The document outlines a presentation on frameworks and methodologies. Slide 1 provides an overview of topics to be covered including why projects fail, benefits of frameworks, differences between frameworks and standards, and how frameworks can be applied across the product lifecycle. Following slides discuss specific frameworks like COBIT, CMMI, ITIL, and how they relate to business management philosophies and achieving objectives. The presentation emphasizes how frameworks provide guidance, alignment of goals, and improved collaboration and governance.
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.
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.
Business Planning for Success - 5 Essential StepsWalter Adamson
Five Essential Steps. There are five stages necessary to achieve success in business planning: 1. ABCD Planning, 2. Mission, Objectives, Strategy & Action, 3. The Balance of Loose and Tight, 4. Monitoring Key Projects, 5. Organisational Alignment.
Subtitle: Enhancing alignment and value for IT investments.
New Product Development (NPD) is the overall process of strategy, organization, concept generation, product and marketing plan creation and evaluation, and commercialization of a new product. This Technology Multipliers webinar provides a complete overview of the NPD process, models, tools, and metrics to succeed with new product development for technology companies.
This is a Portfolio Management Proposal for a board level meeting. Used to gain leverage from senior stakeholders to changes in a portfolio of IT projects and programmes. Narration not included.
This presentation was conducted by Peter Glynne to the Yorkshire & North Linconshire APM membership providing a practical insight into the realisation of benefits
In April 2016, one of EA Learning’s experienced Business Architecture instructors, Judith Oja-Gillam, delivered a webinar to a community of Architects and IT professionals within the IASA network. Judith discussed the discipline of business architecture, its potential value to the business and some of the challenges it looks to address. The approaches discussed are linked closely to the content delivered in EA Learning’s Applied Business Architecture.
Portfolio Management Fit For Executives Project World 2011fsantiagod
Presented at ProjectWorld May 2011 in Toronto, provides a novel approach for portfolio and benefits management that integrates strategy to results through programs and projects
Business Improvement initiatives are getting a lot of press these days: “..our projects saved over $10M in the first 12 months of deployment using BPM” . It seems logical for an organization to jump onto the process improvement bandwagon. Much is promised of business improvement efforts, and there are many capable consultants and companies willing to support a company’s BPM deployment that can last months to years. But how does an organization know that the business improvement efforts will really result in a quantifiable benefit to the business? Process improvement initiatives are not inexpensive to start or sustain over many years, and most executives require the clear identification of benefits to justify the expenditure of training resources and driving project work before approving a long-term initiative.
Business and Strategic Alignment in EA – Practical Guidelines Based on Indust...IASA
Business and Strategic Alignment in EA – Practical Guidelines Based on Industry Best Practices - Dave Guevara
As IASA members we are constantly reminded that architects are responsible for connecting business to IT. Business alignment is indicated in architecture frameworks like TOGAF or Zachman as an important step. However, the challenge comes in getting this done where EA is not top-down driven, short term deadlines always win over strategic efforts and standards like ITIL, COBIT and BPMN help but don’t really answer how There is a great deal of writing about EA, SOA, their benefits and how they need to be driven by business needs. The architect is still left with diverse guidance that provides little practical help on how exactly to conduct line-of-sight alignment between business strategy and system implementation. In this discussion, we will look at this issue from four perspectives:
1. Practical means of determining business value and impact, then creating alignment to your future state architectures.
2. Top-down view using an EA framework.
3. Bottoms up view in a future state architecture
4. Business functional model related to an application functional model
5. Practical suggestions that work now and can scale over time
Whether you're in startup mode or gaining traction, you need real clarity on your business model so you can design your business for success. The Business Model Canvas was originally developed by Alexander Osterwalder and Yves Pigneur, and presented in their seminal 2010 book ‘Business Model Generation’ as a visual framework for devising, developing and testing an organization’s business model(s). Traditionally, the first thing that an entrepreneur was ‘expected’ to do was to create a business plan outlining the key opportunities, activities and strategies, as well as initial financial projections for the business. Invariably, by the time many had competed their plans things had moved so rapidly that the market reality had changed; a problem that has exacerbated over time as the pace of business has accelerated. To many, the mere prospect of having to create a business plan in the first place was such an overwhelming and intimidating task that it became an excuse to procrastinate from actually starting the business.
The concept of the Business Model Canvas was to provide a simple, intuitive and flexible tool that can be developed rapidly and applied ongoing to iterate and refresh the business strategy. In a single page view, the BMC provides an overview of the business: it’s offering, infrastructure, market and finances. The following Slideshare provides an outline of the elements and structure of the BMC, as well as some pointers as to how to think about and use it.
It’s well known among marketing professionals that customers go through a series of stages – a lifecycle – in their relationship with vendors. Despite differences in customers and the vendors with whom they do business, the lifecycle stages are pretty universal: Awareness (also known as Attraction), Consideration, Purchase, Retention and Advocacy. What differs is how long prospects remain in each stage, what kind of experience they have while they’re there, and what must happen to advance the relationship to the next stage.
Marketing is ideally the steward of the customer journey, and it faces several challenges in fulfilling this responsibility. One of the most formidable challenges is the self-directed nature of the journey. The norm is for prospective customers to start their journey in stealth mode, making significant progress on their own without marketing and sales aid, influence or assistance. Marketing has historically presided over the Awareness stage, and together with sales, the Consideration stage. But now, customers often pass through both of these stages undetected, and marketers understandably feel some anxiety over their diminished influence in these lifecycle stages.
While the stages of the customer journey are well known, from the customers’ perspective traversing them is sometimes a bumpy ride. Customers don’t view their relationship with vendors as a series of stages, each with a different conductor who may or may not know what transpired in a previous stage. Customers want a smooth journey and expect vendors to know the history of their relationships and the content already consumed; they don’t want to have to re-explain their needs and interests each time they transition to a new stage. They prefer seamless, consistent quality across all touch points and stages of the relationship, regardless of the device or channels through which interaction occurs. They value one-to-one, contextually relevant engagement that is sensitive to who they are, what they do and where they’re going.
Business Planning for Success - 5 Essential StepsWalter Adamson
Five Essential Steps. There are five stages necessary to achieve success in business planning: 1. ABCD Planning, 2. Mission, Objectives, Strategy & Action, 3. The Balance of Loose and Tight, 4. Monitoring Key Projects, 5. Organisational Alignment.
Subtitle: Enhancing alignment and value for IT investments.
New Product Development (NPD) is the overall process of strategy, organization, concept generation, product and marketing plan creation and evaluation, and commercialization of a new product. This Technology Multipliers webinar provides a complete overview of the NPD process, models, tools, and metrics to succeed with new product development for technology companies.
This is a Portfolio Management Proposal for a board level meeting. Used to gain leverage from senior stakeholders to changes in a portfolio of IT projects and programmes. Narration not included.
This presentation was conducted by Peter Glynne to the Yorkshire & North Linconshire APM membership providing a practical insight into the realisation of benefits
In April 2016, one of EA Learning’s experienced Business Architecture instructors, Judith Oja-Gillam, delivered a webinar to a community of Architects and IT professionals within the IASA network. Judith discussed the discipline of business architecture, its potential value to the business and some of the challenges it looks to address. The approaches discussed are linked closely to the content delivered in EA Learning’s Applied Business Architecture.
Portfolio Management Fit For Executives Project World 2011fsantiagod
Presented at ProjectWorld May 2011 in Toronto, provides a novel approach for portfolio and benefits management that integrates strategy to results through programs and projects
Business Improvement initiatives are getting a lot of press these days: “..our projects saved over $10M in the first 12 months of deployment using BPM” . It seems logical for an organization to jump onto the process improvement bandwagon. Much is promised of business improvement efforts, and there are many capable consultants and companies willing to support a company’s BPM deployment that can last months to years. But how does an organization know that the business improvement efforts will really result in a quantifiable benefit to the business? Process improvement initiatives are not inexpensive to start or sustain over many years, and most executives require the clear identification of benefits to justify the expenditure of training resources and driving project work before approving a long-term initiative.
Business and Strategic Alignment in EA – Practical Guidelines Based on Indust...IASA
Business and Strategic Alignment in EA – Practical Guidelines Based on Industry Best Practices - Dave Guevara
As IASA members we are constantly reminded that architects are responsible for connecting business to IT. Business alignment is indicated in architecture frameworks like TOGAF or Zachman as an important step. However, the challenge comes in getting this done where EA is not top-down driven, short term deadlines always win over strategic efforts and standards like ITIL, COBIT and BPMN help but don’t really answer how There is a great deal of writing about EA, SOA, their benefits and how they need to be driven by business needs. The architect is still left with diverse guidance that provides little practical help on how exactly to conduct line-of-sight alignment between business strategy and system implementation. In this discussion, we will look at this issue from four perspectives:
1. Practical means of determining business value and impact, then creating alignment to your future state architectures.
2. Top-down view using an EA framework.
3. Bottoms up view in a future state architecture
4. Business functional model related to an application functional model
5. Practical suggestions that work now and can scale over time
Whether you're in startup mode or gaining traction, you need real clarity on your business model so you can design your business for success. The Business Model Canvas was originally developed by Alexander Osterwalder and Yves Pigneur, and presented in their seminal 2010 book ‘Business Model Generation’ as a visual framework for devising, developing and testing an organization’s business model(s). Traditionally, the first thing that an entrepreneur was ‘expected’ to do was to create a business plan outlining the key opportunities, activities and strategies, as well as initial financial projections for the business. Invariably, by the time many had competed their plans things had moved so rapidly that the market reality had changed; a problem that has exacerbated over time as the pace of business has accelerated. To many, the mere prospect of having to create a business plan in the first place was such an overwhelming and intimidating task that it became an excuse to procrastinate from actually starting the business.
The concept of the Business Model Canvas was to provide a simple, intuitive and flexible tool that can be developed rapidly and applied ongoing to iterate and refresh the business strategy. In a single page view, the BMC provides an overview of the business: it’s offering, infrastructure, market and finances. The following Slideshare provides an outline of the elements and structure of the BMC, as well as some pointers as to how to think about and use it.
It’s well known among marketing professionals that customers go through a series of stages – a lifecycle – in their relationship with vendors. Despite differences in customers and the vendors with whom they do business, the lifecycle stages are pretty universal: Awareness (also known as Attraction), Consideration, Purchase, Retention and Advocacy. What differs is how long prospects remain in each stage, what kind of experience they have while they’re there, and what must happen to advance the relationship to the next stage.
Marketing is ideally the steward of the customer journey, and it faces several challenges in fulfilling this responsibility. One of the most formidable challenges is the self-directed nature of the journey. The norm is for prospective customers to start their journey in stealth mode, making significant progress on their own without marketing and sales aid, influence or assistance. Marketing has historically presided over the Awareness stage, and together with sales, the Consideration stage. But now, customers often pass through both of these stages undetected, and marketers understandably feel some anxiety over their diminished influence in these lifecycle stages.
While the stages of the customer journey are well known, from the customers’ perspective traversing them is sometimes a bumpy ride. Customers don’t view their relationship with vendors as a series of stages, each with a different conductor who may or may not know what transpired in a previous stage. Customers want a smooth journey and expect vendors to know the history of their relationships and the content already consumed; they don’t want to have to re-explain their needs and interests each time they transition to a new stage. They prefer seamless, consistent quality across all touch points and stages of the relationship, regardless of the device or channels through which interaction occurs. They value one-to-one, contextually relevant engagement that is sensitive to who they are, what they do and where they’re going.
Solving Business Problems for Our Clients, Each Step of the WayKevin Hoffman
This was a presentation that Happy Cog East made to PhillyCHI on Wednesday, September 23 2009. It was a series of 10 minute talks regarding each step of a project process at our boutique web design firm. http://www.happycog.com http://phillychi.acm.org
Как мониторинг соцмедиа помогает компаниям остаться на плаву, совершать меньше ошибок и лучше понимать потребителя.
Автоматизированные инструменты мониторинга соцмедиа могут круто повысить эффективность маркетинга и PR. Однако без маркетолога и аналитика, которые умеют правильно использовать инструмент и интерпретировать данные — эти данные становятся бесполезным балластом в работе маркетолога старой школы.
Множество компаний накапливают данные, не имея времени и ресурсов их интерпретировать. Вкладываешься в инструмент — вкладывайся и в сотрудника с нужными спецификациями.
Что должны уметь и понимать в мониторинге соцмедиа современный маркетолог, пиарщик и стратег, чтобы не быть сброшенными с корабля современности.
Кейс-исследование «Чего хотят женщины».
http://2014.404fest.ru/reports/automate-or-die/
Дмитрий Калаев – Три реальных провала при создании ИТ-бизнеса404fest
Дмитрий расскажет о трех разных ошибках: об ошибке основателей компании Naumen на старте компании Naumen, о своих ошибках как инвестора, а также некоторый ошибки из жизни портфельных компаний ФРИИ
http://2014.404fest.ru/reports/3fails/
6.18.2013 - 2013 - Prj & Port Mgmt SftDev - Portfolio Management - For the ...IBM Rational
Webcast Series: Project and Portfolio Management Software Development
Title: 2013 - Prj & Port Mgmt SftDev - Portfolio Management - For the Manager - Making Good Decisions
Date: 6-18-2013
Presenter: Chris Wolters
This document explains the Balanced Scorecard business framework and how to use it as a strategic management system. It includes instructional slides explaining the methodology, in addition to examples and slide templates. Topics include the Four Processes, Four Perspectives, Personal Scorecard, and Strategic Learning.
More details and full download here:
http://pptlab.com/ppt/HBR-Using-the-Balanced-Scorecard-as-a-Strategic-Management-System-19
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
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Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
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RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
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2. Why projects fail
Benefits of using frameworks
Framework vs. standard
Frameworks across the product lifecycle
Business Management philosophy
Framework and Methodology identification
Framework philosophy linkage
Specific concepts from the frameworks and their benefits
Conclusion
Slide # 2
3. According to Gartner more than 50% of all IT initiatives fail to meet
business objectives.
Lack of clear links between the project and strategic objectives derived
from the business.
Lack of effective engagement with the stakeholders and Senior
Management.
Lack of a designated project management methodology.
Lack of alignment between selected methodology and available skills.
Evaluation of proposals are driven by cost vs. value.
You may have had a technically perfect project, but if the stakeholder or
customer is unhappy, the project is still a failure.
Slide # 3
4. Frameworks...
Provide alignment of Strategic (Decisions are Made), Tactical
(Decisions are Implemented) and Operational Goals (Daily
Care and Feeding)
Companies with the most effective IT Governance systems enjoy
10-25% higher profitability. (Professor Peter Weill – MIT Sloan School of Mgmt – “How Top Performers Govern IT,
October 2003”)
Drive consensus
Create a common language
Establish entry point for performance measures
Improved cross unit collaboration
Consistent metrics and reporting
Slide # 4
5. Frameworks Across the Product Lifecycle
Framework Application
Ideation DEFINE DEVELOP DEPLOY RETIREMENT
Plan, Refine, Manage, Deliver Customer Value
COBiT
Project Management Body of Knolwedge
PDMA
CMMI
RUP
ITIL
Phase-out Solution
Slide # 5
6. Framework Provide guidelines, flexible, open to
modification or interpretation, a source of knowledge
and smorgasbord options.
Examples: COBIT, CMMI, ITIL, Agile, RUP, etc.
Standard Is a rigid and uniform approach without
deviation by those who deploy it.
Standards can be deployed „within‟ frameworks
Examples: Telecommunications standards, elements
of ISO (9000 or 20,000), HTML, etc.
Slide # 6
7. M – Missions
A mission statement should say who your company is, what
you do, what you stand for and why you do it.
O – Objectives/Goal
Are written statements that describe an intended outcome.
They clearly describe measurable targets of achievement
S – Strategies
An approach, or an implementation methodology, that will
lead to achieving an objective.
T – Tactical
The actual method or means used to gain a goal
Slide # 7
8. COBIT – Control Objectives for IT
CMMI – Capability Maturity Model Integration
RUP – Rational Unified Process
ITIL – Information Technology Infrastructure
Library
Additional Methodologies
Agile
PMBOK (Project Management Book of Knowledge
PDMA (Product Development Management Association)
Slide # 8
9. Frameworks Linkage to ‘MOST’ Philosophy
(M,O): Managing the Business
Methodology: COBIT, PDMA
(S): Value Delivery
Methodologies: CMMI, PMBOK,
Agile, RUP
(T): Daily Operations / Production
Methodology: ITIL
Slide # 9
10. Mission of the Company
Purpose
Long range planning
Create more desirable results by influencing current progress
Scope
Financial strategies
Human resources
IT
Development
Marketing
Benefits
Capabilities to obtain desired objectives
Manage the organization within core competencies
Adaptation to change
Slide # 10
11. Strategy Map - Achieve the Objective
Purpose
Drives consensus
Creates common vocabulary
Establishes entry point for performance measures
Scope
Financial – To succeed financially, how should we appear to our customer
Customer – To achieve a vision, how should we appear to our customer
Learning and Growth – To achieve a vision, how do we sustain our ability to change
Internal business processes – To satisfy our constituency, what business processes
should we excel at
Benefits
Aligns the business and IT initiatives and provides foundation for achieving
the mission
Decomposes the business mission into specific business capabilities and then
determines the technology solutions required
Analyzes the current IT architecture, organization and processes to
determine if they provide an adequate foundation for the business solutions
Slide # 11
12. Manage the “Fuzzy Front End” - Achieve the Objective
Purpose
Clarifying and defining bright ideas
Developing opportunities
Establishing a project vision and maintaining a focus on it
Developing and documenting the core product concept
Scope
Strategic planning
Concept generation
Pre-technical evaluation
Benefits
Refine an initial product idea and opportunity into a solid product concept.
Guide divergence and convergence activities using techniques that maximize an innovative
environment
Develop a project plan that will be a solid basis for full-scale development
Build a project team that performs well during the fuzzy front end
Understand and manage the real world environment in which your project must operate.
Slide # 12
13. (O) Managing the Business (COBIT)
Governance - Manage wisely
Purpose
A structure of relationships and processes to direct and control the
enterprise towards expected behavioral outcomes in order to achieve goals
by adding value while balancing risk versus reward
Scope
Strategic alignment
Value delivery
Resource management
Performance measures
Risk Management
Benefits
Ensure IT strategy is aligned with the business strategy
Ensure IT delivers against the business strategy
Direct IT strategy to balance investments among systems that support
the enterprise as is, transform the enterprise, or grow the enterprise
Ensure informed decisions about focus and priority for the use of IT
resources
Ensure IT and related business resources are available to enable IT to
deliver upon expectations
Bring initiatives to market quicker and without risk
Reduced costs for day to day operations
Slide # 13
14. (O) Managing the Business (COBIT)
Portfolio Management – Where are your resources
committed
Purpose
Portfolio management takes a holistic view of the company's overall IT
strategy
Scope
Identify project inventory
Identify project linkage to business objectives
Rank projects according to priority and dependencies
Review and alignment of the portfolio
• Benefits
Maximize value of IT investments while minimizing the risk
Improve communication and alignment between IS and business leaders
Encourage business leaders to think "team," not "me," and to take
responsibility for projects
Allow planners to schedule resources more efficiently
Reduce the number of redundant projects and make it easier to kill projects
Slide # 14
15. (O) Managing the Business (COBIT)
Balanced Scorecards – What value is the company receiving
Purpose
A method used to ensure a return on investment through business and operational
alignment
Scope
Financial
Customer
Internal
Development
Operations
Innovation
Contribution
Benefits
Alignment of strategy with key performance objectives at all levels of the organization
More effectively measuring and managing business performance
A strategic feedback and enterprise communication platform
Maximizing the overall IT investment
Slide # 15
16. Project Management – Managing the work
Purpose
Integrate traditionally separate organizations
Set process improvement goals
Provide guidance for quality processes
Provide yardstick for appraising current practices
Creates standard processes for value delivery
Establishes vehicle for Top down and Bottom up communication
Establishes authority (Formal and Informal) for decision making
Scope
Planning the work
Assessing and mitigating the risk
Estimating for resources
Organizing the work
Acquiring human and material resources
Directing the activities
Controlling project execution
Reporting progress
Slide # 16
17. Project Management – Managing the work
Benefits
Establishes a common vocabulary
Improved schedule and budget predictability
Improved cycle time to deliver
Improved productivity
Improved quality
Reduced risk
Increased customer satisfaction
Increased ROI
Decreased cost of quality
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18. Release Management – Bringing it all together
Purpose
To ensure that all changes are deployed successfully into the production IT environment in
the least disruptive manner.
Scope
Driving the release strategy, which is the overarching design, plan, and approach for
deployment of a change into production in collaboration with the change advisory board
(CAB).
Determining the readiness of each release based on release criteria (quality of release,
release package and production environment readiness, training and support plans, rollout
and back-out plans, and risk management plan).
Benefits
Gives the possibility to plan resource requirements in advance
Gives a structured approach, leading to an efficient and effective process
Changes are bundled together in a release, minimizing the impact on the user
Helps to verify correct usability and functionality before release by testing
Provides version control and central storage, which ensures correct version use
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19. Change Management – Protecting the Environment
Purpose
To provide a disciplined, enterprise-wide approach to managing and controlling changes
to system environment(s)
Scope
Deployment of new hardware and/or vendor-supplied software.
Changes to existing hardware and/or vendor-supplied software.
Changes to Quality Assurance, Testing, UAT, Staging and Production environments.
Changes to network infrastructure, equipment and facilities.
General and preventive maintenance on hardware
Benefits
Improves the efficiency and effectiveness to optimize collaboration and reduce cost
Reduces business downtime risk and improves service levels by ensuring that all changes
are approved and tested before implementation in production systems
Provides proactive analysis of change on the business, helping to prevent adverse impacts
on related components
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20. Implementation – Delivering the product
Purpose
Manage IT service operations to effectively release a product into the market place
Scope
Service Delivery (5 processes)
Financial Management of IT Services
Service Level Management
Availability Management
Capacity Management
IT Continuity Management
Service Support (6 processes)
Incident Management
Problem Management
Change Management
Release Management
Configuration Management
Benefits
When properly deployed and managed will result in service downtime reductions, shorter
deployment windows, easier audits, better integration with software development, and
improved relationships between IT and business operations
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21. Three most important reason projects fail:
According to Gartner more than 50% of all IT initiatives fail to
meet business objectives.
Lack of clear links between the project and strategic objectives
derived from the business.
Lack of a designated project management methodology.
Top two benefits of Frameworks:
Provide alignment of Strategic, Tactical and Operational Goals
Drive consensus
Business management philosophy “MOST”
The selected concepts out of the frameworks shown in
this presentation are the most commonly used. As your
organization matures add in additional concepts
improve the effectiveness of your team and the
efficiency of which projects are conducted
Slide # 21