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
This Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants after more than 3,000 hours of work. It shares our combined 100+ years of experience advising executive teams around the world. It includes all the Frameworks, Best Practices & Templates required to successfully implement an operating model and organization design initiative, and make your strategy happen.
Communication, training, support, and change management. Business Readiness is a new term and encompasses components that are familiar to learning and development. However, look it up on Google, Wikipedia, or other search engines and it\'s not there. At least not in the way we have been talking about it. Why? Is it because it is so new and the components such as change management, communications, training and end user support are typically run by project managers? Or are they? How do you, as a learning professional, affect these components? You\'ll explore how the direction and guidance you provide in these areas affect overall projects and success of new processes, ERP roll outs and training delivery in your organization.
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
This Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants after more than 3,000 hours of work. It shares our combined 100+ years of experience advising executive teams around the world. It includes all the Frameworks, Best Practices & Templates required to successfully implement an operating model and organization design initiative, and make your strategy happen.
Communication, training, support, and change management. Business Readiness is a new term and encompasses components that are familiar to learning and development. However, look it up on Google, Wikipedia, or other search engines and it\'s not there. At least not in the way we have been talking about it. Why? Is it because it is so new and the components such as change management, communications, training and end user support are typically run by project managers? Or are they? How do you, as a learning professional, affect these components? You\'ll explore how the direction and guidance you provide in these areas affect overall projects and success of new processes, ERP roll outs and training delivery in your organization.
In this session we are going to consider some lessons that Business Architecture practitioners might learn from Lean. Business Architecture has traditionally delivered ivory tower models which are slow to generate, hard to understand, and require heavy maintenance.
We'll start with a '101' level introduction to Business Architecture, discussing both the process of defining a Business Architecture and also some of the models that Business Architecture produces. We'll also try to understand the value of Business Architecture.
We'll then start to map some Lean Principles to Business Architecture and try and understand how we could potentially optimise the value stream. We'll consider where Business Architecture can be wasteful, discussing the diminishing value of information and the concept of analysis paralysis.
Finally I'll introduce you to a leaner approach to Business Architecture that focusses on rapid techniques for model generation and heavier engagement of system actors in both the development and the maintenance of models. I'll also share my technique for rapid enterprise modelling which can help you to build a capability model in hours rather than weeks/months.
An Introduction into the design of business using business architectureCraig Martin
Business Architecture is gaining interest from many non-traditional architecture stakeholders across the enterprise however most remain unclear of its scope and application. This webinar was presented through the Open Group as lead up to the London 2013 Conference on business transformation. It provides an overview of the language, methods and techniques of developing a business architecture and assist architects to demonstrate its relevance to business leaders. It also provides an insight into the method and techniques taught in the "Discovering Business Architecture" course run by Enterprise Architects.
What is the Value of Mature Enterprise Architecture TOGAFxavblai
Judith Jones received the Open Group award for Outstanding Contributions to the development of TOGAF 9 at 19th Open Group Enterprise Architecture Practitioners Conference Chicago - July 21-23, 2008. Former CEO of Architecting the Enterprise which has been a member of The Open Group for 6 years, she is personnally involved since 1997. As an active member of The Open Group and she is a major contributor and an editor of TOGAF 7, 8 and 9 as well as leading TOGAF projects for localisation, case studies, ADML, synergy and collaboration projects.
http://www.opengroup.org/member/member-spotlight-jones.htm
Your Challenge
Organizations have to adapt to a growing number of trends, putting increased pressure on IT to move at the same speed as the business.
The business, seeing that IT is slower to react, looks to external solutions to address its challenges and capitalize on opportunities.
IT and business leaders don’t have a clear and unified understanding or definition of an operating model.
Our Advice
Critical Insight
The IT operating model is not a static entity and should evolve according to changing business needs.
However, business needs are diverse, and the IT organization must recognize that the business includes groups that consume technology in different patterns. The IT operating model needs to support and enable multiple groups, while continuously adapting to changing business conditions.
Impact and Result
Determine how each technology consumer group interacts with IT. Use consumer experience maps to determine what kind of services consumer groups use and if there are opportunities to improve the delivery of those services.
Identify how changing business conditions will affect the consumption of technology services. Classify your consumers based on business uncertainty and reliance on IT to plan for the future delivery of services.
Optimize the IT operating model. Create a target IT operating model based on the gathered information about technology service consumers. Select different implementations of common operating model elements: governance, sourcing, process, and structure.
Operating Model PowerPoint Presentation Slides SlideTeam
Access our 20 slides operating model PowerPoint deck that has been designed for the professional working in the corporate firms. In business sector, an operating model is a visual display of how a company pays attention to its internal and external customers. The presentation deck comes with 10 operating model designs from which you can choose the desired one that meets your business requirement. You can create an innovative PPT using these designs as these are designed to meet the purpose of businesses. An operating model helps to define how the company is operating now and how they are looking to manage business operations in the future. Every leading organization has some policy to accomplish the business objectives and you can describe your operations strategy using our presentation deck. The PowerPoint designs have been crafted by our team of creative and experienced designers who have understanding about the topic and about the designs that work in the business community. Download and then you use them to share the information in the most professional way. Our Operating Model PowerPoint Presentation Slides give you the break. Get the chance you have been dreaming of.
Digital Transformation Strategy & Framework | By ex-McKinseyAurelien Domont, MBA
Go to www.slidebooks.com to Download and Reuse Now a Digital Transformation Strategy & Framework in Powerpoint | Created By ex-McKinsey & Deloitte Strategy Consultants.
Practical Enterprise Architecture in Medium-size Corporation using TOGAFMichael Sukachev
Overview on the Practical Enterprise Architecture approach using TOGAF ADM for architectures development, Zachman Framework as artifacts repository and Sparx EA as a modelling tool.
According to Gartner, "The stongest performing IT organizations are distinguished by strong strategy practices. The weak performing IT organizations are distinguished by weak delivery practices."
Having an IT strategy and executing it are important.
This brief presentation covers:
1. Why IT Strategy?
2. What does a great IT Strategy look like?
3. How to create a great IT Strategy
4. How to make the IT Strategy real
The role of enterprise architecture in digital transformationDanny Greefhorst
Enterprise architecture and digital transformation are a great combination. Enterprise architecture provides a structured way to support your digital transformation. It enables you to translate your value proposition to the capabilities and enablers to support it. In provides integration of all relevant aspects; people, process, information and technology. It provides insight, supports planning and shows what is really important.
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/measuring-business-readiness-adoption/
What is Business Readiness and Adoption?
• Would you talk to someone who isn’t paying attention?
• Would you make a movie if you didn’t know who would watch it?
• So why do projects often deliver to a Business that isn’t ready to receive or adopt!
Business Readiness and Adoption is a measure of preparation. A business that is ready will have made all the preparations necessary to accept the deliverables of a project and begin operating them. So, in effect, anything that involves a change to ways of working requires measurement to see if a business is ready for go-live.
Project deliverables will be a combination of the following (not an exhaustive list):
• New products.
• New services.
• New organisation structures.
• New processes.
• New systems.
• New infrastructure.
In projects to measure Business Readiness/Adoption I have previously used (but not restricted to) the following measurement areas:
1. Leadership.
2. Business Area Readiness.
3. Implementation Planning.
4. Stakeholder Management & Communication.
5. Process & Procedures Readiness.
6. Business Benefits.
7. Data.
8. Departmental Roles & Responsibilities (impact on individuals).
9. Education & Training.
10. Business Reporting.
11. Testing.
Operating Model Powerpoint Presentation SlidesSlideTeam
Access our 20 slides operating model PowerPoint deck that has been designed for the professional working in the corporate firms. In business sector, an operating model is a visual display of how a company pays attention to its internal and external customers. The presentation deck comes with 10 operating model designs from which you can choose the desired one that meets your business requirement. You can create an innovative PPT using these designs as these are designed to meet the purpose of businesses. An operating model helps to define how the company is operating now and how they are looking to manage business operations in the future. Every leading organization has some policy to accomplish the business objectives and you can describe your operations strategy using our presentation deck. The PowerPoint designs have been crafted by our team of creative and experienced designers who have understanding about the topic and about the designs that work in the business community. Download and then you use them to share the information in the most professional way. Our Operating Model Powerpoint Presentation Slides give you the break. Get the chance you have been dreaming of. https://bit.ly/3yU61mA
Developing a Roadmap for Digital TransformationJohn Sinke
Digitally mature companies out-perform their peers in innovation, agility and responsiveness to customers. “Digirati” also enjoy advantages in efficiency and effectiveness in product delivery, marketing, e-commerce, sales and customer service. More importantly, companies that achieve Digital Excellence are 26% more profitable (source: Capgemini Consulting and MIT Centre for Digital Business).
However, building a Roadmap for Digital Transformation requires not only successful collaboration between the CMO and the CIO, it also demands a strong customer-focused orientation and digital culture. During this presentation, John Sinke will share insights from leading marketers and his personal experience of turning Resorts World Sentosa into a “digital business”.
I quickly came up with this Web2.0 business readiness self assessment for a talk I did for the IABC. It helps companies check how they are responding to the growing importance of social media
In this session we are going to consider some lessons that Business Architecture practitioners might learn from Lean. Business Architecture has traditionally delivered ivory tower models which are slow to generate, hard to understand, and require heavy maintenance.
We'll start with a '101' level introduction to Business Architecture, discussing both the process of defining a Business Architecture and also some of the models that Business Architecture produces. We'll also try to understand the value of Business Architecture.
We'll then start to map some Lean Principles to Business Architecture and try and understand how we could potentially optimise the value stream. We'll consider where Business Architecture can be wasteful, discussing the diminishing value of information and the concept of analysis paralysis.
Finally I'll introduce you to a leaner approach to Business Architecture that focusses on rapid techniques for model generation and heavier engagement of system actors in both the development and the maintenance of models. I'll also share my technique for rapid enterprise modelling which can help you to build a capability model in hours rather than weeks/months.
An Introduction into the design of business using business architectureCraig Martin
Business Architecture is gaining interest from many non-traditional architecture stakeholders across the enterprise however most remain unclear of its scope and application. This webinar was presented through the Open Group as lead up to the London 2013 Conference on business transformation. It provides an overview of the language, methods and techniques of developing a business architecture and assist architects to demonstrate its relevance to business leaders. It also provides an insight into the method and techniques taught in the "Discovering Business Architecture" course run by Enterprise Architects.
What is the Value of Mature Enterprise Architecture TOGAFxavblai
Judith Jones received the Open Group award for Outstanding Contributions to the development of TOGAF 9 at 19th Open Group Enterprise Architecture Practitioners Conference Chicago - July 21-23, 2008. Former CEO of Architecting the Enterprise which has been a member of The Open Group for 6 years, she is personnally involved since 1997. As an active member of The Open Group and she is a major contributor and an editor of TOGAF 7, 8 and 9 as well as leading TOGAF projects for localisation, case studies, ADML, synergy and collaboration projects.
http://www.opengroup.org/member/member-spotlight-jones.htm
Your Challenge
Organizations have to adapt to a growing number of trends, putting increased pressure on IT to move at the same speed as the business.
The business, seeing that IT is slower to react, looks to external solutions to address its challenges and capitalize on opportunities.
IT and business leaders don’t have a clear and unified understanding or definition of an operating model.
Our Advice
Critical Insight
The IT operating model is not a static entity and should evolve according to changing business needs.
However, business needs are diverse, and the IT organization must recognize that the business includes groups that consume technology in different patterns. The IT operating model needs to support and enable multiple groups, while continuously adapting to changing business conditions.
Impact and Result
Determine how each technology consumer group interacts with IT. Use consumer experience maps to determine what kind of services consumer groups use and if there are opportunities to improve the delivery of those services.
Identify how changing business conditions will affect the consumption of technology services. Classify your consumers based on business uncertainty and reliance on IT to plan for the future delivery of services.
Optimize the IT operating model. Create a target IT operating model based on the gathered information about technology service consumers. Select different implementations of common operating model elements: governance, sourcing, process, and structure.
Operating Model PowerPoint Presentation Slides SlideTeam
Access our 20 slides operating model PowerPoint deck that has been designed for the professional working in the corporate firms. In business sector, an operating model is a visual display of how a company pays attention to its internal and external customers. The presentation deck comes with 10 operating model designs from which you can choose the desired one that meets your business requirement. You can create an innovative PPT using these designs as these are designed to meet the purpose of businesses. An operating model helps to define how the company is operating now and how they are looking to manage business operations in the future. Every leading organization has some policy to accomplish the business objectives and you can describe your operations strategy using our presentation deck. The PowerPoint designs have been crafted by our team of creative and experienced designers who have understanding about the topic and about the designs that work in the business community. Download and then you use them to share the information in the most professional way. Our Operating Model PowerPoint Presentation Slides give you the break. Get the chance you have been dreaming of.
Digital Transformation Strategy & Framework | By ex-McKinseyAurelien Domont, MBA
Go to www.slidebooks.com to Download and Reuse Now a Digital Transformation Strategy & Framework in Powerpoint | Created By ex-McKinsey & Deloitte Strategy Consultants.
Practical Enterprise Architecture in Medium-size Corporation using TOGAFMichael Sukachev
Overview on the Practical Enterprise Architecture approach using TOGAF ADM for architectures development, Zachman Framework as artifacts repository and Sparx EA as a modelling tool.
According to Gartner, "The stongest performing IT organizations are distinguished by strong strategy practices. The weak performing IT organizations are distinguished by weak delivery practices."
Having an IT strategy and executing it are important.
This brief presentation covers:
1. Why IT Strategy?
2. What does a great IT Strategy look like?
3. How to create a great IT Strategy
4. How to make the IT Strategy real
The role of enterprise architecture in digital transformationDanny Greefhorst
Enterprise architecture and digital transformation are a great combination. Enterprise architecture provides a structured way to support your digital transformation. It enables you to translate your value proposition to the capabilities and enablers to support it. In provides integration of all relevant aspects; people, process, information and technology. It provides insight, supports planning and shows what is really important.
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/measuring-business-readiness-adoption/
What is Business Readiness and Adoption?
• Would you talk to someone who isn’t paying attention?
• Would you make a movie if you didn’t know who would watch it?
• So why do projects often deliver to a Business that isn’t ready to receive or adopt!
Business Readiness and Adoption is a measure of preparation. A business that is ready will have made all the preparations necessary to accept the deliverables of a project and begin operating them. So, in effect, anything that involves a change to ways of working requires measurement to see if a business is ready for go-live.
Project deliverables will be a combination of the following (not an exhaustive list):
• New products.
• New services.
• New organisation structures.
• New processes.
• New systems.
• New infrastructure.
In projects to measure Business Readiness/Adoption I have previously used (but not restricted to) the following measurement areas:
1. Leadership.
2. Business Area Readiness.
3. Implementation Planning.
4. Stakeholder Management & Communication.
5. Process & Procedures Readiness.
6. Business Benefits.
7. Data.
8. Departmental Roles & Responsibilities (impact on individuals).
9. Education & Training.
10. Business Reporting.
11. Testing.
Operating Model Powerpoint Presentation SlidesSlideTeam
Access our 20 slides operating model PowerPoint deck that has been designed for the professional working in the corporate firms. In business sector, an operating model is a visual display of how a company pays attention to its internal and external customers. The presentation deck comes with 10 operating model designs from which you can choose the desired one that meets your business requirement. You can create an innovative PPT using these designs as these are designed to meet the purpose of businesses. An operating model helps to define how the company is operating now and how they are looking to manage business operations in the future. Every leading organization has some policy to accomplish the business objectives and you can describe your operations strategy using our presentation deck. The PowerPoint designs have been crafted by our team of creative and experienced designers who have understanding about the topic and about the designs that work in the business community. Download and then you use them to share the information in the most professional way. Our Operating Model Powerpoint Presentation Slides give you the break. Get the chance you have been dreaming of. https://bit.ly/3yU61mA
Developing a Roadmap for Digital TransformationJohn Sinke
Digitally mature companies out-perform their peers in innovation, agility and responsiveness to customers. “Digirati” also enjoy advantages in efficiency and effectiveness in product delivery, marketing, e-commerce, sales and customer service. More importantly, companies that achieve Digital Excellence are 26% more profitable (source: Capgemini Consulting and MIT Centre for Digital Business).
However, building a Roadmap for Digital Transformation requires not only successful collaboration between the CMO and the CIO, it also demands a strong customer-focused orientation and digital culture. During this presentation, John Sinke will share insights from leading marketers and his personal experience of turning Resorts World Sentosa into a “digital business”.
I quickly came up with this Web2.0 business readiness self assessment for a talk I did for the IABC. It helps companies check how they are responding to the growing importance of social media
Organisational change, Innovation and Transformation communicationStephen Tindi
The global business environment is turbulent and successful organisations must effectively communicate change, innovation and transformation to all stakeholders.
Template for facilitating transformation planning workshop. Incorporates systems thinking, neurolinguistic programming, organisational change management, organizational change management, high level business architecture and clean language techniques.
This session introduces some of the principles behind a proposed Business Process Management (BPM) reference model, equivalent to the Workflow Management Coalition (WfMC) Workflow Reference Model.
There is signifi cant holistic advantage in deriving the BPM reference model not from workflow or BPM technology, but from logical and architectural analysis of what it is to be a business process. The same model
can then support technology, operational process management and business transformation. The principles address fundamental questions like:
• What is a business process? Where does it start and stop? What are its logical components?
• How can one process control structure cover both manual and automated functionality?
• Where do rules fit in?
• How to ensure process models align with data models?
Does process thinking mean rethinking requirements analysis, solution design and IT engagement and delivery models?
IT Transformation: Program management delivers interdependent initiatives for benefits that align to key strategic goals. Business Transformation process and cycle
Like everyone else, we are prone to see the approaching new year as an opportunity to reflect and make promises to be better yet. But the pressure is even greater for us, since our whole field is about eflection and change! So whether you are a novice trying to get started, an accomplished consultant hoping to expand your work, or a seasoned practitioner seeking the capstone to a long career, let's take the time to look at how we all can advance our practice.
Building on 35 years of experience with hundreds of client engagements, Jerry Talley will suggest some of the road maps we all can use to move along in our journey to becoming the consultant we want to be. We will (1) enumerate the elements of a successful consulting practice, (2) define the essential activity that distinguishes consulting from simple expertise, (3) map out the whole field of OD, and (4) identify the typical areas and patterns for professional development. In short, figure out where you are...and where you could be in 2013.
Bio: Jerry L. Talley was one of the founders of SBODN in 1987. His 35 years of consulting has spanned over 350 engagements with clients from public sector, for profit, and not-for-profit ventures. He has worked in high-tech, manufacturing, hospitality, pharmaceuticals, publishing, entertainment and broadcasting, the military, health care, public utilities, construction, aerospace, higher education, banking and finance, foods, and major consulting houses.
Jerry also runs a small group for aspiring consultants hoping to raise the quality and quantity of their practice.
Prior to starting his consulting practice, he taught for 18 years at Stanford University (the source of his PhD). He also had a practice as a licensed Marriage and Family Therapist.
This presentation is about “Agile Mindset”. It describes the Agile Manifesto. Moreover, it shows the Agile Manifesto Statement of Values, the Principles of the Agile Manifesto and The Declaration of Interdependence (DOI). Finally, I compared the Agile Mindset VS Traditional Mindset.
Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
Smart TV Buyer Insights Survey 2024 by 91mobiles.pdf91mobiles
91mobiles recently conducted a Smart TV Buyer Insights Survey in which we asked over 3,000 respondents about the TV they own, aspects they look at on a new TV, and their TV buying preferences.
Transcript: Selling digital books in 2024: Insights from industry leaders - T...BookNet Canada
The publishing industry has been selling digital audiobooks and ebooks for over a decade and has found its groove. What’s changed? What has stayed the same? Where do we go from here? Join a group of leading sales peers from across the industry for a conversation about the lessons learned since the popularization of digital books, best practices, digital book supply chain management, and more.
Link to video recording: https://bnctechforum.ca/sessions/selling-digital-books-in-2024-insights-from-industry-leaders/
Presented by BookNet Canada on May 28, 2024, with support from the Department of Canadian Heritage.
Dev Dives: Train smarter, not harder – active learning and UiPath LLMs for do...UiPathCommunity
💥 Speed, accuracy, and scaling – discover the superpowers of GenAI in action with UiPath Document Understanding and Communications Mining™:
See how to accelerate model training and optimize model performance with active learning
Learn about the latest enhancements to out-of-the-box document processing – with little to no training required
Get an exclusive demo of the new family of UiPath LLMs – GenAI models specialized for processing different types of documents and messages
This is a hands-on session specifically designed for automation developers and AI enthusiasts seeking to enhance their knowledge in leveraging the latest intelligent document processing capabilities offered by UiPath.
Speakers:
👨🏫 Andras Palfi, Senior Product Manager, UiPath
👩🏫 Lenka Dulovicova, Product Program Manager, UiPath
Software Delivery At the Speed of AI: Inflectra Invests In AI-Powered QualityInflectra
In this insightful webinar, Inflectra explores how artificial intelligence (AI) is transforming software development and testing. Discover how AI-powered tools are revolutionizing every stage of the software development lifecycle (SDLC), from design and prototyping to testing, deployment, and monitoring.
Learn about:
• The Future of Testing: How AI is shifting testing towards verification, analysis, and higher-level skills, while reducing repetitive tasks.
• Test Automation: How AI-powered test case generation, optimization, and self-healing tests are making testing more efficient and effective.
• Visual Testing: Explore the emerging capabilities of AI in visual testing and how it's set to revolutionize UI verification.
• Inflectra's AI Solutions: See demonstrations of Inflectra's cutting-edge AI tools like the ChatGPT plugin and Azure Open AI platform, designed to streamline your testing process.
Whether you're a developer, tester, or QA professional, this webinar will give you valuable insights into how AI is shaping the future of software delivery.
GraphRAG is All You need? LLM & Knowledge GraphGuy Korland
Guy Korland, CEO and Co-founder of FalkorDB, will review two articles on the integration of language models with knowledge graphs.
1. Unifying Large Language Models and Knowledge Graphs: A Roadmap.
https://arxiv.org/abs/2306.08302
2. Microsoft Research's GraphRAG paper and a review paper on various uses of knowledge graphs:
https://www.microsoft.com/en-us/research/blog/graphrag-unlocking-llm-discovery-on-narrative-private-data/
Slack (or Teams) Automation for Bonterra Impact Management (fka Social Soluti...Jeffrey Haguewood
Sidekick Solutions uses Bonterra Impact Management (fka Social Solutions Apricot) and automation solutions to integrate data for business workflows.
We believe integration and automation are essential to user experience and the promise of efficient work through technology. Automation is the critical ingredient to realizing that full vision. We develop integration products and services for Bonterra Case Management software to support the deployment of automations for a variety of use cases.
This video focuses on the notifications, alerts, and approval requests using Slack for Bonterra Impact Management. The solutions covered in this webinar can also be deployed for Microsoft Teams.
Interested in deploying notification automations for Bonterra Impact Management? Contact us at sales@sidekicksolutionsllc.com to discuss next steps.
Kubernetes & AI - Beauty and the Beast !?! @KCD Istanbul 2024Tobias Schneck
As AI technology is pushing into IT I was wondering myself, as an “infrastructure container kubernetes guy”, how get this fancy AI technology get managed from an infrastructure operational view? Is it possible to apply our lovely cloud native principals as well? What benefit’s both technologies could bring to each other?
Let me take this questions and provide you a short journey through existing deployment models and use cases for AI software. On practical examples, we discuss what cloud/on-premise strategy we may need for applying it to our own infrastructure to get it to work from an enterprise perspective. I want to give an overview about infrastructure requirements and technologies, what could be beneficial or limiting your AI use cases in an enterprise environment. An interactive Demo will give you some insides, what approaches I got already working for real.
Securing your Kubernetes cluster_ a step-by-step guide to success !KatiaHIMEUR1
Today, after several years of existence, an extremely active community and an ultra-dynamic ecosystem, Kubernetes has established itself as the de facto standard in container orchestration. Thanks to a wide range of managed services, it has never been so easy to set up a ready-to-use Kubernetes cluster.
However, this ease of use means that the subject of security in Kubernetes is often left for later, or even neglected. This exposes companies to significant risks.
In this talk, I'll show you step-by-step how to secure your Kubernetes cluster for greater peace of mind and reliability.
2. Business Transformation
Readiness Assessment
Business Transformation Readiness Assessment is conducted to get a
deeper understanding of the challenges and opportunities that could be
presented in the course of the transformation.
Business Transformation Readiness Assessment has
1. the readiness factors that will impact the organization
2. ratings factors to assess the readiness factors
Business Transformation Readiness Assessment template is a part of Business
Transformation Enablement Program ( a.k.a BTEP )
http://www.tbs-sct.gc.ca/btep-pto/index-eng.asp
4. Business
Transformation Readiness Factors
Readiness Factors
Vision
Desire, Willingness, and Resolve
Need
Business Case
Funding
Sponsorship and Leadership
Governance
Accountability
A Workable Approach and
Execution Model
IT Capacity to Execute
Departmental Capacity to
Execute
Ability to Implement and Operate
5. Readiness Factor‟s
Description
Readiness Factor Readiness Factor Desirable indicators of readiness
Definition
Vision The “Vision” is an ability to • Management is able to clearly define the objectives, in
clearly define and both strategic and specific terms.
communicate what is to be • Leadership in defining vision and needs comes from the
achieved business side with IT input.
• Predictable and proven processes exist for moving from
vision to statement of requirements.
• The primary drivers for the initiative are clear.
• The scope and approach of the transformation initiative
have been clearly defined throughout the organization.
Desire, A desire to achieve the • There is active discussion regarding the impact that
results, willingness to accept executing the project may have on the organization,
Willingness, and the impact of doing the work, with clear indication of the intent to accept the impacts.
Resolve and the resolve to follow • Assignment of money and key resources to the project.
through and complete the • Top executives project the clear message that the
project organization will follow through, a message that
identifies the effort as well as the benefits.
• There is a history of finishing what is started and of
coming to closure on issues in the timeframes needed.
• There is agreement throughout the organization that the
transformation initiative is the „right‟ thing to do.
6. Readiness Factor‟s
Description(contd)
Readiness Factor Readiness Factor Desirable indicators of readiness
Definition
Need There is a compelling need to • There are clear statements regarding what the
do the project. organization will not be able to do if the project does not
proceed, and equally clear statements of what the
project will enable the organization to do.
• There are visible and broadly understood
consequences of project failure.
• Success criteria have been clearly identified and
communicated.
Business Case There is a business case • The Business Case document identifies concrete
that creates a strong focus benefits (revenues or savings) that the organization is
for the project, identifying committed to deliver.
benefits that must be • The Business Case clearly and unquestionably points to
achieved and thereby goals that the organization is committed to achieving.
creating an imperative to
succeed.
Funding There is a source of funds • There is a clear source of funds for the project.
that meets the project‟s
potential expenditures.
7. Readiness Factor‟s
Description(contd)
Readiness Factor Readiness Factor Desirable indicators of readiness
Definition
Sponsorship and There is a strong • The project is sponsored by an executive who is
sponsorship that is broadly appropriately aligned to provide the leadership the
Leadership shared--but not so broad as project needs and able to articulate and defend the
to diffuse accountability. needs of the project at the senior management level.
Leadership to keep everyone • The executive sponsors are engaged and will remain
on board and to project the engaged throughout the project.
goal.
Governance There is a ability to engage There is
the involvement and support • a clearly identified stakeholders and a clear sense of
of all parties with an interest their interest in and responsibility to the project
in or responsibility to the • a culture that encourages participation towards
project with the objective of corporate rather than local objectives
ensuring that the corporate • a history of being able to successfully manage activities
interests are served and the that cross interest areas
objectives achieved. • a culture that fosters meaningful, as opposed to
symbolic, participation in management processes
• a commitment to ongoing project review and challenge
and openness to outside advice
8. Readiness Factor‟s
Description(contd)
Readiness Factor Readiness Factor Desirable indicators of readiness
Definition
Accountability Accountability is the • Accountability is aligned with the area where the
assignment of specific and benefits of success or consequences of failure on the
appropriate responsibility, project will be felt.
recognition of measurable • Accountability and responsibility areas align
expectations by all
concerned parties, and
alignment of decision-making
with areas of responsibility
and with where the impact of
the decisions will be felt.
9. Readiness Factor‟s
Description(contd)
Readiness Factor Readiness Factor Desirable indicators of readiness
Definition
A Workable There is a project approach • The organization is experienced with projects of this
that makes sense relative to type so that the processes, disciplines, expertise, and
Approach and the task, with a supporting governance are already in place and proven. We
Execution Model environment, modelled after simply have to apply them to this project.
a proven approach. There is • All the players know their roles because they have
a clear notions of the client played them before with success. In particular, the roles
and the client‟s role relative of “client” and “systems builder” are mature and stable.
to the builder or prime • There is a communication plan covering all levels of the
contractor. organization and meeting the needs ranging from
awareness to availability of technical detail.
• There is a reward and recognition plan in place to
recognize teams and individuals who use good change
management practices, planning and prevention of
crisis behaviours and who reinforce behaviours
appropriate to the new way of doing business.
• It is clear to everyone how implementation will occur,
how it will be monitored and how realignment actions
will be made.
• There are adequate resources dedicated for the life of
the transformation.
10. Readiness Factor‟s
Description(contd)
Readiness Factor Readiness Factor Desirable indicators of readiness
Definition
IT Capacity to The ability to perform all the There is
IT tasks required by the • recent successful execution of a project of comparable
Execute project, including the skills, size and complexity to the project being contemplated
tools, processes, and • existence of the processes and discipline appropriate to
management capability. a project of this type
• availability of the skills necessary to execute the project
• rational model for deciding what skills and activities to
source externally
Departmental There is an ability to perform There is
all the tasks required by the • recent successful execution of a project at least half the
Capacity to project, in areas outside of IT, size and complexity of the project being contemplated
Execute including the ability to make • existence of the processes and discipline appropriate to
decisions within the tight time a project of this type
constraints typical to project • availability of the skills necessary to execute the project
environments. • a demonstrated ability by the organization to deal with
the type of mid-project issues and requirements for
decision typical of complex projects
• recognition of the need for knowledge and skill-building
for the new way of working
• recognition of the value of a formal gap analysis for skills
and behaviour
11. Readiness Factor‟s
Description(contd)
Readiness Factor Readiness Factor Desirable indicators of readiness
Definition
Ability to The ability to implement the There is
new system and its related • recent proven ability to deal with the change
Implement and business processes, absorb management issues arising from new processes and
Operate the changes arising from systems
implementation, and ongoing • systems operations, maintenance and support for
ability to operate in the new existing systems works well and disciplines and
environment. procedures are in place
13. Rating Factor
If it is determined that a readiness factor is urgent, it means that
Urgency action is needed before a transformation initiative can begin.
Readiness Description
Status
Low needs substantial work before proceeding
Rating Factors Readiness
Status Fair needs some work before proceeding
Acceptable some readiness issues exist, no
showstoppers
Good relatively minor issues exist
High no readiness issues
Degree of
Difficulty to
Fix Degree of Difficulty to Fix
No action needed
Easy
Moderate
Difficult
14. Template to assess each
readiness factor
Urgency
Readiness Factor Vision Readiness Status
Degree of Difficulty
Observation :
1.
2.
15. Business Readiness Factor
Assessment Summary template
# Readiness Factor Urgency Readiness Degree of
Status difficulty
1 Vision
2 Desire, Willingness, and Resolve
3 Need
4 Business Case
5 Funding
6 Sponsorship and Leadership
7 Governance
8 Accountability
9 A Workable Approach and
Execution Model
10 IT Capacity to Execute
11 Departmental Capacity to Execute
12 Ability to Implement and Operate
17. Appendix A:
Introduction to BTEP
The purpose of Business Transformation Enablement Program ( a.k.a BTEP )
is to provide a business transformation toolkit enabling rigorous strategic
planning and integrated strategic design across Canada government‟s
department supporting interoperability and integration. BTEP aims to help
departments and agencies improve the reliability and consistency of
transformation across governments with a more thorough, standardized
approach for program and service alignment and business design that
promotes design efficiency and reusability, as well as for transformation project
planning and implementation.
18. The End
BPET is a work by the Canadian Government and its Business Transformation
Enablement Program (BTEP) - Refer to www.tbs-sct.gc.ca/btep-pto/index_e.asp.
Word
Slides by
Chandrashekhar P. More
Chandrashekhar.more@soainfo.com