Open Group presenation that takes a hands-on look at the challenges of starting an EA practice and real life tips and tricks necessary for maintaining critical stakeholder support. To be successful, an EA practice must employ a strong framework and processes, but there are often on the ground realities required to keep stakeholders informed and supportive of the EA directive.
Too many IT projects in progress or in the queue with too few getting done on time, within budget and delivering the capabilities your organization needs? Really use your CPIC Pre-Select process to quickly assess incoming IT requests... before expending too many resources. Differentiate between Pre-Select and Select phases!
In modern project management, the specific tasks that fall to the PM Center of Excellence varies from organization to organization. However, there are trends and best practices that define the high-level function of the COE in the Project or Program Management Office. In this complimentary one-hour webinar, Cadence Vice President and COO Connie Plowman will provide a framework for where to begin building your own Project Management Center of Excellence today.
Too many IT projects in progress or in the queue with too few getting done on time, within budget and delivering the capabilities your organization needs? Really use your CPIC Pre-Select process to quickly assess incoming IT requests... before expending too many resources. Differentiate between Pre-Select and Select phases!
In modern project management, the specific tasks that fall to the PM Center of Excellence varies from organization to organization. However, there are trends and best practices that define the high-level function of the COE in the Project or Program Management Office. In this complimentary one-hour webinar, Cadence Vice President and COO Connie Plowman will provide a framework for where to begin building your own Project Management Center of Excellence today.
IABC Colorado Measurement Workshop March 2009tudorwilliams
Four hour workshop consisting of three modules
1. preparing a measurable communication plan
2. Designing measurement strategies for communication
3. Measuring outputs and outcomes of social media
The Dollars Are in the Details: Measuring the Cost of Requirements Business requirements are a fundamental component in project management because it forms the basis of project and product scope. Development and management of requirements also impact the overall financial success of a project because each requirement comes at a cost. Requirements management and development (RMD) offers an approach for enhanced traceability, visibility and verifiability that can help you avoid unnecessary project costs. This presentation will explain how RMD can increase the quantifiable probability of providing the desired deliverables and expectations to meet overall organization goals and objectives, improve goods and services, enhance governance compliance, develop better aligned and prioritized requirements, and match the right resources with the right competencies.
The 5 Critical Elements to Creating a Project Management Center of ExcellenceFlevy.com Best Practices
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/the-5-critical-elements-to-creating-a-project-management-centre-of-excellence/
Creating a Project Management Centre of Excellence is the driving force that takes an organization forward to realize their project management mandate. It encompasses the process of creating a strategy for project management, re-shaping the culture to be more focused on the consistency in the management of projects and implementing a project management process.
Creating a Project Management Centre of Excellence
project_management_COEA Centre of Excellence is a business unit that has organization-wide authority. The key elements of a successful Project Management Centre of Excellence include:
Vision and Strategies
A clear vision of what it represents and the strategies to identify how it will reach this vision in the short and long term.
Competencies
The selection of resources based on project competency requirements compared to actual project resource competencies. The identification of coaching, training and other developmental activities to close any competency gap.
Culture
How to re-shape the organizational culture to be more supportive of the consistency in the management of projects.
Processes
The right processes, tools and templates that are helpful and meaningful to project managers and their teams.
Quality
The quality criteria for the project management framework, processes and documents.
1. Create the Vision and Strategies
One approach to creating a vision for the Centre of Excellence is to brainstorm ideas that focus on what the future will look like. Start by creating scenarios that describe what the Centre will be doing 5 years into the future. What are some of the things that they will be doing that reflect a successful Centre of Excellence? What will employees and customers be saying about them? How did they get there?
The outcome of this process is the creation of a vision statement for the Project Management Centre of Excellence. Determine how this vision aligns and supports the organization’s strategic direction.
The alignment of the Centre of Excellence to the goals of the organization is key to driving strategy implementation. Strategies translate this vision into reality. They close the gap between the present and the “ideal” future described in the vision scenarios. These strategies must be described clearly so that the organization understands and accepts them.
World Class organizations capture workload distribution across multiple project and programs to identify capacity gaps and review the most efficient process for managing capacity. During this webinar I will discuss how to:
• Create a pull resource planning process
• Develop a systematic capacity process
• Implemented a principles resource center decision framework
To learn more: http://developingaculturethatworks.com/
Cobit as IT Management Best Practice Frameworkjg20001234
Cobit as IT Management Best Practice Framework.
What are the IT management issues that COBIT can help to solve?
How COBIT is one of the most comprehensive IT management best practice frameworks - from IT Strategy, Architecture, Portfolio Management to Programme and Project Management to SDLC Management to Service Support and Delivery and Measure/Evaluate.
Also, mapping of COBIT to various IT Management best practices as well as a look at the future COBIT v5 from an IT Managmenet Framework perspective.
P2C2 Group's Quick Tasks for IT Enterprise ManagementJim Kendrick
For more than 12 years, we have been a leader in helping Federal agencies and prime contractors plan, manage, and improve major investments for information technology. Now we bring you QUICK TASKS
This is a presentation I gave at the October 2007 Enterprise Architectures Conference. The presentation covers approache sto developing multi-year roadmaps for implementing business strategy.
IABC Colorado Measurement Workshop March 2009tudorwilliams
Four hour workshop consisting of three modules
1. preparing a measurable communication plan
2. Designing measurement strategies for communication
3. Measuring outputs and outcomes of social media
The Dollars Are in the Details: Measuring the Cost of Requirements Business requirements are a fundamental component in project management because it forms the basis of project and product scope. Development and management of requirements also impact the overall financial success of a project because each requirement comes at a cost. Requirements management and development (RMD) offers an approach for enhanced traceability, visibility and verifiability that can help you avoid unnecessary project costs. This presentation will explain how RMD can increase the quantifiable probability of providing the desired deliverables and expectations to meet overall organization goals and objectives, improve goods and services, enhance governance compliance, develop better aligned and prioritized requirements, and match the right resources with the right competencies.
The 5 Critical Elements to Creating a Project Management Center of ExcellenceFlevy.com Best Practices
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/the-5-critical-elements-to-creating-a-project-management-centre-of-excellence/
Creating a Project Management Centre of Excellence is the driving force that takes an organization forward to realize their project management mandate. It encompasses the process of creating a strategy for project management, re-shaping the culture to be more focused on the consistency in the management of projects and implementing a project management process.
Creating a Project Management Centre of Excellence
project_management_COEA Centre of Excellence is a business unit that has organization-wide authority. The key elements of a successful Project Management Centre of Excellence include:
Vision and Strategies
A clear vision of what it represents and the strategies to identify how it will reach this vision in the short and long term.
Competencies
The selection of resources based on project competency requirements compared to actual project resource competencies. The identification of coaching, training and other developmental activities to close any competency gap.
Culture
How to re-shape the organizational culture to be more supportive of the consistency in the management of projects.
Processes
The right processes, tools and templates that are helpful and meaningful to project managers and their teams.
Quality
The quality criteria for the project management framework, processes and documents.
1. Create the Vision and Strategies
One approach to creating a vision for the Centre of Excellence is to brainstorm ideas that focus on what the future will look like. Start by creating scenarios that describe what the Centre will be doing 5 years into the future. What are some of the things that they will be doing that reflect a successful Centre of Excellence? What will employees and customers be saying about them? How did they get there?
The outcome of this process is the creation of a vision statement for the Project Management Centre of Excellence. Determine how this vision aligns and supports the organization’s strategic direction.
The alignment of the Centre of Excellence to the goals of the organization is key to driving strategy implementation. Strategies translate this vision into reality. They close the gap between the present and the “ideal” future described in the vision scenarios. These strategies must be described clearly so that the organization understands and accepts them.
World Class organizations capture workload distribution across multiple project and programs to identify capacity gaps and review the most efficient process for managing capacity. During this webinar I will discuss how to:
• Create a pull resource planning process
• Develop a systematic capacity process
• Implemented a principles resource center decision framework
To learn more: http://developingaculturethatworks.com/
Cobit as IT Management Best Practice Frameworkjg20001234
Cobit as IT Management Best Practice Framework.
What are the IT management issues that COBIT can help to solve?
How COBIT is one of the most comprehensive IT management best practice frameworks - from IT Strategy, Architecture, Portfolio Management to Programme and Project Management to SDLC Management to Service Support and Delivery and Measure/Evaluate.
Also, mapping of COBIT to various IT Management best practices as well as a look at the future COBIT v5 from an IT Managmenet Framework perspective.
P2C2 Group's Quick Tasks for IT Enterprise ManagementJim Kendrick
For more than 12 years, we have been a leader in helping Federal agencies and prime contractors plan, manage, and improve major investments for information technology. Now we bring you QUICK TASKS
This is a presentation I gave at the October 2007 Enterprise Architectures Conference. The presentation covers approache sto developing multi-year roadmaps for implementing business strategy.
Corporater at BSC and Strategy Forum - March 2013Pedro S. Pereira
Corporater is a specialised vendor for Balanced Scorecard and Performance Management software solutions that are flexible, ready-to-run, and that can be easily managed and configured by business users. Founded in the year 2000, Corporater has over 1000 customers from all key domains with an international presence in over 29 countries through its offices and strategic partnerships.
Corporater EPM Suite assist businesses to more effectively manage performance through building dashboards, enterprise reports, and balanced scorecards. Functionality to manage initiatives, visualize strategy, and tools to assist in budgeting, management meetings, risk management, manual and automated data collection, and analysis are also available.
ProTRACKPlus is a Business Management System for Economic Development Organizations.
It offers DECISION SUPPORT SYSTEM & PERFORMANCE TRACKING to the Economic Development Organizations (EDOs) by analyzing internal, structured data & business processes.
It MANAGES WORKFLOW,
ENSURES FEEDBACK, enables TRACKING OF MULTIPLE PROJECTS
by the stakeholders and
ENHANCES TEAM COLLABORATION
at the work place to achieve
COMMON BUSINESS GOALS.
Development of business strategies and business models for associationsajcortese
In order to fulfill their founding missions, several Associations observed a growing pressure on increasing their financial and business performance, with the objective of maximizing the generation of resources to be re-invested into relevant and valuable benefits, products and services for their stakeholders.
Associations, and their executives, are today called to a higher level of challenge in outlining effective strategies, drafting effective business plans and defining systems to monitor the efficiency of their organization.
[To download this presentation, visit: https://www.oeconsulting.com.sg/training-presentations]
Organizations need strategic planning because the world changes constantly. It is foolhardy and unrealistic to assume that economic conditions, consumer needs and expectations, competition in the marketplace, or a host of other factors will remain the same for two, three or five years into the future.
Insights from strategy consultants such as McKinsey and Gartner have revealed that although strategic planning is a basic business practice, many organisations are struggling to make it work--the results often fail to meet expectations.
Moreover, our research and experience have found that most strategic planning processes are poorly conceptualised and poorly executed; the process is often not very creative, and it is tactical rather than strategic in nature; and the so-called strategic plan rarely impacts the day-to-day decisions made in the organization.
To be successful, a strategic planning process should provide a template against which all such decisions can be evaluated.
What this guide will focus is not so much on "strategy tools," but a step-by-step systematic approach to strategic planning. The strategic planning process presented consists of eight sequential steps to guide organizational leaders and key stakeholders to plan and create its future. The Eight Steps of Strategic Planning include:
- Step 1: Plan the Planning Process
- Step 2: Define Shared Values and Mission
- Step 3: Analyze the Current Organizational Profile
- Step 4: Create an Inspiring Vision
- Step 5: Compare Current to Envisioned Organization
- Step 6: Develop Strategies, Objectives and Plans
- Step 7: Execute Action Plans
- Step 8: Monitor Results and Make Improvements
This comprehensive Strategic Planning PPT training presentation provides a model for transforming organizations and contains seven ingredients that are necessary for such transformations; that is, the strategic planning:
- Is future focused
- Is leadership driven, not leader driven
- Provides for a high level of organizational involvement
- Produces a plan that is widely understood and accepted
- Produces a plan that is comprehensive and detailed
- Is a model that can be rigorously applied
- Provides the energizing force to drive the transformation
As a process guide, the steps presented offer a unique and powerful approach to strategic planning. The steps and/or sub-steps may be adapted to suit the specific needs and desires of the organization.
LEARNING OBJECTIVES
1. Acquire knowledge on the key concepts and principles of strategic planning
2. Describe the eight-step strategic planning process and the key frameworks and tools
3. Define the key factors for successful strategic planning
CONTENTS
1. Key Concepts and Principles of Strategic Planning
2. Strategic Planning Process: The Eight-step Strategic Planning Model
3. Key Strategy Frameworks and Tools
4. Strategic Planning Best Practices
Profitability and cost management are of increasing importance in today's difficult and rapidly changing markets. Summary level profitability reporting no longer suffices. To gain a competitive advantage, organizations must understand profitability beyond the usual lines of business, such as product line, service area, and customer segment. This presentation will demonstrate how Oracle Hyperion Profitability and Cost Management enables organizations to understand the true cost and profitability drivers within their business and empowers users with the visibility and flexibility to improve resource alignment, increase margins and ensure profitability.
This is my first attempt to catalog my journey of "Leading the IT Transformation" for the Algosaibi Group. The purpose of this is to showcase with some level of structure and narrative, of how the attempt was made to apply the key principles of effective IT governance in leading an organization towards significant positive changes.
S&OP Leadership Exchange: Tailoring S&OP to Fit your BusinessPlan4Demand
866.P4D.INFO | Plan4Demand.com | Info@plan4demand.com
Andrew McCall, S&OP Solutions Lead at Plan4Demand Discusses how tailoring your S&OP process to fit your business is critical to achieving bottom line success.
Similar to EA - Gaining And Retaining Stakeholder Buy In (20)
S&OP Leadership Exchange: Tailoring S&OP to Fit your Business
EA - Gaining And Retaining Stakeholder Buy In
1. The Key to a Successful EA Practice
Russ Gibfried
Enterprise Architect, CareFusion
Presented at the Open Group Conference, San Francisco 2012
2. EA Challenges
◦ EA Industry Trends
◦ Improving the EA Message
Best Practices
◦ EA Charter
◦ Architecture Principles
◦ Communication Plan
Q&A
3. Session Objectives
◦ Techniques to gain stakeholder buy-in during EA
practice start up.
◦ How to utilize the EA Charter and Architecture
Principles to provide stakeholder guidance.
◦ Communication strategies for retaining and
managing stakeholder support.
My Takeaway
◦ Gain information and hands-on methods to manage
EA Stakeholders to improve EA success.
4. Delivering Business Strategic Value Drives EA Demand
Distinct EA Practice
22%
95%
55%
EA engaged with
Business Although EA
62% adoption trends
increasing
40%
66% dramatically, a
large percentage
IT Focused EA 12% will not meet
4%
4% 1% Stakeholder
2011 2020 expectations.
(Estimated)
The Future of EA in 2020; EA Is Integral to Strategic Planning, published by Gartner, 4 November 2011
How the Future of Corporate IT Impacts Skills, CIO Executive Board, 8 November 2011
Hype Cycle for Enterprise Architecture 2011, Gartner, 26 July 2011
5. 1. New Leadership Team
2. “All Hands on Deck”
3. Roles and Responsibilities not clearly defined
4. Overly IT Focused - Lack Business Knowledge
5. Communication Gaps
Executive leadership
Technical leads
6. Ivory Tower
7. Governance Police
8. EA Self Focus
6. Clear line of sight linking business objectives
to expected outcomes.
Demonstrate balance between short-term
value and long-term visioning.
7. EA
Scope
COMMUNICATION
PLAN
Decision
ARCHITECTURE Guidance
PRINCIPLES
Value
EA CHARTER
EA Charter: Define Scope, Roles and Responsibilities.
Architecture Principles: Decision Framework.
Communication Plan: Action Plan for Communications.
7
8. • Define EA Charter
• Identify Stakeholders and
confirm commitments
• Establish Architecture
Principles
• Identify Stakeholders
(Stakeholder Map)
• Communications Plan
9. Business Objectives
◦ Review Organizational Context.
◦ Confirm Business Operating Model.
EA Scope and Priorities
◦ Define ‘Architecture Footprint’.
EA Team and Method
◦ Define EA Team and Roles.
Governance and Support Framework.
◦ Set up governance and business
support process through ADM.
Sponsor/Stakeholder Commitment!
10. Core set of values, rules and
best practices that influence a
range of considerations relevant
to business strategies.
Framework to make decisions.
Evaluation criteria guiding
investments.
Drive the definition of future state
architectures.
11. Improve the Value Proposition - IT is expensive!
IT budgets are not increasing dramatically.
Firms using a principles-based strategy
generated higher returns on IT investments.
Optimizes Core Capabilities - IT is pervasive!
A lot of IT spend is not in IT budget.
New technologies available as rapidly as current
assets decay.
Focus on core capabilities to build a global,
extensible and scalable IT model.
Source: IT Governance , Copyright 2008 Jeanne W. Ross and Peter Weill
12. Build - Customized Reuse - Out Of The Box
What do you want? Will this work?
REQUIREMENTS
& DESIGN
APPROACH
TYPICAL • Starts with the presumption • Presumption that 80% of
BEHAVIOR of customization requirements already met.
• Significant time spent • No time spent overcoming
building current state group freeze and common
process flows. vocabulary
• Blank white boards cause the • Time spent focusing on the true
group freeze and/or “nice to gaps (< 20%).
have wish list” piling on • Prevents “nice to have wish list”
requirement creep
OUTCOME • Difficult “up hill” climb to • Easy “down hill” movement,
achieve any benefit from when required, to gain benefit
leveraging OOTB from customization
1
2
13. Audience Analysis
◦ Identify target audiences and classify
their motivations, preferences, needs
and expectations. (RACI Chart)
Message Strategy
◦ Define specific messages that need to
be developed for each target
audience.
Communications Plan
◦ Capture action plan for
communicating with each target
audience.
14. Event Audience(s) Description of Owner Feedback
Date Event
Target Target Describe the Responsible Identify how
Date or audience or communications for Message communications
Event group event, objective and feedback
and expected will be solicited.
outcome.
1/25/2012 Stakeholder Confirm Roadmap EA Reoccurring
Activities Monthly
1-1 Meeting
2/1/2012 Core Team Status update EA Reoccurring
(Consulted) Upcoming Weekly
milestones Meeting/Web
Group topics Conference
Action Items
15. EA is not a spectator sport!
◦ Gain executive buy-in early.
◦ Demonstrate EA value with quick-win
projects.
◦ Continually focus on business goals and
long-term strategic vision and.
Don’t let EA be left out!