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Here are the key steps I would take:
1. Review the interview materials from Nigel, Ed and Rajesh to understand their perspectives and any challenges they mentioned.
2. Make notes on the main issues/challenges that came up across the different interviews.
3. Compare notes with my team members to get their perspectives and consolidate our understanding.
4. Prioritize the top 3 challenges to discuss with our project manager based on importance and impact to the business.
5. Prepare bullet points to briefly summarize each challenge for our discussion.
6. Practice presenting the challenges with my team to refine our discussion and ensure we fully understand each issue.
7. Be prepared to discuss how we identified each challenge and our rationale
The document summarizes feedback from a faculty development session. Participants shared insights on their current faculty development processes and ideas for improvement. Common themes included a lack of clear planning and structure, siloed efforts within departments, low attendance for generic workshops, and a need for targeted support and resources for online and distance learning. Suggestions to improve included conducting needs assessments, creating learning paths, incentivizing participation, and better coordinating support from instructional designers and educational technologists.
Eluceo takes an "ERA" approach to consulting that focuses on providing an engaging experience, rigorous thinking and actionable results. They emphasize commitment to client goals, multi-disciplinary problem solving, and disciplined project execution. Eluceo consultants work independently or collaboratively using expertise across multiple industries to drive change and deliver a personable client experience.
A tailored enterprise architecture maturity modelPaul Sullivan
The document describes a tailored maturity model for enterprise architecture (EA). It reviews several existing EA maturity models and proposes a 5-level model based on the TOGAF and Gartner ITScore models. The levels are: Initial, Developing, Defined, Managed, and Optimized. At each level, the model specifies how EA should interact with and provide value to the business, IT leadership, and other organizational functions.
There are several models that exist for assessing Enterprise Architecture (EA) maturity. The most commonly referenced models include the US Government's Department of Commerce Architecture Capability Maturity Model (ACMM), Gartner's ITScore for EA, and Forrester's EA Maturity model. These models generally define maturity levels from initial to optimized and provide attributes for measurement. The ACMM and Gartner models are very similar, using 6 or 5 maturity levels respectively and focusing on attributes like architecture process, business linkage, and governance. Forrester's model takes a different approach using archetypes but is considered too lightweight. The US GAO also provides a free, open framework for assessing EA management maturity across 7 levels.
This document provides an overview of implementing an effective enterprise architecture program. It begins with some disclaimers about competing perspectives on EA. It then discusses the architecture continuum from enterprise to system level. Key aspects of a successful EA program covered include gaining executive sponsorship, starting small and showing quick wins, formalizing governance processes, and planning for both centralization initially and eventual federation. The presentation emphasizes communicating value and celebrating successes.
What is workplace learning and how is it changing learning strategy? What do organisations need to do to build a coherent and actionable workplace learning strategy?
Multi Disciplinary Teams operating modelGarrie Irons
The document discusses an operating model for high-performing agile teams that addresses common challenges such as silos, duplication, and lack of innovation. It proposes transforming teams into multi-disciplinary teams that are self-sufficient, flat-structured, and embedded within business areas. Guiding principles include having self-sufficient business and IT teams with a product mindset. The model structure uses scrum and agile project management. Key learnings discussed include starting small, change management, portfolio planning, and using centers of excellence.
Here are the key steps I would take:
1. Review the interview materials from Nigel, Ed and Rajesh to understand their perspectives and any challenges they mentioned.
2. Make notes on the main issues/challenges that came up across the different interviews.
3. Compare notes with my team members to get their perspectives and consolidate our understanding.
4. Prioritize the top 3 challenges to discuss with our project manager based on importance and impact to the business.
5. Prepare bullet points to briefly summarize each challenge for our discussion.
6. Practice presenting the challenges with my team to refine our discussion and ensure we fully understand each issue.
7. Be prepared to discuss how we identified each challenge and our rationale
The document summarizes feedback from a faculty development session. Participants shared insights on their current faculty development processes and ideas for improvement. Common themes included a lack of clear planning and structure, siloed efforts within departments, low attendance for generic workshops, and a need for targeted support and resources for online and distance learning. Suggestions to improve included conducting needs assessments, creating learning paths, incentivizing participation, and better coordinating support from instructional designers and educational technologists.
Using Agile and Lean to Stay Ahead in a Tough EconomySally Elatta
This seminar was presented to a group of IT and Business managers and executives on the topic of how to use Agile and Lean methods to stay ahead in the current economic conditions.
Contact me if you would like this presented for your organization.
sally@agiletransformation.com
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The document discusses a webinar series on architecting SharePoint for business value. The series consists of 4 sessions covering topics like best practices for creating business value, improving search, developing rich information architectures, and the role of governance. It also provides information about the company hosting the webinar, Earley & Associates, including their areas of focus, team, locations, and services.
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These are the slides from my talk at the LESS 2011 conference in Stockholm, Sweden.
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- Huitale was founded in 2007 and provides professional services to help software companies implement lean and agile practices across business, management, and technology.
- Huitale's coaching involves conducting assessments, creating custom implementation plans, providing training to development teams and management, and ongoing operational coaching to transform organizations.
As the size of your development shop and organization grows, being able to align the needs of the business with technology grows ever-important. Having been involved with our company's Enterprise Architecture practice since the early days of its inception I have had the opportunity to grow with the team, which I now lead, and have seen what works - and what doesn't - for our organization. Regardless of whether you are part of a small startup shop or a 20,000 employee organization, there is a need for a focus on Enterprise Architecture.
This presentation discusses informal learning and performance support. It argues that learners, technology, and needs have changed, and learning offerings must keep up. The presentation introduces the concepts of an holistic learning ecosystem and performance support, which provides just-in-time learning when needed rather than formal training. Case studies show how performance support delivered better business results than formal e-learning for initiatives like an IT migration and new product launch. The presentation encourages establishing a learning ecosystem that fosters dynamic, contextual learning integrated into workflows.
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ASPEL is the first global association to support learning and development professionals. It provides online services like best practice sharing, member matching, and certification. The association aims to improve the fragmented $600B learning industry and support affordable learning initiatives. It has 200 members and partners with strategic organizations to enhance member benefits and certification programs.
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Enterprise Archtitecture Maturity Model
1. A Maturity Model for Enterprise Architecture
by Sally Bean
There are many different maturity models for EA, of
varying utility. This model reflects my practical
experience of working with organisations that are trying
to implement Enterprise Architecture. Note that these
are typically currently anchored somewhere in the IT
function, but don’t have to be.
1