses one business process modeling (BPM) methodology to gather current and future-state content requirements. This data can be analyzed for process improvement or automation of existing paper-based workflow processes.
El documento describe la evolución del concepto de modelo de negocio a través del tiempo, comenzando como una herramienta conceptual en la década de 1950 y convirtiéndose en un elemento clave de la estrategia empresarial en la actualidad. El modelo de negocio se ha vuelto más sofisticado con el tiempo y ahora se utiliza para articular cómo una empresa crea, entrega y captura valor.
Relevance of the business model for startup successChristian Schultz
This presentation answers three questions: (1) What are viable definitions of the business model? (2) Is the business model relevant for start-up success? (3) What elements of the business model are very success sensitive in the start-up context? The short case study of wegreen is used to exemplify the main arguments of the presentation.
The document discusses the concept and evolution of business models. It defines a business model and explains that traditional vertically integrated models have given way to new types of models as industries deconstruct. It identifies four main types of business models that have emerged: integrated model, orchestrator model, layer player model, and market maker model. The document concludes that classifying different business models in this way provides a framework for understanding how companies generate revenue under changing industry conditions.
The document discusses different business models for companies operating online, known as B-Web models. It defines five main types of B-Web models: Agora, Aggregation, Value Chain, Alliance, and Distributive Networks. Each model is described as facilitating different interactions between buyers and sellers or organizing production networks in specific ways. The document provides questions for companies to consider to identify which business model they currently use and how to develop new models that ensure success in their industry.
This document discusses marketing basics and resource allocation. It covers finding effective marketing strategies through testing and using sales response functions to allocate resources optimally. The strategic marketing process involves planning, implementation, and control phases. Planning includes developing long-term and annual marketing plans using frameworks to identify growth opportunities. Implementation requires effective communication, accountability, and scheduling. Control involves measuring and analyzing sales and profits to determine if marketing actions need adjusting.
The document outlines six steps to building a billion dollar business model on the web: 1) share something valuable for free to attract a large audience, 2) sell complementary products or services, 3) build a community around your offerings, 4) create an ecosystem where others can also profit, 5) build an infrastructure like a website to support everything, and 6) use information technology creatively. Examples are given for each step like how Google provides free search and sells advertising or how Amazon allows third-party sellers. Common mistakes made by entrepreneurs are also listed.
The document introduces a business model canvas as a common platform for analyzing and describing business models. It explains that the canvas breaks a business model down into nine building blocks: customer segments, value propositions, channels, customer relationships, revenue streams, key resources, key activities, key partnerships, and cost structure. An example of how Skype's business model fits into the canvas is provided to demonstrate how the platform can be used to understand a company's operations.
MIS presentation on Skype Business ModelAmit Tiwari
This document summarizes a presentation about Skype. It discusses Skype's introduction and growth, rising to over 200 million customers in just 2.5 years by providing free video and voice calls. It also describes Skype's services like instant messaging, file transfers, and video conferencing. Finally, it discusses how Skype's simplicity and ease of use, as well as its free offerings, helped drive its massive success over competitors in a short period of time.
Для ритейлеров, продажи являются результатом искусства убеждать. Есть много факторов, которые влияют на то, что и как покупают люди.
Большое влияние на решение оказывает визуальный аспект. Самый сильный эффект в нем дает цвет.
A Strategy in a Day & The One Page Strategic PlanJC Duarte
The document describes a Strategy in a Day workshop and One Page Strategic Plan tool. The workshop is a facilitated one-day session that develops short, medium, and long-term strategic initiatives for an organization. The output is a One Page Strategic Plan that guarantees alignment, engagement, and commitment around strategic priorities. The plan breaks down strategies across five levels from corporate goals to individual team operational plans. The process aims to provide clarity, focus, alignment, motivation, and ownership to achieve business objectives.
Just an overview of the business model concept, customer development, organizing for corporate business model innovation, business eco-system challenges, and a few ideas of research opportunities. I presented this during lunch at my office to introduce the more technically oriented researchers to the general topic. The presentation was, although fast paced, quite appreciated.
Business Model Foundry (using the Minimal Viable Product concept)Alexander Osterwalder
The document discusses the results of a study on the effects of exercise on memory and thinking abilities in older adults. The study found that regular exercise can help reduce the decline in thinking abilities that often occurs with age. Specifically, older adults who exercised regularly performed better on tests of memory and decision-making than those who did not exercise regularly.
That is a PPT presentation used for a lesson about the Business Model Innovation.
The class was held in December 2014 as a part of the larger course "General Management" at the University of Rome Tor Vergata.
Main contents are: business modeling, business model innovation, blue ocean strategy, BMI as a set od key decision.
Please have a look at the well-designed strategy process that consulting firm Winfried Kempfle Marketing Services uses in strategy projects. The strategy process shows phases and milestones as well as main tasks to be performed in order to develop or im-prove a company´s strategy. The process is focused on strengthening the company´s competitiveness. It also shows strategy tools that should be applied to perform strategic planning processes in an efficient way.
This document discusses business model innovation through the example of the iPod. It highlights that while the iPod was a beautifully designed product, its success was also due to its carefully designed business model. The document directs the reader to the author's blog for more information on business model design and examples, and provides the author's contact information.
1) Google plans to scan millions of books and make them searchable online by 2015.
2) This led to a lawsuit by publishers and authors in 2005 over copyright issues.
3) By 2008, Google announced a model where readers could search book snippets online and purchase full access, potentially generating revenue.
Which Innovation Framework do you use, the 10 types of innovation or the busi...Heather McQuaid
Which innovation framework, the 10 types of innovation or the business model canvas, is more useful in helping people realise that 'innovation' isn't just about a product (or service)? I was surprised that no one had published (or at least made freely available) a comparison of the 10 types of innovation and the 9 building blocks of the business model canvas. So I attempted a mapping and here's what I found.
This document discusses green chemistry and furfural production. It notes that biomass can be used to produce furfural, which has many applications and for which there is high demand. Latvia is presented as a good location for furfural production due to available biomass sources and a history of research in this area. The company DalinYebo is introduced as pursuing innovative research and commercialization of furfural and other bioproducts through its integrated business model.
The document discusses and critiques 8 different definitions of services:
1. Negative approach (all that's not a product)
2. Service as a process
3. Service as an outcome of a process
4. Service as a contact-intensive product
5. "Service-Dominant Logic" (everything is a service)
6. "IHIP" properties (intangibility, heterogeneity, inseparability, perishability)
7. No change in ownership rights
8. Customer input into the production process
While each definition provides some insight, they all have limitations in fully describing what a service is. A unified definition that incorporates the customer experience may be needed.
This document outlines three perspectives on outsourcing using matrix models. Perspective I uses a matrix to show that outsourcing makes most sense for non-core activities that are complex, not critical to the business, and involve costs and risks. Perspective II looks at requirements for outsourcing providers using a matrix of flexibility, efficiency, knowledge, and reliability. Perspective III outlines a path for providers to develop competitive advantages through improving business processes, knowledge bases, economics, and investments.
How I lost $55 million with 17 of 51 startups through my 48 years in businessSergey Khromov-Borisov
Bert Twaalfhoven started 51 companies over 40 years focused on 10 global niches, with operations in 11 countries. He lost $55 million from 17 company failures, while 34 companies were successful. The document describes 7 specific case studies of company failures: 1) Wasserettes laundry in the 1950s due to cultural differences; 2) Aluminum Extruders in the 1960s due to financing and technology issues; 3) Troika CAD/CAM software in the 1970s due to partner and market issues; 4) North Atlantic Associates consulting in the 1980s due to management and marketing problems; 5) involvement in the PW4000 jet engine partnership in the 1990s which greatly exceeded initial projections in time,
This document discusses various business model tools and innovation techniques including the Value Proposition Canvas, Business Model Canvas, Kano Model, and Innovation Games. It provides an overview of each tool and technique including Value Proposition Canvas for defining customer value propositions, Business Model Canvas for describing key elements of a business model, Kano Model for categorizing product attributes, and Innovation Games as a technique for generating new ideas to solve customer problems.
This document discusses competencies for SenseCraft. While it does not provide many details, it seems to outline key skills, qualities, or abilities that are important for the role of SenseCraft. The competencies likely aid in hiring, training, or evaluating employees to ensure they possess the needed competencies for their job function.
The document outlines a company's current market state and strategies to increase their market share potential. Currently, their market share is low at 1.1% due to many customers not being aware of the product, not attracted to it, finding the price unacceptable, and issues with availability and service. To improve this, the company plans marketing promotion strategies as well as strategies to improve their product, price, place, and service to increase awareness, attractiveness, affordability, availability, and service quality to reach a market share of 5.8%.
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The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
𝐔𝐧𝐯𝐞𝐢𝐥 𝐭𝐡𝐞 𝐅𝐮𝐭𝐮𝐫𝐞 𝐨𝐟 𝐄𝐧𝐞𝐫𝐠𝐲 𝐄𝐟𝐟𝐢𝐜𝐢𝐞𝐧𝐜𝐲 𝐰𝐢𝐭𝐡 𝐍𝐄𝐖𝐍𝐓𝐈𝐃𝐄’𝐬 𝐋𝐚𝐭𝐞𝐬𝐭 𝐎𝐟𝐟𝐞𝐫𝐢𝐧𝐠𝐬
Explore the details in our newly released product manual, which showcases NEWNTIDE's advanced heat pump technologies. Delve into our energy-efficient and eco-friendly solutions tailored for diverse global markets.
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Garments ERP Software in Bangladesh _ Pridesys IT Ltd.pdfPridesys IT Ltd.
Pridesys Garments ERP is one of the leading ERP solution provider, especially for Garments industries which is integrated with
different modules that cover all the aspects of your Garments Business. This solution supports multi-currency and multi-location
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Discover innovative uses of Revit in urban planning and design, enhancing city landscapes with advanced architectural solutions. Understand how architectural firms are using Revit to transform how processes and outcomes within urban planning and design fields look. They are supplementing work and putting in value through speed and imagination that the architects and planners are placing into composing progressive urban areas that are not only colorful but also pragmatic.
Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Neil Horowitz
On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
What follows is a collection of snippets from the podcast. To hear the full interview and more, check out the podcast on all podcast platforms and at www.dsmsports.net
The Steadfast and Reliable Bull: Taurus Zodiac Signmy Pandit
Explore the steadfast and reliable nature of the Taurus Zodiac Sign. Discover the personality traits, key dates, and horoscope insights that define the determined and practical Taurus, and learn how their grounded nature makes them the anchor of the zodiac.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
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