This document discusses decision modeling as a foundation for process reengineering. It defines decision modeling as showing the chronological sequence of major decisions needed to accomplish a goal, with the knowledge required to support each decision. The key points are:
- Decision modeling focuses on the essential "what" decisions rather than how tasks are currently done.
- It provides a framework to design an improved "to-be" process by starting with rational consensus on critical decisions rather than constraints of the existing process.
- A step-by-step approach is outlined to build decision models through mapping the existing process, identifying decisions, evaluating required knowledge, and refining the decision sequence to design an improved process.
The document discusses interfacing and influencing skills that are core to being an effective consultant. It provides tips on active listening, interviewing, establishing relationships, and handling questions to help with interfacing. Influencing skills discussed include persuading, negotiating, addressing different perspectives rationally and emotionally, creating a sense of urgency, transferring ownership, identifying others' motives and needs, and overcoming barriers. The document emphasizes the importance of these skills and provides guidance on practicing them, including through "hallway chats" with clients.
The document provides an overview of Gemini Consulting's approach to leading organizational change. It discusses how the business environment is changing and requiring different approaches to change. Gemini's approach is grounded in tools developed from behavioral change insights that focus on changing individual behaviors through small groups. Gemini interventions create joint project teams of clients and consultants to serve as a safe environment to experiment with new ways of working and accelerate change. Gemini is evolving its approach to address continuous change and spreading learnings throughout organizations.
The document discusses planning and conducting effective meetings. It notes that meetings cost businesses billions annually and outlines types of meetings. When planning a problem-solving meeting, the document recommends determining if a meeting is necessary, setting an agenda with goals and participants, and providing background. Key points for conducting a meeting include beginning by stating goals, using parliamentary procedure or other techniques to encourage participation, keeping discussions on track, maintaining a positive tone, and following up on assignments.
This document discusses improving reliability and maintenance through organizational culture change. It introduces Ian Knight from the Reliability Institute in the Netherlands who has 35 years of experience in condition monitoring, lubrication, and equipment reliability. Knight discusses examples of implementing change programs focused on maintenance, reliability, and production. He emphasizes that changing organizational culture is key to successful and sustainable change efforts, and outlines a framework for assessing culture and driving change through initiatives, activities, and ongoing evaluation.
This document provides a practical guide for implementing flexible working arrangements during an economic downturn. It discusses how agile working allows people, processes, technology, time and place to come together effectively without boundaries. The key is selecting the right model for each business by considering definitions, locations, sectors, and employee roles. Success requires focusing on people through training and analysis, technology through virtualization and security, and facilities through existing assets and regulations. Change management is vital using techniques like envisioning workshops, communications, and celebrating wins. Seeing the new flexible workspace can be a turning point for staff acceptance. Benefits include cost savings from less space while maintaining productivity and satisfaction.
The document discusses what business expectations are of HR leaders and how HR can align its strategies with business strategies. It outlines that businesses expect HR leaders to address current challenges, add value, create impact, drive change, and build for the future. It then provides guidance on how an HR leader can meet these expectations, such as understanding the business, offering solutions, focusing on outcomes, and building credibility. Finally, it discusses aligning business and HR strategies through steps like defining capabilities needed, identifying practices to develop them, and measuring effectiveness.
The document discusses interfacing and influencing skills that are core to being an effective consultant. It provides tips on active listening, interviewing, establishing relationships, and handling questions to help with interfacing. Influencing skills discussed include persuading, negotiating, addressing different perspectives rationally and emotionally, creating a sense of urgency, transferring ownership, identifying others' motives and needs, and overcoming barriers. The document emphasizes the importance of these skills and provides guidance on practicing them, including through "hallway chats" with clients.
The document provides an overview of Gemini Consulting's approach to leading organizational change. It discusses how the business environment is changing and requiring different approaches to change. Gemini's approach is grounded in tools developed from behavioral change insights that focus on changing individual behaviors through small groups. Gemini interventions create joint project teams of clients and consultants to serve as a safe environment to experiment with new ways of working and accelerate change. Gemini is evolving its approach to address continuous change and spreading learnings throughout organizations.
The document discusses planning and conducting effective meetings. It notes that meetings cost businesses billions annually and outlines types of meetings. When planning a problem-solving meeting, the document recommends determining if a meeting is necessary, setting an agenda with goals and participants, and providing background. Key points for conducting a meeting include beginning by stating goals, using parliamentary procedure or other techniques to encourage participation, keeping discussions on track, maintaining a positive tone, and following up on assignments.
This document discusses improving reliability and maintenance through organizational culture change. It introduces Ian Knight from the Reliability Institute in the Netherlands who has 35 years of experience in condition monitoring, lubrication, and equipment reliability. Knight discusses examples of implementing change programs focused on maintenance, reliability, and production. He emphasizes that changing organizational culture is key to successful and sustainable change efforts, and outlines a framework for assessing culture and driving change through initiatives, activities, and ongoing evaluation.
This document provides a practical guide for implementing flexible working arrangements during an economic downturn. It discusses how agile working allows people, processes, technology, time and place to come together effectively without boundaries. The key is selecting the right model for each business by considering definitions, locations, sectors, and employee roles. Success requires focusing on people through training and analysis, technology through virtualization and security, and facilities through existing assets and regulations. Change management is vital using techniques like envisioning workshops, communications, and celebrating wins. Seeing the new flexible workspace can be a turning point for staff acceptance. Benefits include cost savings from less space while maintaining productivity and satisfaction.
The document discusses what business expectations are of HR leaders and how HR can align its strategies with business strategies. It outlines that businesses expect HR leaders to address current challenges, add value, create impact, drive change, and build for the future. It then provides guidance on how an HR leader can meet these expectations, such as understanding the business, offering solutions, focusing on outcomes, and building credibility. Finally, it discusses aligning business and HR strategies through steps like defining capabilities needed, identifying practices to develop them, and measuring effectiveness.
Avanulo White Paper 446 Relentless Achievement An Effective Defense Agai...mstxbusiness
The document summarizes key challenges facing companies in preventing external failures that damage brands, such as product quality issues. It notes that the cost of external failure is higher than ever due to intense media scrutiny. While technology has reduced some risks, companies often rely too heavily on technology without addressing human factors. Truly engaging employees is key to achieving the high quality levels needed to prevent external failures but remains an elusive goal for most firms. A holistic approach is needed that dedicates resources to both technological and human-focused solutions tailored to each organization.
XP Day 2009 (London) - Patterns For Successful Distributed Development Xpday ...Mads Troels Hansen
The document discusses 8 patterns for successful distributed development: structure, rhythm, technical infrastructure, communication protocols, shared product vision, domain knowledge, development practices, and cross-cultural understanding. It provides examples for each pattern, such as using transparency and flow to structure work, establishing regular feedback rhythms, automating tools for technical infrastructure, and having face-to-face visits to build cross-cultural understanding. The overall message is that following these patterns can help teams work together successfully across distances.
The document outlines the agenda for a workshop on project management and career progression. The agenda includes an icebreaker, an overview of project management, information on becoming a Project Management Professional (PMP), and a discussion on career progression. It also lists the various topics that will be covered under each section, such as the project management framework defined by the Project Management Institute (PMI) and the processes and knowledge areas covered in the PMBOK Guide.
The document discusses communication gaps between project managers and IT staff and provides lessons learned from the author's experience. It outlines how project managers and IT staff have different approaches to problem-solving and priorities. Specific examples are provided of issues that arose from misunderstandings around deadlines, skill sets, training needs, and budget cycles. The key lessons are the importance of understanding each other's perspectives and communicating effectively on goals, skills, priorities and planning.
Presentation to AIIM International 2009 - ECM Rescue: Recovering from a Faile...Greg Clark
The document provides an agenda and presentation materials for an ECM rescue presentation. The presentation discusses how to recover from a failed ECM implementation by establishing clear governance, rebuilding strategy and focus, creating an ECM office to manage projects, and focusing on change management and user adoption. It emphasizes understanding existing problems, crafting a new vision and metrics to measure success, and implementing projects incrementally to build on past successes.
The Microsoft Solutions Framework is a flexible and adaptable framework for successfully delivering IT solutions faster and with fewer resources while achieving higher quality results. It focuses on open communication, shared vision, empowering teams, clear accountability, delivering business value, agility to change, and learning from experiences. The framework includes process models, foundation principles, and recommendations for addressing common project challenges such as disconnected stakeholders, unclear roles and requirements, and lack of business understanding.
The document discusses approaches to improving knowledge worker productivity. It argues that the dominant approach of designing organizational structures and then fitting roles and people into them may not be effective for knowledge workers. An alternative approach is proposed that focuses first on the person, their passions and skills, and then tailors roles and organizational structures to better fit individuals. This person-centered approach includes using passion inventories, flexible job descriptions, and lateral career moves to better align people with work they find meaningful. The goal is to recruit the right people and place them in positions and an organization structured in a way that allows them to perform at their best.
The document discusses team development and high performance teams. It covers various stages of team development including forming, storming, norming, performing, and adjourning. Key aspects of effective teams are identified such as shared goals, clear roles, and open communication. Different team member roles are examined including those that show concern through contributing and clarifying, and those that cause frustration like dominating. The importance of teamwork and support are highlighted through lessons from geese who fly farther together through cooperation.
Transformational leadership inspires organizations to adapt to accelerating change. It motivates followers by closing the gap between leaders' professed values and actual values in use. Transformational leaders act as role models, motivate followers with a vision of the future, stimulate innovation, and support individual growth. They are needed to help organizations and employees cope with disruption and maintain productivity.
This document outlines practical steps to generate positive cash flow. It discusses the importance of cash flow and managing cash. It recommends creating a treasury function with a cash-focused culture to prioritize cash activities. It identifies five internal sources of cash called "cash silos" - customers, suppliers, stocks/work-in-progress, capital items, and profitability. For each silo, it provides strategies to free up cash such as managing debtors and creditors, reducing stock, selling unused assets, and focusing on profitability. The overall approach is to prioritize cash generation through better management of internal sources.
ALN-Bengaluru - Agile Management - Driving Leadership & Complexity of …Ravi Kumar
This document discusses agile management and the role of managers. It addresses the challenges of applying traditional management approaches to agile software development processes, which are characterized as complex adaptive systems. The document outlines several agile principles and manifestos focused on customer satisfaction, transparency, and self-organizing teams. It also examines different views of management and measurements, and argues future management approaches must focus on people, continuous improvement, and adapting to change rather than only efficiency.
Tacit Knowledge Sharing for Emerging Practicesjcichelli
This document discusses how organizations can develop emergent practices to address increasingly complex problems. It argues that social media tools and methods, like microblogging and crowdsourcing, can support the sharing of tacit knowledge and foster collaboration needed to develop emergent practices. These practices emerge through trial and error as people interact and learn from each other. The document provides examples of how social media could be integrated with serious games, enterprise portals, and mobile access to enable real-time conversation and knowledge sharing that supports the development of emergent practices for addressing complex, "wicked" problems.
This white paper discusses how to maximize the value of an organization's investment in IT Service Management (ITSM). It recommends adopting a survey, design, and verify approach. [The paper suggests] conducting a survey to understand gaps in existing ITSM processes, designing processes to address gaps, and verifying that processes are being followed through governance. Effective process design considers stakeholders, requirements, automation, ownership, and metrics. Following designed processes through governance is key to realizing value from an ITSM program.
Webinar: Back Office: February 28, 2012Judy Misbin
Find out how optimizing your back office can help improve your firms consistency and metrics around compliance, customer experience, and operational efficiencies
This document discusses using workforce management (WFM) tools to improve employee motivation and performance. It provides two case studies:
1) An outsourcer with 3,000 agents used WFM to better plan structured coaching sessions for employees. This led to improved quality, reduced absence and turnover, and cost savings. Employees and managers benefited from more effective coaching.
2) Another outsourcer with 600 seats used WFM to improve profitability. No details were provided about the results in this case.
The document argues that motivated employees are more productive and creative. It identifies drivers for motivation like feedback, involvement in decisions, and fair treatment. WFM tools can help motivate staff by enabling better planning of coaching
3B - How to effectively engage users and managers in IT projects - Richard Co...CFG
This document discusses techniques for effectively engaging users and managers in IT projects. It argues that involving stakeholders is important for project success as human factors strongly impact software development. Specific techniques are presented for each project stage, including establishing a working group to build requirements, using early demos and prototypes to involve users in procurement and implementation, and training managers to facilitate rollout. The document emphasizes informal communication, understanding stakeholder needs, and allowing time for learning and adaptation.
The document is an information packet about the Enterprise Mobility Exchange 2011 conference taking place on May 9-11 at the Hotel le Plaza in Brussels. The conference will focus on equipping field workforces with mobile technology to increase profitability, productivity, and customer service. Experts will discuss developing the right mobility strategy, including overcoming challenges, balancing investment and ROI, and ensuring employee buy-in. Key speakers include executives from Severn Trent Water and Parcelforce Worldwide who will address putting together an integrated strategy and delivering better customer service through mobile technology.
Paul Leamon presents common back office challenges, and defines what a world-class back office looks like, and how to build one. Additionally, explains the business impacts of becoming a world-class back office.
The document provides an overview of the consulting firm TokuSaku. It discusses TokuSaku's approach to project execution, which focuses on understanding all aspects of a client's situation and ensuring focus and alignment throughout a project. The document also outlines TokuSaku's services and techniques, including forms/methods and tools to ensure client success. Finally, it highlights advantages such as tailored solutions, solution-agnostic advice, and experienced professionals committed to delivering on time, budget, and scope.
The document discusses how a US Navy IT Directorate improved its project management process by implementing a CPIC Pre-Select phase. It describes how previously there were disparate practices across divisions, no central request pipeline, and a focus on tactical solutions over strategic needs. The new Pre-Select process involved adding questions to an existing request form and creating a Pre-Select Board to assess requests earlier. Benefits included improved communication, a focus on real business problems, and prioritizing the right projects. Keys to success were gaining buy-in incrementally and right-sizing the lightweight process.
Avanulo White Paper 446 Relentless Achievement An Effective Defense Agai...mstxbusiness
The document summarizes key challenges facing companies in preventing external failures that damage brands, such as product quality issues. It notes that the cost of external failure is higher than ever due to intense media scrutiny. While technology has reduced some risks, companies often rely too heavily on technology without addressing human factors. Truly engaging employees is key to achieving the high quality levels needed to prevent external failures but remains an elusive goal for most firms. A holistic approach is needed that dedicates resources to both technological and human-focused solutions tailored to each organization.
XP Day 2009 (London) - Patterns For Successful Distributed Development Xpday ...Mads Troels Hansen
The document discusses 8 patterns for successful distributed development: structure, rhythm, technical infrastructure, communication protocols, shared product vision, domain knowledge, development practices, and cross-cultural understanding. It provides examples for each pattern, such as using transparency and flow to structure work, establishing regular feedback rhythms, automating tools for technical infrastructure, and having face-to-face visits to build cross-cultural understanding. The overall message is that following these patterns can help teams work together successfully across distances.
The document outlines the agenda for a workshop on project management and career progression. The agenda includes an icebreaker, an overview of project management, information on becoming a Project Management Professional (PMP), and a discussion on career progression. It also lists the various topics that will be covered under each section, such as the project management framework defined by the Project Management Institute (PMI) and the processes and knowledge areas covered in the PMBOK Guide.
The document discusses communication gaps between project managers and IT staff and provides lessons learned from the author's experience. It outlines how project managers and IT staff have different approaches to problem-solving and priorities. Specific examples are provided of issues that arose from misunderstandings around deadlines, skill sets, training needs, and budget cycles. The key lessons are the importance of understanding each other's perspectives and communicating effectively on goals, skills, priorities and planning.
Presentation to AIIM International 2009 - ECM Rescue: Recovering from a Faile...Greg Clark
The document provides an agenda and presentation materials for an ECM rescue presentation. The presentation discusses how to recover from a failed ECM implementation by establishing clear governance, rebuilding strategy and focus, creating an ECM office to manage projects, and focusing on change management and user adoption. It emphasizes understanding existing problems, crafting a new vision and metrics to measure success, and implementing projects incrementally to build on past successes.
The Microsoft Solutions Framework is a flexible and adaptable framework for successfully delivering IT solutions faster and with fewer resources while achieving higher quality results. It focuses on open communication, shared vision, empowering teams, clear accountability, delivering business value, agility to change, and learning from experiences. The framework includes process models, foundation principles, and recommendations for addressing common project challenges such as disconnected stakeholders, unclear roles and requirements, and lack of business understanding.
The document discusses approaches to improving knowledge worker productivity. It argues that the dominant approach of designing organizational structures and then fitting roles and people into them may not be effective for knowledge workers. An alternative approach is proposed that focuses first on the person, their passions and skills, and then tailors roles and organizational structures to better fit individuals. This person-centered approach includes using passion inventories, flexible job descriptions, and lateral career moves to better align people with work they find meaningful. The goal is to recruit the right people and place them in positions and an organization structured in a way that allows them to perform at their best.
The document discusses team development and high performance teams. It covers various stages of team development including forming, storming, norming, performing, and adjourning. Key aspects of effective teams are identified such as shared goals, clear roles, and open communication. Different team member roles are examined including those that show concern through contributing and clarifying, and those that cause frustration like dominating. The importance of teamwork and support are highlighted through lessons from geese who fly farther together through cooperation.
Transformational leadership inspires organizations to adapt to accelerating change. It motivates followers by closing the gap between leaders' professed values and actual values in use. Transformational leaders act as role models, motivate followers with a vision of the future, stimulate innovation, and support individual growth. They are needed to help organizations and employees cope with disruption and maintain productivity.
This document outlines practical steps to generate positive cash flow. It discusses the importance of cash flow and managing cash. It recommends creating a treasury function with a cash-focused culture to prioritize cash activities. It identifies five internal sources of cash called "cash silos" - customers, suppliers, stocks/work-in-progress, capital items, and profitability. For each silo, it provides strategies to free up cash such as managing debtors and creditors, reducing stock, selling unused assets, and focusing on profitability. The overall approach is to prioritize cash generation through better management of internal sources.
ALN-Bengaluru - Agile Management - Driving Leadership & Complexity of …Ravi Kumar
This document discusses agile management and the role of managers. It addresses the challenges of applying traditional management approaches to agile software development processes, which are characterized as complex adaptive systems. The document outlines several agile principles and manifestos focused on customer satisfaction, transparency, and self-organizing teams. It also examines different views of management and measurements, and argues future management approaches must focus on people, continuous improvement, and adapting to change rather than only efficiency.
Tacit Knowledge Sharing for Emerging Practicesjcichelli
This document discusses how organizations can develop emergent practices to address increasingly complex problems. It argues that social media tools and methods, like microblogging and crowdsourcing, can support the sharing of tacit knowledge and foster collaboration needed to develop emergent practices. These practices emerge through trial and error as people interact and learn from each other. The document provides examples of how social media could be integrated with serious games, enterprise portals, and mobile access to enable real-time conversation and knowledge sharing that supports the development of emergent practices for addressing complex, "wicked" problems.
This white paper discusses how to maximize the value of an organization's investment in IT Service Management (ITSM). It recommends adopting a survey, design, and verify approach. [The paper suggests] conducting a survey to understand gaps in existing ITSM processes, designing processes to address gaps, and verifying that processes are being followed through governance. Effective process design considers stakeholders, requirements, automation, ownership, and metrics. Following designed processes through governance is key to realizing value from an ITSM program.
Webinar: Back Office: February 28, 2012Judy Misbin
Find out how optimizing your back office can help improve your firms consistency and metrics around compliance, customer experience, and operational efficiencies
This document discusses using workforce management (WFM) tools to improve employee motivation and performance. It provides two case studies:
1) An outsourcer with 3,000 agents used WFM to better plan structured coaching sessions for employees. This led to improved quality, reduced absence and turnover, and cost savings. Employees and managers benefited from more effective coaching.
2) Another outsourcer with 600 seats used WFM to improve profitability. No details were provided about the results in this case.
The document argues that motivated employees are more productive and creative. It identifies drivers for motivation like feedback, involvement in decisions, and fair treatment. WFM tools can help motivate staff by enabling better planning of coaching
3B - How to effectively engage users and managers in IT projects - Richard Co...CFG
This document discusses techniques for effectively engaging users and managers in IT projects. It argues that involving stakeholders is important for project success as human factors strongly impact software development. Specific techniques are presented for each project stage, including establishing a working group to build requirements, using early demos and prototypes to involve users in procurement and implementation, and training managers to facilitate rollout. The document emphasizes informal communication, understanding stakeholder needs, and allowing time for learning and adaptation.
The document is an information packet about the Enterprise Mobility Exchange 2011 conference taking place on May 9-11 at the Hotel le Plaza in Brussels. The conference will focus on equipping field workforces with mobile technology to increase profitability, productivity, and customer service. Experts will discuss developing the right mobility strategy, including overcoming challenges, balancing investment and ROI, and ensuring employee buy-in. Key speakers include executives from Severn Trent Water and Parcelforce Worldwide who will address putting together an integrated strategy and delivering better customer service through mobile technology.
Paul Leamon presents common back office challenges, and defines what a world-class back office looks like, and how to build one. Additionally, explains the business impacts of becoming a world-class back office.
The document provides an overview of the consulting firm TokuSaku. It discusses TokuSaku's approach to project execution, which focuses on understanding all aspects of a client's situation and ensuring focus and alignment throughout a project. The document also outlines TokuSaku's services and techniques, including forms/methods and tools to ensure client success. Finally, it highlights advantages such as tailored solutions, solution-agnostic advice, and experienced professionals committed to delivering on time, budget, and scope.
The document discusses how a US Navy IT Directorate improved its project management process by implementing a CPIC Pre-Select phase. It describes how previously there were disparate practices across divisions, no central request pipeline, and a focus on tactical solutions over strategic needs. The new Pre-Select process involved adding questions to an existing request form and creating a Pre-Select Board to assess requests earlier. Benefits included improved communication, a focus on real business problems, and prioritizing the right projects. Keys to success were gaining buy-in incrementally and right-sizing the lightweight process.
ETIS11 - Agile Business Intelligence - PresentationDavid Walker
The document discusses techniques for becoming more agile in business intelligence projects. It advocates for establishing small, skilled teams with strong user relationships and delegated authority. True agile organizations allow teams to operate outside standard corporate procedures and regularly deliver incremental improvements. Large organizations tend to prioritize processes and risk avoidance over agility, creativity, and benefits. Successful examples demonstrate recognizing the need to overcome bureaucracy through practices like Lockheed Martin's SkunkWorks model.
Agile From the Top Down: Executives & Leadership Living Agile by Jon StahlLeanDog
The document summarizes a presentation by Jon R. Stahl on getting executive leadership and organizations to practice agile principles from the top down. It discusses how most agile movements are not sustainable because they fail to change culture and establish a process. It advocates that leadership must live the values of agility, seek to understand their unique culture, and be transparent. It also provides examples of information radiators that can help visualize work, values, projects and assets to establish transparency and shared understanding.
Agile Development Product Delivery For Successful OrganizationsMarc Crudgington, MBA
This document provides an overview of agile development and product delivery methods for successful organizations. It includes an interactive agenda covering topics such as agile frameworks versus processes, common agile methodologies like Scrum, planning and estimating, principles of agile development, adopting agile practices, and potential impediments to agile adoption.
This document discusses selecting consultants and provides advice on different types of consulting firms, contract types, and questions to consider. It notes that internal resources often cannot dedicate full time to projects and warns against lowest cost proposals. Fixed bid contracts incentivize on-time completion while time and materials allow for unknowns. The document recommends verifying consultant experience and challenging advice. It also summarizes KeyedIn Consulting Group's services.
The ASE (Accelerated Solutions Environment) can help outsourcing projects win bids and shorten the time to break even on existing engagements. The ASE is an innovative method that solves complex problems faster through a creative environment, extensive preparation, and an effective group process. It increases quality, productivity, trust and alignment on complex projects. The ASE uses a proven three step process - Scan, Focus, Act - to develop solutions iteratively with up to 65 participants. All relevant information and the knowledge of participants is available to make sound decisions.
The document discusses how the Accelerated Solutions Environment (ASE) can help outsourcing companies win projects and shorten the time to profitability on existing engagements. It provides an overview of ASE events, explaining that they bring together relevant stakeholders to develop solutions faster through an innovative collaborative process. The ASE approach allows companies to resolve complex problems quickly while ensuring commitment to implementation.
The document discusses managing change, resistance, and conflict. It provides models for understanding the change process and how to reduce resistance. The key models presented include Kurt Lewin's three-stage change model of unfreezing, movement, and refreezing. It also discusses the five essential ingredients for successful change: vision, urgency, willingness, capability, and action plans/rewards. Managing the emotional aspects of change and understanding different perspectives are important for reducing resistance and achieving buy-in.
In the age of speed, making decisions quickly is critical to project success. This presentation considers the decision making process, decision making styles, and how to focus and tailor discussions to arrive at meaningful decisions quickly.
The document outlines different models for project design and results delivery used by Gemini Consulting. It describes Model A which combines standard improvement elements within a project management framework. Model B focuses on project integration and quick wins to engage the organization. Model C has three phases of understanding the problem, designing a solution, and implementing answers. Model D is driven by developing an inspiring vision and aligning top leadership around delivering that vision.
The document outlines different models for project design and results delivery used by Gemini Consulting. It describes Model A which combines standard improvement techniques within a project management framework. Model B focuses on project integration and quick wins to engage the organization. Model C has three phases of understanding the problem, designing a solution, and implementing answers. Model D is driven by developing an inspiring vision and aligning executive leadership around delivering that vision.
This document discusses the need for organizations to respond faster to change with lower risk. It presents several thinking tools to help align strategic decision making by integrating both logical analysis and intuitive understanding. Case studies are provided of how these tools have helped various clients clarify their strategic direction, align leadership teams, and develop unified plans of action to reshape business models in response to changing market conditions.
C:\Ihc\Bp Mlink\Presentations\Bpm Link Canberra Feb 2010BPM Link
Maria Horrigan discusses the importance of understanding users in business process design and improvement. She emphasizes that project success relies on meeting user needs rather than just focusing on the process or technology. Horrigan describes using personas and "want maps" to capture user behaviors, preferences, and needs in an agile project. She predicts that the focus on users and adoption of agile methods will continue to increase in 2010.
This document summarizes efforts by NASA's Dryden Flight Research Center to change its project execution culture through implementing Critical Chain Project Management tools and philosophies. The Dryden Center has around 550 civil service employees and 600 contractors working on 40+ active projects of varying sizes from multiple customers. Previously, the culture was characterized by unclear priorities, budget-driven staffing, poorly defined work, projects often in delay, and severe multi-tasking leading to delays, overruns, and workforce burnout. The desired new culture focuses on reducing multi-tasking and stress, improving on-time performance, and allowing more time for training through implementing techniques like staggered milestones, identifying and resolving issues quickly, and using buffers to set priorities.
Arch factory - Agile Design: Best PracticesIgor Moochnick
This document provides guidance on agile architecture and design principles. It emphasizes that agile design is about responding quickly to change for customers and teams through transparency, lightweight processes, and continuous learning. Key principles discussed include designing incrementally without large upfront design; getting early and continuous feedback; delaying commitment and complexity; and maximizing evolutionary design through reversibility and packaging. The document also covers topics like testing, distributed teams, and delivering frequently.
This document provides guidance on writing effective presentations. It discusses five principles for good document writing: writing for your audience, keeping it simple, supporting assertions with facts, using active voice, and telling a good story. It also covers creating quality documents by following a standard writing and editing process, as well as using a standard format with consistent elements like titles, headlines, and kickers to structure the presentation effectively. The goal is to communicate clearly and leave a positive impression on clients.
A Gemini consultant is expected to maintain high professional standards known as "consultant guard." This includes acting with impartiality, honesty, and discretion. Consultants must avoid going native and maintain objectivity. Professionalism also means acting appropriately and maintaining appearances, like dressing professionally and keeping work areas tidy. Maintaining consultant guard builds credibility with clients and helps protect client confidentiality through careful use of resources, equipment, and facilities.
The document discusses current thinking on strategic planning and implementation for global, multi-business companies. It outlines how strategic planning functions, explores different approaches to developing strategy, and examines evolving ideas of what constitutes "good" strategic management. Specifically, it discusses the roles of formal planning processes, opportunistic processes, different strategic management styles, operationalizing strategy through balanced scorecards, and views that emphasize emergent and creative strategy development.
The RACI charting process defines roles and responsibilities for activities and tasks. It answers who must perform functions, and their level of involvement. RACI is a participative process that ensures ownership of responsibilities. The roles are: Responsible (perform activity/take part in decision), Accountable (ultimate decision/approval authority), Consulted (must provide input before decision), Informed (must be informed of decision/action). A RACI chart maps functional roles to activities, clarifying who is Responsible, Accountable, Consulted, and Informed for each activity.
The document discusses mobilization and leverage interventions used in consulting projects. It introduces four basic building blocks for mobilization: mobilization events, town meetings, action learning teams, and change agents. Mobilization events involve large cross-functional groups and are used to generate buy-in, identify issues, and develop solutions. Town meetings allow employees to directly question senior management. Action learning teams are client-led groups that create new approaches through discovery. Change agents are client employees trained to deliver mobilization interventions. When used together, these building blocks can accelerate projects and engage more of the organization in change.
This document discusses effective meeting management and roles. It outlines steps to plan, conduct, and review meetings effectively. These include establishing needs, setting agendas, defining roles, and following up on action items. Regardless of one's role, they are judged on time management, leadership, problem-solving, and executive presence. The leader sets the tone for meetings by demanding preparation and encouraging creativity. Members contribute ideas and complete tasks. The facilitator guides discussion and records decisions. Flipchart notes provide a group memory and encourage participation.
The document discusses group problem solving and facilitation. It describes the problem solving/team building (PS/TB) approach, which is an iterative, participative process that gets results by solving problems. The PS/TB approach involves 7 steps: 1) headlining the problem, 2) providing background, 3) generating ideas, 4) selecting ideas, 5) getting benefits and concerns, 6) working critical concerns, and 7) getting an action plan and next steps. The document also discusses effective facilitation skills and the role of the facilitator in leading a group through the problem solving process.
The document discusses feedback in the workplace. There are two types of feedback - positive feedback, which reinforces good behaviors, and constructive feedback, which points out behaviors that need improvement. Good feedback is descriptive, specific, considers both parties' needs, focuses on changeable behaviors, is timely, and ensures communication. Constructive feedback must be handled carefully to minimize resistance, and the receiver should not take it personally but see it as an opportunity to improve.
The document provides guidance on coaching techniques and approaches. It discusses planning for coaching sessions, conducting sessions, and follow up. The key aspects of planning include preparing, setting expectations and goals. When conducting sessions, coaches should set a positive climate, provide feedback, jointly develop action plans, and reinforce commitments. Follow up involves assessing progress and further coaching. The document also outlines four intervention styles: acceptant, catalytic, confrontational, and prescriptive and when each may be appropriate.
The document provides guidance on creating a Brown Paper, which is used to map out and gain support for improving processes. It outlines the purpose of a Brown Paper as describing the current process, identifying strengths and opportunities, and building enthusiasm to address issues. The document describes the key elements of a Brown Paper process map, including using symbols to represent tasks, decisions, links to other processes, comments, and opportunities for improvement. It also provides tips on connecting activities with lines and arrows to illustrate the flow. The overall purpose is to create a visual map that clearly shows how the current process works and potential areas for optimization.
This document provides guidance on benefits tracking for Gemini consultants working on project streams. It explains that delivering measurable performance improvement in the form of benefits is key to Gemini's approach and differentiates it from other consulting firms. Consultants may play various roles in benefits tracking including setting methodology, identifying benefits, developing measures and targets, tracking benefits, and reporting. The document advises consultants to clarify expectations for their role in benefits tracking by asking questions about what benefits their stream is expected to deliver and how benefits will be defined and measured.
1. The A&D business has contributed over $1 billion in bookings and gained over 200 major new clients. It is recognized as a key innovation within the Group.
2. A&D industrialized the traditional consulting phase and considered consulting as an investment by creating business cases. It provided large-scale mobilization embedded with analysis tools and fast-trained consultants to work as business partners.
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2. Objectives
• To define Decision Modeling and provide the context of how
it is different from traditional process modeling
• To provide a step-by-step approach for building decision models
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3. What is a Decision Model?
The Decision Model shows a chronological sequence of
major decisions, in a To-Be mode, with the knowledge
needed to support them
Gemini intends to start using modeling, uniformly, as a new
foundation for process reengineering
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4. The Decision Model is a foundation for the To-Be
process
As-Is Process: 1 2 4
3
Decision Model: 1 2 3 4
To-Be Process: 1 3 New
Decisions will always have to be made no matter how the tasks
are carried out.
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5. Decision Modeling focuses on the “whats” instead
of the “hows”
Process Modeling Decision Modeling
1 2 4 1 2 3 4
3
• Focuses on “what” needs to be
accomplished
• Depicts “how” the work is
done . . . often highlighting • An excellent bridge to the “To-
decisions Be” phase
• An excellent place to start, • Provides focus on the
especially in an “As-Is” state undergirding decisions . . . the
work that MUST be done
An “As-Is” process model should identify key decisions.
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6. Gemini intends to start using Decision Modeling as the
new foundation for process reengineering
Decision Modeling . . .
• Helps abstract away from the often cluttered “As-Is” process
• Provides focus on what’s essential and builds consensus among
participants on areas to be tackled
• Makes it easier to design the “To-Be” process rather than having
to initially deal with many small steps
• Focuses on the purpose of each group of process steps
– without any constraints related to current work practices, technology or client specific
policies.
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7. Decision Modeling jump starts the “To-Be” phase . . .
Decision Modeling
Rational • Client workshops can start
immediately and are very
productive
– Initial focus is rational . . . a good decision
model is one where EVERYONE agrees
Political Emotional • Immediately developing “To-Be”
process modeling can be painful
and extremely unproductive
– “We need to do it this way because we
have always done it this way”
– Can get too detailed, too quickly
– Can be difficult uncovering non-value-
adding work
. . . often allowing for the Results Delivery to be shorter in length.
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8. Decision Modeling - A step-by-step approach
1. Build the “As-Is” process flow (brown paper mapping), identifying
both activities and decisions.
2. Identify decisions from the “As-Is” process in a chronological order.
3. Evaluate the decisions and determine knowledge required for making
them.
4. Work decision points by adding, removing, re-sequencing, grouping
and splitting as needed.
5. Agree on the “To-Be” decision model.
6. Use the Decision Model as the framework for the “To Be” design.
Client Workshops should be used extensively.
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9. Step 1: Build the “As-Is” process flow identifying
activities and decisions
As-Is Process
Client Request
for Proposal
Active
Referral
Forward Contact
Internal Request Client to
Network to RM Define
Pass Yes Needs Yes
Recommen- Initial Develop Establish
dations Pursue
Screening Solution Pricing ?
Analyze
? Contact
Client Customer
Specialist to
Initiated Base to No
No Understand
Opportunities Determine
Needs
Leads
Archive Archive
Request Request
Send Proposal
to client
Meet No
with Yes
Prepare Review Formal Provide
Client Resolve Win
Initial Proposal Present Service
and Queries ?
Proposal Internally ? Support
Product
Group
No
Yes
Prepare Present to Archive
Formal Client Proposal
Presentation
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10. Step 2: Identify decisions from the “As-Is” process in a
chronological order
As a starting point,
chronologically
Interbanken order the decisions
1 Does RFPa. pass initial screen?
2 Should we pursue RFP?
Pass
Formal
Initial Win Proposal?
Pursue ? presentation?
Screening?
3 Should we prepare a formal
presentation?
4 Did we win proposal?
Why or why not?
As a group, are there any other decisions that should be considered?
a. Request for proposal (request for bid)
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11. Step 3: Evaluate the decisions and identify knowledge
required to make these decisions
For Example:
Does RFP Pass Initial Screen?
We have a Qualify
decision to make Prospect
Evaluate Decisions • Is it congruent with our
Marketing strategy?
• What are our chances of
winning?
Identify Possible • Marketing Objectives XXXXX
Enablers • Post-Mortems XXXXX
XXXXX
(Knowledge – Prospect specific XXXXX
Requirements) • Win/Loss Ratio
The undergirding decisions that need to be made are knowledge
intensive
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12. Step 4: Work decision points by adding, removing, re-
sequencing, grouping and splitting as needed
Decision Model
Re-sequenced Grouped Split
XXXXX XXXXX XXXXX XXXXX XXXXX
XXXXX XXXXX XXXXX XXXXX XXXXX
XXXXX XXXXX XXXXX XXXXX XXXXX
XXXXX XXXXX XXXXX XXXXX XXXXX
Should we have Do we have any Should “Response Strategy” be
internal compliance promising leads? split into multiple decisions?
standards before we Group intelligence from: - Compliance (respond according to their
screen? - Client requests outline)?
- Relationship Managers - Scope (respond to all parts)?
- Customer database - Price (price high, low, fixed price)?
Like classical Reengineering, Decision Modeling is a combination of
Art and Science.
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13. Step 5:
Agree on the “To-Be” Decision Model
Decision Model
Compliant Qualify Bid / Determine
RFP Prospect No Bid Response
Strategy
• Is the RFP • Strategic fit • Internal capacity • Compliance
compliant? – Congruent with our – Are we fully – Do we respond according to
– Enough info marketing objectives? utilized? their outline?
– Comprehensive – Do we have the – Do we have the • Scope
internal capabilities? specific expertise – Do we respond for all or
– What are our available? part?
chances of winning? • Pricing
– Do we price high or low?
Develop Gain Assemble
Solution Approval Delivery
Team
• What resources are required? • What timeframe? • Who?
• What solution areas do we • How do we ensure victory? • What?
emphasize? • Do we amend our response? • when?
• How much of the solution do • What did we do good/bad • Where?
we provide? (internal)? • How
• How would our competition • What was the client’s Long?
respond? feedback? (external)
• Does it pass internal QA / QC?
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14. Step 6: Use the Decision Model as the framework
for the “To-Be” design
“To-Be” Assess
Against
Guide-line
Compliant Y RFP Y
Collect Marketing
Information RFP Matches
Objectives.
Guideline
Internal
Capabilities
N N
“Decision
Model”
Complete Qualify Bid / Determine
RFP Prospect No Bid Response
Strategy
From the “To-Be” . . .
• Establish Measures
• Build RACI
• Determine knowledge enablers and supporting technology
Keep it high level
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15. In Summary, Decision Modeling:
• Starts with an “As-Is” process flow
• Requires extensive use of client workshops
• Provides an excellent framework for the “To Be” design
For more information, please access the AKM Centre of Excellence
Knowledge Base.
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16. Exercise - Develop a Decision Model
Use your Brown Paper to develop a Decision Model, following step
2 to 4.
(You have already done step 1 making the Brown Paper)
Agenda
1. Identify decisions from the process (your Brown Paper) in a
chronological order.
2. a) Evaluate the decision and
b) determine knowledge required for making each of the decisions.
3. Work decisions by adding, removing, re-sequencing, grouping and
splitting as needed.
Prepare for a debrief in the large group.
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