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We work with more people today than ever before. The scale, speed, and sprawl that collaboration requires are some of the biggest challenges facing organizations today. Today’s collaboration needs are dynamic and varied, from complex collaboration portals to small innovation teams. How can an organization succeed in enabling collaboration while mitigating or reducing the risks that come with it? How do we design and empower the right experiences to enable a new kind of compliant collaboration that is needed to meet future demands, all while leveraging the latest innovations from Microsoft collaboration platform Loop to Microsoft Viva.
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Real-life industry examples of what it takes to make effective collaboration possible.
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http://www.capgemini.com/oracle
HA, Scalability, DR & MAA in Oracle Database 21c - OverviewMarkus Michalewicz
Oracle Database 21c is Oracle's first Innovation Release and includes a lot of new and innovative HA, Scalability, DR & MAA features to provide the most scalable and reliable Oracle Database available today. This presentation discusses some of the database as well as infrastructure features contributing to this unprecedented level of resiliency.
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A major financial institution in South Africa initiated a Strategic Improvement Project within their Group Technology department to decrease development time, improve quality and improve collaboration by adopting an industry best-practice methodology and an integrated development toolset.
Our involved started when the project came under pressure to enable 1200 staff members, across the business, to use both tools and methodology on new product development projects.
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Thinking about Governance doesn't get many people excited. That said, defining and implementing Governance is the key to a successful rollout and adoption of Microsoft Teams. Jasper Oosterveld, Microsoft MVP & Modern Workplace Consultant, is taking a hands-on approach around Governance for Microsoft Teams. You can expect real world advise around a variety of topics: naming convention, external access, expiration policy, information protection and the creation process. After this session you are ready to go back and build your own successful Governance for Microsoft Teams.
Making Work Product-Centric: A Journey at Nationwide Insurance | Tasktop Conn...Tasktop
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Kristen Biddulph
Scrum Master, CSM, CSPO, CAL1 - Nationwide Insurance
Kristen has led software delivery teams over the last 4 years across Nationwide’s Digital assets for Sales, Identity Management, Servicing, and Mobile. Her current focus is on providing solutions to aid high performance teams in their product-centric journeys.
Tasktop Connect 2018
connect.tasktop.com
www.tasktop.com
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3. 3
Terminology Changes
”Users”
“Learning”
“Scheduled Offerings”
“Classes”
“Catalogs”
“Questionnaire Surveys”
“Content Networks”
“Documents”
“Domains”
“Record configuration”
“Custom Columns”
”Subject Areas” / “Topics”
“Segments”
”People”
“Learning Activities”
“Classes”
“Cohorts”
“Libraries” [both Admin and Learners – in Preview]
“Surveys”
“Open Content Network”
“Document Links”
“Security Domains”
“Entity Configuration” [only available in the old UI]
“Custom Fields”
“Categories” [both Admin and Learners – in Preview]
“Agenda Template”, then create a ‘Class’ will be based on the Agenda Template
TO THIS:FROM THIS:
9. 9
Item Creation
Removal of Wizard
Item Shell Creation Only
Additional updates are done within the
item record
• ITEM CLASSIFICATION
• SEGMENT LENGTH
• DESCRIPTION
• ETC.
Updates to Item Creation Capabilities
11. Online Content – Restructured
Everything can
now be managed
from one view!
SAP SF learning now
features a restructured
association of online
content to an item.
14. 14
Recommended Steps for Revising
Notify users currently in
progress to complete
current version and that a
new one is coming soon
Determine if this is a major
change that you want ALL
users to retake the new content
Upload the new content
and create a new content
object and add to the
new revised item
Take final step to finalize
revision in the item to make
the item production ready
Begin revision process to
create the new version – but
to not make production ready
Set up the old revision to be
a substitute for the new revision
(if you don’t want those who have
completed to retake the training)
2 4 6
1 3 5
17. 17
Now called Entity Configuration
Record Configuration
This view is from OLD LMS Admin UI
• In the new Admin UI, this is not available.
• Inheriting what you currently have in your admin
interface and transferring it to the new interface.
No changes will be able to be made after that.
• All fields (going forward) are pre-defined.
*Possible plans to reactivate capabilities to make changes in future releases.
18. Timed Assessments
SuccessFactors added
support for time restrictions
on assessments.
The amount of time a user
has to complete an exam
can be defined.
• Create an assessment > Exam
• Go to Settings…
20. Assigned and Completed Items Improved Display
You can experience
a better loading of a
user's assigned and
completed items
in the UI with the
updated query.
21. New Filters of Assigned Items
Additional Filtering Options
22. Assigned Items – Filter: Completed Items
The Result is
3 Completed Out of the 5
Assigned Courses (In Total)
23. Learning Plan Report
A new field called
Failure Date Field
has now been added to the
standard learning plan report.
25. 25
What You Can Do To Prepare
REVIEW THE SYSTEM
AND ASSESS
IMPACTS ON CURRENT
BUSINESS PROCESSES
DEVISE
COMMUNICATION
PLAN TO
STAKEHOLDERS
DEVELOP / UPDATE
CUSTOMIZED
JOB AIDES AND
PROCESS CHANGES
TRAIN
ADMINISTRATORS
UPDATE
FLASHED-BASED
LEARNING MATERIALS
(VIDEOS, ETC.)
27. 27
Deployment Considerations
Start with admins with
the most permissions
(e.g. super user)
then progress to admins
with lesser permissions
(e.g. local trainers).
Refer to SAP
Community for training
materials before
creating / updating
existing materials.
Encourage Admins
to practice frequently
performed tasks,
e.g. creating an
online item.
For organizations
with a large number
of Admins, hold
Q&A sessions with
Super Users.
Evaluate help desk
forms where end users
submit requests for
information, e.g. new
fields are required.
28. 28
Start the Move to Assessments
• Identify exams still in use
• Devise a plan to migrate
questions into assessment
format
• Manual creation of
assessments
*Start all new creation in assessments.
*Any non-proctored exams can start to
be moved now.
32. 32
PQE Move to Assessments
• Assess Process / Data, and Plan for Migration
• Export and Reformat Active Questions
• Import into Question Library
• Resolve Deviations
• Manually Create Exams in Assessments
• Data Verification
33. 33
Validation
• Test Planning
• Develop Master Validation Plan
• Risk Assessment
• User and Functional Requirements
• Trace Matrix
• Test Scripts (utilize Validation Tool Kit as an accelerator)
• Validation Summary Report
34. 34
Custom Report Development
Report Gap Analysis Workshop
•
Custom Report Development
•
Performance Tuning and/or
Enhancement of Existing OOB
and/or Customer-developed Reports
•
HANA Database Report Testing,
Remediation and Development
•
Reporting Standards and
Template Development
35. 35
Requirements Review and Process Flows
(e.g. user creation, approval, etc.)
Updates to Provisioning and data model
Update data model
Configuration Consulting and Implementation
(e.g. Consent Statement, Assignment Profiles, Site
Branding, Notifications, etc.)
API Data Import
UAT Support and Training
Deployment and Roll Out
External User
37. In this case, the client has fairly sufficient documentation regarding their
course repositories and source content.
We would break down the effort as follows:
Considerations
• The desired content to convert is known (~100 courses)
• The course source files are available to leverage.
• The conversion team can access the course files and client LMS.
• We are using a consistent template to convert and deploy the content.
• All of the content will be deployed consistently.
Strategy
A short analysis will be conducted to
determine the overall effort to convert.
The team will look at a sample group of
the course files for items such as
duration, how much flash is utilized, and
complexity in order to determine overall
time/cost of conversion.
The team will then work with the client
to convert, test, re-post, and archive
files as required.
CASE STUDY
Client A – Project Overview
38
38. Strategy
Initial Analysis Work
• Work through security/access needs with
the client, and determine the time to
access or transfer files as appropriate.
• Work with the client to access content
servers, if needed, to determine which
courses contain flash.
• Work with the client to prioritize courses
(if desired by client) and whittle down the
list of courses to be re-built.
Final Analysis
• The team will look at a larger,
representative sample group of the
course files.
• The team will determine overall time/cost
to convert given duration, how much
flash is utilized, complexity, and all other
considerations determined during the
Initial Analysis Work.
• The team will then work with the client to
rebuild/convert, test, re-post, and archive
files as required.
CASE STUDY
Client B – Project Overview
39
In this case, little information about the course catalog to be converted is
available and significant discovery and analysis are required to determine
overall effort.
We would break down the effort as follows:
Considerations
• The course repositories are large (1,000+ courses, and it is unknown which contain flash).
• The client does not have the course source files. Courses may need to be fully rebuilt since
source files aren't available.
• The team will have to work with the client to get access to the courses and LMS.
• There are multiple course templates that will need to be utilized.
• The deployment strategies differ for some course.
Data Revised 02.07.20
Information Classification
Information classification is a critical part of GP Strategies data security. The following classifications should be applied to any document that is not classified as PUBLIC INFORMATION. For more information regarding information classification and handling, please visit the IT Security Center https://gpweb.gpstrategies.com/corp/its/Security/Security-Home.aspx
High Business Impact (HBI - GP Strategies Company Confidential)
This classification category MUST be assigned to information asset types where unauthorized disclosure could cause severe or catastrophic material loss to GP Strategies, the Information Asset Owner, or relying parties. These are not actual GP Strategies classifications but some illustrative examples of what could be classified as HBI by the Information Asset Owner:
• Authentication/authorization credentials and/or other information that can be used to directly or indirectly authenticate or authorize valuable transactions
• Information under strict regulatory handling requirements (e.g., Directive 95/46/EC, GLBA, PCI, HIPAA, and CA SB1386) and/or business secrets (e.g., unannounced financials, trade secrets)
• Source code, symbols, binaries, or specifications that could negatively impact GP Strategies competitive advantage or Intellectual Property rights
Moderate Business Impact (MBI - GP Strategies Company Confidential)
This classification category MUST be assigned to information asset types where unauthorized disclosure could cause serious material loss to GP Strategies, the Information Asset Owner, or relying parties. These are not actual GP Strategies classifications but some illustrative examples of what could be classified as MBI by the Information Asset Owner:
• Unreleased training materials and network infrastructure configurations and/or designs
• Source code or binaries that, if reverse engineered or cloned, could result in serious material impact to the quality and/or integrity of GP Strategies products or brand.
Low Business Impact (LBI - GP Strategies Company Confidential)
This classification category MUST be assigned to information asset types where unauthorized disclosure could result in none to limited material loss to GP Strategies, the Information Asset Owner, or relying parties. These are not actual GP Strategies classifications but some illustrative examples of what could be classified as LBI by the Information Asset Owner:
• Companywide announcements and information that all employees, contractors, and those under NDA have been approved to read
• Source code for publicly released training materials.
Public Information:
This classification category is assigned to information intended for public use that, when used as intended, would have no adverse effect on the operations, assets, or reputation of GP Strategies, or the GP Strategies' obligations concerning information privacy. Public information requires no labeling.