Presentation delivered at the LavaCon 2012 conference in Portland, OR. Brent Murphy of Hewlett-Packard will share their experience regarding the value proposition of implementing and utilizing a CMS to manage technical documentation for a global audience. Starting in 2001, HP and Vasont Systems began a journey to implement a component content management solution within HP that would meet their global technical documentation requirements while adding value back to the company. Brent will explore the value propositions that were put forth when the project began and share what value propositions have been realized over the past ten years. In addition, he will also examine and share those value propositions that exist today and how companies who utilize a CMS can benefit from these opportunities. For more information, visit www.vasont.com.
The document describes a Campus to Corporate (C2C) training program for new graduates and professionals. The objective of the program is to accelerate the adjustment of new hires to corporate life by developing behavioral and soft skills over 5 days. The program covers topics like communication, teamwork, problem solving, time management and professional etiquette through activities like role plays, exercises and case studies. It is delivered by Smart Wave, a management consulting firm to clients in both public and private sectors. The standard fee for the program is Rs. 50,000 per day plus taxes.
The document summarizes a presentation given at the Global Conference 2012 about Chesapeake Energy implementing an HR Help Desk using Oracle's PeopleSoft in just 10 weeks with the help of Apex IT. It provides an overview of Chesapeake Energy, the need for an HR Help Desk, the project timeline and team, how the implementation was a success through early planning and an experienced implementation team, and lessons learned.
The document provides guidance on transitioning instructor-led training (ILT) to blended learning. It recommends conducting a needs assessment to evaluate learners, objectives, and business needs. Content is then "chopped" down and grouped into smaller "chunks" based on objectives or other logical structures. Each chunk is then "challenged" to determine the most effective learning strategy using various delivery methods like e-learning, virtual instructor-led training, or collaboration to match the type of learning. The process culminates in "changing" the materials by selecting appropriate tools and technologies to integrate the chunks into a blended solution with a consistent learner experience and logical flow.
This document provides a quarterly review of the PresenTense Group's programs and metrics from January to May 2012. It discusses progress and challenges for their Community Entrepreneur Partnership programs in North America and Israel, as well as their PTSchool seminars. Key highlights include successful launches of new CEPs in multiple cities, exceeding metrics for trainer participation, and challenges around balancing client prices and relations. The review concludes with next steps to improve programs based on feedback and ensure future success.
PresenTense held its quarterly report meeting on February 28, 2012. The report discussed metrics and challenges across PresenTense's Community Entrepreneur Partnership programs, SocialStart training, and overseas expansion efforts. Key highlights included growth of the Israeli market, successful launches of fellowship programs across 6 cities in North America, and initial progress expanding to new regions like Russia and Europe. However, challenges remained around ensuring program consistency, addressing coordinator and facilitator needs, and adapting products for different markets and budgets. Overall the quarter showed progress in reach and impact but also room for improvement.
Building an Enterprise Class Sharepoint TeamColumbus Brown
The document provides guidance on building an enterprise-class SharePoint team. It discusses why collaboration requires teams, what kind of team is needed based on organizational size, maturity and goals. It also addresses how to demonstrate the value of the team to leadership in order to obtain necessary resources. The key points are that collaboration and teams rely on each other, the team composition should align with organizational objectives, and benefits must be shown to sponsors who can approve funding and hiring.
The document outlines various waves and dimensions of an Agile transformation along with associated Epics, acceptance criteria, size, and business value. The waves include partnered transition, self-guided transition, and innate. The dimensions cover people, organizational design, technology, culture, and leadership. For each wave and dimension combination, Epics describe the goal and acceptance criteria outline steps to meet that goal. The document provides an overview of an Agile transformation plan covering multiple levels of an organization.
The document describes a Campus to Corporate (C2C) training program for new graduates and professionals. The objective of the program is to accelerate the adjustment of new hires to corporate life by developing behavioral and soft skills over 5 days. The program covers topics like communication, teamwork, problem solving, time management and professional etiquette through activities like role plays, exercises and case studies. It is delivered by Smart Wave, a management consulting firm to clients in both public and private sectors. The standard fee for the program is Rs. 50,000 per day plus taxes.
The document summarizes a presentation given at the Global Conference 2012 about Chesapeake Energy implementing an HR Help Desk using Oracle's PeopleSoft in just 10 weeks with the help of Apex IT. It provides an overview of Chesapeake Energy, the need for an HR Help Desk, the project timeline and team, how the implementation was a success through early planning and an experienced implementation team, and lessons learned.
The document provides guidance on transitioning instructor-led training (ILT) to blended learning. It recommends conducting a needs assessment to evaluate learners, objectives, and business needs. Content is then "chopped" down and grouped into smaller "chunks" based on objectives or other logical structures. Each chunk is then "challenged" to determine the most effective learning strategy using various delivery methods like e-learning, virtual instructor-led training, or collaboration to match the type of learning. The process culminates in "changing" the materials by selecting appropriate tools and technologies to integrate the chunks into a blended solution with a consistent learner experience and logical flow.
This document provides a quarterly review of the PresenTense Group's programs and metrics from January to May 2012. It discusses progress and challenges for their Community Entrepreneur Partnership programs in North America and Israel, as well as their PTSchool seminars. Key highlights include successful launches of new CEPs in multiple cities, exceeding metrics for trainer participation, and challenges around balancing client prices and relations. The review concludes with next steps to improve programs based on feedback and ensure future success.
PresenTense held its quarterly report meeting on February 28, 2012. The report discussed metrics and challenges across PresenTense's Community Entrepreneur Partnership programs, SocialStart training, and overseas expansion efforts. Key highlights included growth of the Israeli market, successful launches of fellowship programs across 6 cities in North America, and initial progress expanding to new regions like Russia and Europe. However, challenges remained around ensuring program consistency, addressing coordinator and facilitator needs, and adapting products for different markets and budgets. Overall the quarter showed progress in reach and impact but also room for improvement.
Building an Enterprise Class Sharepoint TeamColumbus Brown
The document provides guidance on building an enterprise-class SharePoint team. It discusses why collaboration requires teams, what kind of team is needed based on organizational size, maturity and goals. It also addresses how to demonstrate the value of the team to leadership in order to obtain necessary resources. The key points are that collaboration and teams rely on each other, the team composition should align with organizational objectives, and benefits must be shown to sponsors who can approve funding and hiring.
The document outlines various waves and dimensions of an Agile transformation along with associated Epics, acceptance criteria, size, and business value. The waves include partnered transition, self-guided transition, and innate. The dimensions cover people, organizational design, technology, culture, and leadership. For each wave and dimension combination, Epics describe the goal and acceptance criteria outline steps to meet that goal. The document provides an overview of an Agile transformation plan covering multiple levels of an organization.
This document discusses various techniques for motivating employees in organizations, including management by objectives (MBO), employee recognition programs, employee involvement programs, job design and flexible work schedules, variable pay programs, and flexible benefits. The key elements of successful motivation techniques are setting specific and difficult goals, providing performance feedback, allowing employee participation, and linking rewards to performance.
Article: From Best Practice to Success Transferrepner
The document describes a Global Operations Network Model implemented by ING Insurance Asia/Pacific to standardize best practices across multiple countries. Using an approach called the "4Ps" - Planning, Process Management, Problem Solving, and People - the model achieved a 15% increase in operational efficiency while supporting 30% business growth across 10 countries. Key aspects of the model included common performance metrics, process mapping, problem-solving teams, and staff development to facilitate sharing best practices globally. The document argues this approach can benefit other multinational companies by increasing synergies and scale through standardized operations.
The Utah Department of Workforce Services (DWS) consolidated its SAP ERP system with the state's Department of Administrative Services to address support issues and reduce costs. DWS worked with consultants from LAZAR to execute the technical upgrade remotely. Effective communication was critical given the distributed team. The consolidation provided DWS with a fully supported SAP system and will enable future enhancements.
The document discusses adopting a "collaborative approach" rather than a "customer-controlled approach" when an implementer company works with a customer company on a software project. It suggests that the implementer should regularly provide input and disagree with the customer to improve the product, rather than just agreeing with the customer. It provides techniques for the implementer to do this respectfully at different project phases, from bidding to initiation to execution, such as presenting alternative solutions, analyzing impacts of changes, and having open discussions. The goal is for the two companies to work as peers to deliver the best product outcome.
The document discusses breaking down silos between departments in organizations to improve collaboration on content globalization. It provides examples of how lack of cross-departmental collaboration hinders effective content management. The presentation provides guidance on how to establish collaborative processes between departments like technical documentation, marketing, and customer support to better share content and language assets.
The document discusses Infosys BPO's training initiatives to make its workforce ready for the future. It outlines mandatory training modules for different career levels to develop critical skills like communication, customer orientation, and analytical abilities. Infosys provides internal and external training programs through collaborations with institutions. Technology platforms also support continuous learning. The goal is to bridge the gap between the skills required by the services sector and those provided by traditional education.
The document summarizes National Grid's use of the Skills Framework for the Information Age (SFIA) to develop their IT staff.
They used SFIA to [1] define IT roles, [2] assess staff capabilities and create development plans, and [3] identify training needs. This led to improved staff survey results on career development and training opportunities. Project management effectiveness also increased.
National Grid is now focusing on globalizing their IT organization using SFIA. They conducted a second global staff survey in 2009 and have established a global people program and communities to further develop staff skills on a worldwide level.
The document discusses how a company successfully navigated organizational change. The company implemented new systems, strategies, and a culture focused on proactively managing opportunities. It addressed financial processes, customers, internal processes, and employee growth. Challenges included resistance and rising costs, but the company committed to change and measured successes using key performance indicators. By gaining employee buy-in and flexibility from leadership, the company was able to successfully embrace change.
The document discusses how a global industrial company improved business results through a leadership development program at the heart of a major operational improvement effort.
The program focused on helping leaders develop softer skills needed to disseminate changes, such as inspiring overwhelmed managers and promoting collaboration. Three leaders showcase how the program helped them improve sourcing efficiency, boost factory yields, and honestly engage employees during a plant closure.
Lessons from the program emphasize tying training to business goals, building on strengths, ensuring senior sponsorship, and creating networks of trained change leaders to sustain transformation.
AssentWorks - Innovations in InnovationAssentWorks
While the stream of technology innovations in manufacturing is constantly growing, the processes driving innovation within most organizations is often outdated and restrictive. This disconnect regarding innovation governance allows new competitors to climb to the top of the industry, while less agile organizations fall into obsolescence. Michael will discuss the concepts and cultures behind Fabrication labs and Makerspaces that are having profound impacts on corporate competitiveness, intellectual property management and manufacturing process. Highlighting his own experiences operating both corporate and non-profit facilities, Michael will identify the critical topics that your organization should address to make the most of these innovation enablers.
This document proposes a new course called "Management Consulting 101" at BITS Pilani. It argues that the course would be beneficial for students, the university, and recruiters in the growing research, analytics, knowledge process outsourcing, and management consulting (RAKMC) industry. The course would teach industry-standard skills and impart applicable knowledge to give students a competitive advantage in the job market. It would also benefit recruiters by providing well-trained candidates and publicity. The course could start in semester 1 of the 2012-2013 academic year as the creator is available to teach it and has the necessary experience working in the RAKMC field.
The document discusses a survey conducted by PA Consulting to identify the key drivers of effective project portfolio delivery. The survey examined two dimensions: practice maturity, which measures the quality of an organization's practices; and delivery effectiveness, which measures outcomes like meeting budgets, timelines and stakeholder satisfaction. The survey found that becoming more mature in practices like governance, portfolio management and project management generally improves effectiveness. However, organizational complexity and culture also influence effectiveness, and not all practices have an equal impact on outcomes.
WQD2011 - INNOVATION - Mashreq Bank - Improving the on-boarding experience fo...Dubai Quality Group
Mashreqbank is working to improve the onboarding experience for retail customers. A diagnostic identified opportunities across process efficiency, performance management, customer mindsets/behaviors, and organizational skills. Proposed solutions include reducing on-site onboarding to 30 minutes with one touchpoint, and off-site to next day for Gold and 3 days for others. KPIs will be aligned across units and linked to overall bank performance. Customer surveys found a preference for same-day delivery of debit cards and chequebooks to improve satisfaction.
Technical competency dictionary for itConfidential
The document is a technical competency dictionary for the IT community that provides definitions, knowledge requirements, and proficiency scales for various IT competencies. The introduction explains that competencies are observable abilities, skills, knowledge, or traits defined in terms of behaviors needed for successful job performance. It notes that the dictionary identifies technical competencies required for various IT jobs/roles. It describes how the competencies are structured with definitions, knowledge requirements, and 5-level proficiency scales describing behaviors for each level. The first competency described in detail is Application Development/Support and Maintenance.
A study found that most companies inadequately manage the process of developing presentations, diverting employees' time from core responsibilities. Only 3% of reviewed companies had dedicated design teams, while 95% left formatting to employees. Over a third of employees spent up to 10% of their time on formatting rather than main jobs. Common solutions are dedicated design teams, outsourcing, or automation software, but each has drawbacks. The inefficient processes increase presentation costs and reduce company performance.
The Jan/Feb 2010 edition of the CNEPDC newsletter created for regional PA ABLE programs and featuring a selection of current resources to support transitioning to work and post-secondary education and training.
The document discusses a firm's internal environment, focusing on resources, capabilities, and core competencies. It defines these terms and explains how firms can identify their core competencies using criteria like being valuable, rare, costly to imitate, and efficiently exploited. Firms then use tools like value chain analysis to evaluate their internal strengths and weaknesses and determine potential areas for outsourcing or developing new capabilities. Maintaining core competencies while avoiding that they become rigid is important for sustained competitive advantage.
Prosci provides various products and toolkits to support business process reengineering and change management projects. Their products are based on research with over 1000 organizations and provide templates, guidelines and best practices. Their change management toolkit in particular contains templates and guidelines to help create an effective change management plan and strategy. It utilizes their proven change management methodology and process. Their products aim to help projects better plan change management upfront and avoid common pitfalls in order to increase the success of business process change initiatives.
HP faced challenges in managing its talent and distributing product information globally. For talent management, HP aligned its strategy with business goals, had managers assess employees, and provided development programs involving mentoring and education. This helped retain young talent. For content management, HP reconstructed its supply chain and treated content globalization as a business process. It established processes to provision localized content consistently across regions through subscription and delivery mechanisms. These solutions helped HP better manage its talent and distribute product information worldwide.
This document discusses various techniques for motivating employees in organizations, including management by objectives (MBO), employee recognition programs, employee involvement programs, job design and flexible work schedules, variable pay programs, and flexible benefits. The key elements of successful motivation techniques are setting specific and difficult goals, providing performance feedback, allowing employee participation, and linking rewards to performance.
Article: From Best Practice to Success Transferrepner
The document describes a Global Operations Network Model implemented by ING Insurance Asia/Pacific to standardize best practices across multiple countries. Using an approach called the "4Ps" - Planning, Process Management, Problem Solving, and People - the model achieved a 15% increase in operational efficiency while supporting 30% business growth across 10 countries. Key aspects of the model included common performance metrics, process mapping, problem-solving teams, and staff development to facilitate sharing best practices globally. The document argues this approach can benefit other multinational companies by increasing synergies and scale through standardized operations.
The Utah Department of Workforce Services (DWS) consolidated its SAP ERP system with the state's Department of Administrative Services to address support issues and reduce costs. DWS worked with consultants from LAZAR to execute the technical upgrade remotely. Effective communication was critical given the distributed team. The consolidation provided DWS with a fully supported SAP system and will enable future enhancements.
The document discusses adopting a "collaborative approach" rather than a "customer-controlled approach" when an implementer company works with a customer company on a software project. It suggests that the implementer should regularly provide input and disagree with the customer to improve the product, rather than just agreeing with the customer. It provides techniques for the implementer to do this respectfully at different project phases, from bidding to initiation to execution, such as presenting alternative solutions, analyzing impacts of changes, and having open discussions. The goal is for the two companies to work as peers to deliver the best product outcome.
The document discusses breaking down silos between departments in organizations to improve collaboration on content globalization. It provides examples of how lack of cross-departmental collaboration hinders effective content management. The presentation provides guidance on how to establish collaborative processes between departments like technical documentation, marketing, and customer support to better share content and language assets.
The document discusses Infosys BPO's training initiatives to make its workforce ready for the future. It outlines mandatory training modules for different career levels to develop critical skills like communication, customer orientation, and analytical abilities. Infosys provides internal and external training programs through collaborations with institutions. Technology platforms also support continuous learning. The goal is to bridge the gap between the skills required by the services sector and those provided by traditional education.
The document summarizes National Grid's use of the Skills Framework for the Information Age (SFIA) to develop their IT staff.
They used SFIA to [1] define IT roles, [2] assess staff capabilities and create development plans, and [3] identify training needs. This led to improved staff survey results on career development and training opportunities. Project management effectiveness also increased.
National Grid is now focusing on globalizing their IT organization using SFIA. They conducted a second global staff survey in 2009 and have established a global people program and communities to further develop staff skills on a worldwide level.
The document discusses how a company successfully navigated organizational change. The company implemented new systems, strategies, and a culture focused on proactively managing opportunities. It addressed financial processes, customers, internal processes, and employee growth. Challenges included resistance and rising costs, but the company committed to change and measured successes using key performance indicators. By gaining employee buy-in and flexibility from leadership, the company was able to successfully embrace change.
The document discusses how a global industrial company improved business results through a leadership development program at the heart of a major operational improvement effort.
The program focused on helping leaders develop softer skills needed to disseminate changes, such as inspiring overwhelmed managers and promoting collaboration. Three leaders showcase how the program helped them improve sourcing efficiency, boost factory yields, and honestly engage employees during a plant closure.
Lessons from the program emphasize tying training to business goals, building on strengths, ensuring senior sponsorship, and creating networks of trained change leaders to sustain transformation.
AssentWorks - Innovations in InnovationAssentWorks
While the stream of technology innovations in manufacturing is constantly growing, the processes driving innovation within most organizations is often outdated and restrictive. This disconnect regarding innovation governance allows new competitors to climb to the top of the industry, while less agile organizations fall into obsolescence. Michael will discuss the concepts and cultures behind Fabrication labs and Makerspaces that are having profound impacts on corporate competitiveness, intellectual property management and manufacturing process. Highlighting his own experiences operating both corporate and non-profit facilities, Michael will identify the critical topics that your organization should address to make the most of these innovation enablers.
This document proposes a new course called "Management Consulting 101" at BITS Pilani. It argues that the course would be beneficial for students, the university, and recruiters in the growing research, analytics, knowledge process outsourcing, and management consulting (RAKMC) industry. The course would teach industry-standard skills and impart applicable knowledge to give students a competitive advantage in the job market. It would also benefit recruiters by providing well-trained candidates and publicity. The course could start in semester 1 of the 2012-2013 academic year as the creator is available to teach it and has the necessary experience working in the RAKMC field.
The document discusses a survey conducted by PA Consulting to identify the key drivers of effective project portfolio delivery. The survey examined two dimensions: practice maturity, which measures the quality of an organization's practices; and delivery effectiveness, which measures outcomes like meeting budgets, timelines and stakeholder satisfaction. The survey found that becoming more mature in practices like governance, portfolio management and project management generally improves effectiveness. However, organizational complexity and culture also influence effectiveness, and not all practices have an equal impact on outcomes.
WQD2011 - INNOVATION - Mashreq Bank - Improving the on-boarding experience fo...Dubai Quality Group
Mashreqbank is working to improve the onboarding experience for retail customers. A diagnostic identified opportunities across process efficiency, performance management, customer mindsets/behaviors, and organizational skills. Proposed solutions include reducing on-site onboarding to 30 minutes with one touchpoint, and off-site to next day for Gold and 3 days for others. KPIs will be aligned across units and linked to overall bank performance. Customer surveys found a preference for same-day delivery of debit cards and chequebooks to improve satisfaction.
Technical competency dictionary for itConfidential
The document is a technical competency dictionary for the IT community that provides definitions, knowledge requirements, and proficiency scales for various IT competencies. The introduction explains that competencies are observable abilities, skills, knowledge, or traits defined in terms of behaviors needed for successful job performance. It notes that the dictionary identifies technical competencies required for various IT jobs/roles. It describes how the competencies are structured with definitions, knowledge requirements, and 5-level proficiency scales describing behaviors for each level. The first competency described in detail is Application Development/Support and Maintenance.
A study found that most companies inadequately manage the process of developing presentations, diverting employees' time from core responsibilities. Only 3% of reviewed companies had dedicated design teams, while 95% left formatting to employees. Over a third of employees spent up to 10% of their time on formatting rather than main jobs. Common solutions are dedicated design teams, outsourcing, or automation software, but each has drawbacks. The inefficient processes increase presentation costs and reduce company performance.
The Jan/Feb 2010 edition of the CNEPDC newsletter created for regional PA ABLE programs and featuring a selection of current resources to support transitioning to work and post-secondary education and training.
The document discusses a firm's internal environment, focusing on resources, capabilities, and core competencies. It defines these terms and explains how firms can identify their core competencies using criteria like being valuable, rare, costly to imitate, and efficiently exploited. Firms then use tools like value chain analysis to evaluate their internal strengths and weaknesses and determine potential areas for outsourcing or developing new capabilities. Maintaining core competencies while avoiding that they become rigid is important for sustained competitive advantage.
Prosci provides various products and toolkits to support business process reengineering and change management projects. Their products are based on research with over 1000 organizations and provide templates, guidelines and best practices. Their change management toolkit in particular contains templates and guidelines to help create an effective change management plan and strategy. It utilizes their proven change management methodology and process. Their products aim to help projects better plan change management upfront and avoid common pitfalls in order to increase the success of business process change initiatives.
HP faced challenges in managing its talent and distributing product information globally. For talent management, HP aligned its strategy with business goals, had managers assess employees, and provided development programs involving mentoring and education. This helped retain young talent. For content management, HP reconstructed its supply chain and treated content globalization as a business process. It established processes to provision localized content consistently across regions through subscription and delivery mechanisms. These solutions helped HP better manage its talent and distribute product information worldwide.
LavaCon 2012 - Gaining Value From Global Content Using A CCMSbrentmurphy1
Suzanne Mescan and Brent Murphy share their experience regarding the value propositions of implementing and utilizing a CCMS to manage technical documentation for a global audience
HP implemented an ERP system from SAP in 2004 to integrate its server business unit. However, the implementation faced major technical issues and execution problems. Approximately 20% of orders became lost in the new system. This led to financial losses of $160 million for HP as well as loss of sales and customer goodwill. HP learned it needs better planning, testing, training and contingency strategies for future ERP implementations.
The document discusses HP's proposed approach to helping AG Group transform its IT infrastructure. It outlines HP's phased approach of strategy and discovery, design, and transition. The transformation model proposes consolidating AG Group's 30 data centers across the globe into 3 redundant data center clusters, one in each major continent. Standardizing applications and reducing their number is also part of the proposed future state. The document provides references of other companies that engaged HP for similar transformation initiatives and the business benefits achieved. Next steps discussed include forming a partnership between HP and AG Group to execute on the transformation.
Analytical Report On Case Study Titled Quot Human Resources At Hewlett-PackardClaire Webber
This document provides a summary of the key human resource practices at Hewlett-Packard based on a case study analysis. It discusses HP's founding and growth into a global technology leader. The "HP Way" people-focused culture emphasized adaptability, cultural fit, and consensus-driven decision making. Notable practices included selective hiring that developed managers from within, an onboarding training program, and management by objectives approach. Communication was encouraged through open-floor plans, common areas, and frequent company-wide meetings to ensure information sharing across levels. Future challenges may include adapting these practices as the company further expands globally and competes in new markets.
Hewlett-Packard (HP) is a large, global technology company that produces printers, PCs, servers, and provides IT services. It has a presence in over 170 countries and aims to satisfy customers through innovation and quality products. HP has expertise in printing and imaging but faces threats from decreasing IT markets and competition. It can strengthen by improving websites, clearing controversies, and developing cloud and mobile technologies.
Hewlett-Packard Enterprises (HPE) provides technology solutions and services focused on cloud computing, security, data, and integration/collaboration. It spun off from HP Inc. in 2015. HPE's stock has risen 68% since the spin off and it is transforming into a cloud-focused company through acquisitions and partnerships. A discounted cash flow analysis values HPE's shares at $28.37, representing 23.53% upside from the current price, suggesting it is undervalued.
presentation on the management of hp
(including introduction, organisational structure, planning, staffing, management team and products of organisation
HP has a divisional organizational structure with seven business segments including Enterprise Storage, Servers and Networking, HP Enterprise Services, HP Software Division, HP Technology Services, Personal Systems Group, and Imaging and Printing Group. HP's mission is to provide high quality products and solutions that earn customer respect and loyalty. The document discusses HP's focus on innovation, harnessing new technologies while protecting privacy, making computers personal, transforming printing, reducing environmental impact, and driving social innovation through strategic collaborations and research partnerships.
HP uses business simulations from Celemi to teach strategic planning skills at its business school in China. Over 4,000 managers have used the Decision Base simulation to explore HP's 10-step approach to strategic planning. Participants found the simulation helped make the course more engaging and the concepts more understandable. Feedback showed the program improved participants' ability to focus on core competencies and look at their business holistically rather than just department needs.
HP offers workflow solutions to help companies automate document-based business processes. Their managed print services model provides hardware, consumables, and services through a full-service contract. Services include assessment, implementation, training, maintenance, and monitoring to optimize the document environment. Job accounting features allow tracking of print jobs for cost allocation by user, department, or project. Secure pull printing stores documents on the device until released by the user for privacy and security.
This is the latest whole company meeting; an internal presentation for all employees at OpenERP Belgium, U.S., and India. In order to be transparent, we decided to publish it online. Most of the explanations in this document are not yet documented, more public information will follow... be patient.
Del Monte Foods faced an uncertain future after a divestiture that left it without an IT infrastructure or back office organization. It partnered with HP to build these capabilities from scratch in only 8 months, the time remaining on a temporary services agreement. HP implemented a new cloud-based SAP environment and back office processes, transitioning Del Monte to the new environment on time with no disruption. The successful transformation secured Del Monte's operational foundation and boosted its long-term outlook.
Hewlett-Packard (HP) is a global technology company that sells personal computers, printers, tablets, and enterprise services. The document provides an overview of HP's history, products, business units, competitors, and key metrics. It then outlines a case study analysis that will evaluate HP across factors like innovation, employee environment, management excellence, customer relationships, and healthy finances to determine if HP can be considered a best practice or an area for improvement compared to competitors like IBM, Lenovo, and Apple.
This document discusses the value of technical publications for companies providing Enterprise Resource Planning (ERP) solutions. ERP implementations require extensive documentation of updated processes, user manuals, training materials, and configuration documents. Outsourcing technical documentation to experts helps ERP vendors launch products on time with world-class documentation, reducing costs and facilitating adoption. Quality documentation is important for user onboarding and lowers total cost of ownership over the long run.
The document discusses the importance of comprehensive cost management for project, program, and portfolio management. It outlines key features needed for cost management like handling different cost types, time-phasing costs, and integrating with existing accounting and HR systems. WorkEngine is presented as a solution that offers these cost management capabilities on the Microsoft SharePoint platform for easier implementation and lower costs.
Intuit transformed its HR systems and processes to support rapid growth and global expansion. The transformation involved moving from many on-premise HR applications to a single cloud-based system provided by Workday. This simplified and standardized HR processes while reducing total cost of ownership. The transformation required changes to mindsets, skills, tools and communication to gain acceptance. Intuit benefited from reduced complexity, improved scalability, and ability to reinvest savings in growth.
This document contains the resume of Abhijit Choudhury summarizing his professional experience and qualifications. He has over 12 years of experience in project management, business analysis, and service management roles at HP Globalsoft Pvt. Ltd. He holds certifications in ITIL, SAFe, and other project management frameworks. Some of the key projects he has worked on include server security compliance, site-to-site compliance, cloud migration, and application support across various domains.
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Content is moving quickly from traditional print to print and digital channels. The key to delivering these projects is to ensure that content is authored once and reused intelligently across all channels including print, web and mobile in a personalized fashion. Many projects focus on the authoring challenge in isolation and personalization as a secondary concern. For today’s projects to be successful it is vital that an integrated approach to personalized content is considered at both the authoring and publishing level.
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This document discusses delivering personalized content across multiple channels. It explains that content needs to be authored once and then reused intelligently across print, web and mobile in a personalized way. An integrated approach is needed at the authoring and publishing levels for today's projects to be successful. The presentation will cover the core requirements and elements for success in personalized projects, how to target content by categories, and the role of personalization in customer experience management strategies. It will be presented by two speakers with extensive experience in content management and publishing.
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In this case study, Brent Murphy, Business Manager for Hewlett-Packard, shares his experience regarding the value proposition of implementing and utilizing the Vasont CMS to manage technical documentation for a global audience. Starting in 2001, HP and Vasont Systems began a journey to implement a component content management solution within HP that would meet their global technical documentation requirements while adding value back to the company. Brent explores the value propositions that were put forth when the project began and shares what value propositions have been realized over the past ten years. In addition, he will also examine and share those value propositions that exist today and how companies who utilize a CMS can benefit from these opportunities. Go to https://www.vasont.com/resources/case-studies.html to view the highight reel of this case study webinar presentation.
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In order to manage content in a regulated life sciences industry, it takes tools that are configurable and capable of meeting the many requirements and rigidity of the industry while still providing flexibility for writers to work in ways that fit their unique corporate or divisional processes. This session will present a case study of how Medtronic uses one component content management system across four divisions of their company to work similarly in certain areas while adapting to each division’s different needs in other areas. The case study will also provide tips on “what to do” and “what not to do” to implement a successful content management strategy.
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Management loves the taste of high profits. A good content management strategy can lead to lower costs and bigger profits for the organization, but it takes an investment in tools and training to get there. Join this session to learn how to mix up the right metrics to show the potential success of a content management strategy and how to build on those metrics after implementation to show the sweetness of your realized success. For more information, visit www.vasont.com or www.webworks.com.
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With the challenges of a globally dispersed team, a wide variety of products, a unique and varied publishing model, and continuous corporate acquisitions and divestitures, LSI Corporation has conquered the issue of global content collaboration within their organization. Learn how they did it in this case study presentation.
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Strategies to Manage Your Business Processes for Technical Communications
The volume of content that technical communications managers must monitor can be enormous. In this session, Suzanne Mescan of Vasont Systems will discuss how managers can rely on a content management system to not only manage content, but also manage the business processes surrounding it.
For the full video of this presentation, please visit: https://www.edge-ai-vision.com/2024/06/building-and-scaling-ai-applications-with-the-nx-ai-manager-a-presentation-from-network-optix/
Robin van Emden, Senior Director of Data Science at Network Optix, presents the “Building and Scaling AI Applications with the Nx AI Manager,” tutorial at the May 2024 Embedded Vision Summit.
In this presentation, van Emden covers the basics of scaling edge AI solutions using the Nx tool kit. He emphasizes the process of developing AI models and deploying them globally. He also showcases the conversion of AI models and the creation of effective edge AI pipelines, with a focus on pre-processing, model conversion, selecting the appropriate inference engine for the target hardware and post-processing.
van Emden shows how Nx can simplify the developer’s life and facilitate a rapid transition from concept to production-ready applications.He provides valuable insights into developing scalable and efficient edge AI solutions, with a strong focus on practical implementation.
Building Production Ready Search Pipelines with Spark and MilvusZilliz
Spark is the widely used ETL tool for processing, indexing and ingesting data to serving stack for search. Milvus is the production-ready open-source vector database. In this talk we will show how to use Spark to process unstructured data to extract vector representations, and push the vectors to Milvus vector database for search serving.
Your One-Stop Shop for Python Success: Top 10 US Python Development Providersakankshawande
Simplify your search for a reliable Python development partner! This list presents the top 10 trusted US providers offering comprehensive Python development services, ensuring your project's success from conception to completion.
In the rapidly evolving landscape of technologies, XML continues to play a vital role in structuring, storing, and transporting data across diverse systems. The recent advancements in artificial intelligence (AI) present new methodologies for enhancing XML development workflows, introducing efficiency, automation, and intelligent capabilities. This presentation will outline the scope and perspective of utilizing AI in XML development. The potential benefits and the possible pitfalls will be highlighted, providing a balanced view of the subject.
We will explore the capabilities of AI in understanding XML markup languages and autonomously creating structured XML content. Additionally, we will examine the capacity of AI to enrich plain text with appropriate XML markup. Practical examples and methodological guidelines will be provided to elucidate how AI can be effectively prompted to interpret and generate accurate XML markup.
Further emphasis will be placed on the role of AI in developing XSLT, or schemas such as XSD and Schematron. We will address the techniques and strategies adopted to create prompts for generating code, explaining code, or refactoring the code, and the results achieved.
The discussion will extend to how AI can be used to transform XML content. In particular, the focus will be on the use of AI XPath extension functions in XSLT, Schematron, Schematron Quick Fixes, or for XML content refactoring.
The presentation aims to deliver a comprehensive overview of AI usage in XML development, providing attendees with the necessary knowledge to make informed decisions. Whether you’re at the early stages of adopting AI or considering integrating it in advanced XML development, this presentation will cover all levels of expertise.
By highlighting the potential advantages and challenges of integrating AI with XML development tools and languages, the presentation seeks to inspire thoughtful conversation around the future of XML development. We’ll not only delve into the technical aspects of AI-powered XML development but also discuss practical implications and possible future directions.
Cosa hanno in comune un mattoncino Lego e la backdoor XZ?Speck&Tech
ABSTRACT: A prima vista, un mattoncino Lego e la backdoor XZ potrebbero avere in comune il fatto di essere entrambi blocchi di costruzione, o dipendenze di progetti creativi e software. La realtà è che un mattoncino Lego e il caso della backdoor XZ hanno molto di più di tutto ciò in comune.
Partecipate alla presentazione per immergervi in una storia di interoperabilità, standard e formati aperti, per poi discutere del ruolo importante che i contributori hanno in una comunità open source sostenibile.
BIO: Sostenitrice del software libero e dei formati standard e aperti. È stata un membro attivo dei progetti Fedora e openSUSE e ha co-fondato l'Associazione LibreItalia dove è stata coinvolta in diversi eventi, migrazioni e formazione relativi a LibreOffice. In precedenza ha lavorato a migrazioni e corsi di formazione su LibreOffice per diverse amministrazioni pubbliche e privati. Da gennaio 2020 lavora in SUSE come Software Release Engineer per Uyuni e SUSE Manager e quando non segue la sua passione per i computer e per Geeko coltiva la sua curiosità per l'astronomia (da cui deriva il suo nickname deneb_alpha).
UiPath Test Automation using UiPath Test Suite series, part 6DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 6. In this session, we will cover Test Automation with generative AI and Open AI.
UiPath Test Automation with generative AI and Open AI webinar offers an in-depth exploration of leveraging cutting-edge technologies for test automation within the UiPath platform. Attendees will delve into the integration of generative AI, a test automation solution, with Open AI advanced natural language processing capabilities.
Throughout the session, participants will discover how this synergy empowers testers to automate repetitive tasks, enhance testing accuracy, and expedite the software testing life cycle. Topics covered include the seamless integration process, practical use cases, and the benefits of harnessing AI-driven automation for UiPath testing initiatives. By attending this webinar, testers, and automation professionals can gain valuable insights into harnessing the power of AI to optimize their test automation workflows within the UiPath ecosystem, ultimately driving efficiency and quality in software development processes.
What will you get from this session?
1. Insights into integrating generative AI.
2. Understanding how this integration enhances test automation within the UiPath platform
3. Practical demonstrations
4. Exploration of real-world use cases illustrating the benefits of AI-driven test automation for UiPath
Topics covered:
What is generative AI
Test Automation with generative AI and Open AI.
UiPath integration with generative AI
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
GraphRAG for Life Science to increase LLM accuracyTomaz Bratanic
GraphRAG for life science domain, where you retriever information from biomedical knowledge graphs using LLMs to increase the accuracy and performance of generated answers
Taking AI to the Next Level in Manufacturing.pdfssuserfac0301
Read Taking AI to the Next Level in Manufacturing to gain insights on AI adoption in the manufacturing industry, such as:
1. How quickly AI is being implemented in manufacturing.
2. Which barriers stand in the way of AI adoption.
3. How data quality and governance form the backbone of AI.
4. Organizational processes and structures that may inhibit effective AI adoption.
6. Ideas and approaches to help build your organization's AI strategy.
Fueling AI with Great Data with Airbyte WebinarZilliz
This talk will focus on how to collect data from a variety of sources, leveraging this data for RAG and other GenAI use cases, and finally charting your course to productionalization.
Threats to mobile devices are more prevalent and increasing in scope and complexity. Users of mobile devices desire to take full advantage of the features
available on those devices, but many of the features provide convenience and capability but sacrifice security. This best practices guide outlines steps the users can take to better protect personal devices and information.
How to Interpret Trends in the Kalyan Rajdhani Mix Chart.pdfChart Kalyan
A Mix Chart displays historical data of numbers in a graphical or tabular form. The Kalyan Rajdhani Mix Chart specifically shows the results of a sequence of numbers over different periods.
23. What are the benefits of XML?
XML separates content from output form, so the same
content can be applied to different outputs such as PDFs,
HTML, help files, and more!
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24. What is XML?
eXtensible Markup Language:
• Is a markup language that places identification and
structure on content.
• Consists of intermingled character data and markup.
• Is similar to HTML, except that XML tags and structure do
not conform to a universal standard. They can be defined
according to the needs of the organization.
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25. Examples of XML
Raw XML (Color used to better see content vs. tagging)
XML in Arbortext Editor (note that you can “see” the graphic)
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