Virtual Success Equals Real Results - Training Magazine Conference 2013 Sessi...Brandon Williams
Social software can accelerate your productivity to decrease time to implement business changes, make decisions faster, and respond to market changes more quickly. How can your team do so by developing effective communities of practice and channels for social learning? We’ll discuss the five key elements of accelerating the effectiveness of a virtual team. Additionally we’ll address organizations primed to be early adopters of social software, and heavily regulated industries where adopting new social methods may seem daunting.
Learn:
How to enable social on-boarding.
The key links between push and pull information.
Tips for fostering successful mentorships and informal exchanges of information.
Virtual Success Equals Real Results - Training Magazine Conference 2013 Sessi...Brandon Williams
Social software can accelerate your productivity to decrease time to implement business changes, make decisions faster, and respond to market changes more quickly. How can your team do so by developing effective communities of practice and channels for social learning? We’ll discuss the five key elements of accelerating the effectiveness of a virtual team. Additionally we’ll address organizations primed to be early adopters of social software, and heavily regulated industries where adopting new social methods may seem daunting.
Learn:
How to enable social on-boarding.
The key links between push and pull information.
Tips for fostering successful mentorships and informal exchanges of information.
This presentation was held at one of our previous Agile Edge Conferences. It analyses how Agile can be introduced to an organisation! Please contact info@valtech.co.uk for information on our next Agile Edge Confererence in January 2012.
Distributed agile and offshoring - antagonism or symbiosis?Mindtree Ltd.
Agile software development and the breed of agile methodologies (XP, SCRUM, DSDM, etc.) have gained popularity since 2001. Agile methodologies were primarily founded for software projects executed at a single location. Today, with many adopters and practitioners across the globe, agile methodologies are showing promising results in multi-site projects too. Offshore delivery models have been successful in application maintenance and enhancement projects for more than two decades. In the case of development projects, iterative lifecycle approaches are more widespread and acceptable than the classical waterfall approach in delivering results and ensuring customer satisfaction.
This presentation was held at one of our previous Agile Edge Conferences. It analyses how Agile can be introduced to an organisation! Please contact info@valtech.co.uk for information on our next Agile Edge Confererence in January 2012.
Distributed agile and offshoring - antagonism or symbiosis?Mindtree Ltd.
Agile software development and the breed of agile methodologies (XP, SCRUM, DSDM, etc.) have gained popularity since 2001. Agile methodologies were primarily founded for software projects executed at a single location. Today, with many adopters and practitioners across the globe, agile methodologies are showing promising results in multi-site projects too. Offshore delivery models have been successful in application maintenance and enhancement projects for more than two decades. In the case of development projects, iterative lifecycle approaches are more widespread and acceptable than the classical waterfall approach in delivering results and ensuring customer satisfaction.
This presentation highlights some of the key B2B related challenges facing companies who may have been through a period of divestiture. It helps to highlight some of the issues relating to the ongoing management of B2B infrastructures and trading partner communities following divestiture. The presentation then goes on to discuss how B2B Managed Services can help maintain business continuity during a period of restructuring. Updated May 2014
Talk given on 29 Sep 2015 at the Royal College of Emergency Medicine annual meeting.
Key areas:
What are the issues with sepsis in children?
How will it apply to the UK Sepsis CQUIN?
The Paediatric Sepsis 6 and screening for sepsis in children.
Additional notes following main talk.
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The Agile Scaling Model (ASM) provides the context and advice for effectively tailoring agile techniques. It describes how to extend the agile construction life cycle into a full-fledged disciplined agile delivery life cycle. It then describes how to tailor agile practices to address scaling factors which an agile team may face, including team size, physical distribution, organizational distribution, regulatory compliance, organizational complexity, technical complexity, and enterprise disciplines (such as enterprise architecture, reuse, and portfolio management).
Normalizing agile and lean product development and aimRussell Pannone
The what, why, and how of agile and lean product (system-software) development and delivery is not one persons vision alone; to become reality it needs to be a "shared" vision through negotiation and compromise between individuals, the team and the organization.
The following is a set of norms for your agile and lean product (system-software) development teams to rally around and evolve.
Expectations from IT Team
Project Methodology - Why it is as important as the Technology for your Product
Gaps in Recent Graduates
How to bridge these gaps?
Agile teams perceive architecture-centric approaches as paper-driven, heavyweight, insufficiently focused on business results, and delivering systems that align with standards not relevant in the context of fast changing business challenges.
Enterprise architects often criticize Agile methods as they perceive them as lacking architectural control or governance. Software Architecture Retrospective is a thinking tool for an enterprise to blend reflections on architecture with agile delivery for balancing quick term business goals with long term architecture initiatives.
Green Firm Certification: Is Your Firm Green?batshalom
Every architect, engineer and contractor claims to deliver sustainability services, but there is a lot of "professional greenwash". This presentation shares industry survey information showing how far we still have to go, and the content of the new SPI Green Firm Certification program which provides metrics to the industry, for the first time, to measure organizational capability to deliver consistent, high quality sustainability services, and integrative design.
The business value of consumer analytics and big data is not just about what you can discover or infer about the consumer, but how you can use this insight promptly and effectively across multiple touchpoints (including e-Commerce systems and CRM) to create a powerful and truly personalized consumer experience.
For most organizations, mobilizing this kind of intelligence raises organizational challenges as well as technical ones.
This presentation reveals how some leading companies are starting to address these challenges, and describes the vital role of enterprise architecture in supporting such initiatives.
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.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
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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Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
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Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
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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.
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Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s Dholera
Implementation Roadmap
1. Building a Roadmap for
Implementing
SocioTechnical Change
Notes on Accommodation,
Assimilation and Maturity
Richard Veryard September 2012
2. Implementing something somewhere
Something … Somewhere …
Suppose we wish to implement … into some system or
A technology environment
A product or platform An organization, which may be
distributed or federated
A solution (to some problem
or requirement) An ecosystem
A strategy or policy A community, which may be
homogeneous or
A complex change
heterogeneous
A concept (e.g. “excellence”,
“org intelligence”)
Let’s call this “the target”.
Let’s call this “the solution”
3. Implementation requires Adaptation
Accommodation Assimilation
The target must The solution must be
accommodate the assimilated into the
solution. target.
Therefore there must be Therefore there must be
some managed change to
some managed change to the solution.
the target.
E.g. detailed solution
E.g. organizational development or
development customization
5. Assimilation
Solution as built Solution in use
Devices, support systems (vendor Local instructions & guidelines,
hotline), general interfaces, local interfaces, working
training packages, standard practices, fixes and work-
(reusable) solution templates arounds, user templates,
usability gap
7. Implementation Endpoint: Maturity
A mature solution … … in a mature target
Solution as Organization
Designed aligned
Intentions
aligned
aligned
Solution aligned
Organization
in Use Reality
8. So this gives us five streams of managed
adaptation/adoption
Direction and Coordination
Solution as designed/built
maturity
Solution in use
Organizational realities
Organizational intentions
time
9. Each stream can be managed separately
Different management concerns
Different specialist skills (technical, organizational,
political, cultural)
Different timescales, characteristic rates of change
10. Multiple Time Horizons
Hours Install software
Days Train staff
Months Pilot project,
Renegotiate incentives
Budget cycle
Years Technological maturity
Cultural change
Decades Technological lifecycles
Deep cultural change
11. Management Hierarchy
months years decades
days months years decades
hours days months years
hours days months
hours days
12. Two Perspectives
Target Management Perspective Supplier Perspective
Can we implement this Can we deliver this
solution? solution?
How should we How should we deliver
implement this solution? this solution?
How much will it cost How much will it cost us?
overall? How much will it cost the
How long will it take? customer overall?
How long will it take?
13. Implementation Roadmap
implies a Maturity Model
SOA example NCW example
Command and
Control
Self-
Traditional Collaboratio Synchronizatio
n n
Shared
Awareness
3 4
Business
Consistency
& Design
Developing Information
Situational Sharing
Time to
Market
Awareness
1 2
Cost
Reduction
Risk
Reduction
Organic
Sources 0
Source CBDi Source: CCRP
14. Capability Levels
Readiness Maturity Null
No relevant capability identified
Learning
Excellent Some relevant initiative or trial
identified
Adequate
Improving Sufficient to get started
Improving
Getting more efficient and/or
effective
Learning
Adequate Excellent
Null Enabling maximum
performance.
Must Should Could Source: CBDI Forum
16. Outcome Distribution
Differentiation
Intense usage
by selected Deep Full
users
Usage Usage
Integration
Initial Broad
Usage Usage
Occasional
Outcomes usage by
many users
17. Capability
Stepping stone
Phasing capabilities
Set of capabilities needed to
support proper usage by selected
users Differentiation
Focus on integration Deep Full
(=joining things up)
Set of capabilities needed
Integration
Initial Broad
(Deep Usage = Applied) Outcomes
to broaden the user base
across the extended
enterprise
Focus on differentiation
(=supporting diversity of
Set of capabilities needed to get started usage across different
(Initial Usage = Early Learning) classes of user)
(Broad Usage =
Enterprise)
18. Capability Dependency Quantity of Usage
Phase 2 Citizen-Centric
Integration
Diversity of Applications
Value of Usage
(“Joined-Up
18 Experience”)
Understanding
Citizen Process
Integration of Portal
Semantics
Supply-Side Integration Outcomes
Integration
Outcomes Knowledge
about usage
Technical
Rich
Integration
Content
(WSRP?)
User Differentiated Popular
Textual Awareness
Feedback Support
Content Solution
Support for Loop (“user-friendly”)
Funding
Special Stakeholder
Groups
User Support
(Help Desk) Communication
“My Page” Customization programme
Profiles Additional (Marketing)
Solutions
Funding
Stakeholder Broad range Strategy
Citizen Identity and Identification of content
Authentication
Phase 1 Phase 3
19. Phasing and Milestones (SOA Example)
Adoption
Fragment Project Domain Enterprise Ecosystem
Phases
Committed Committed
Status Interested
(Domain) (Enterprise)
Expertise Isolated Shareable Widespread
Assets Low Medium High
Activities Volume Volume Volume
Standard
Provisional Adopted Optimized
Practices
Few Minority Minority Majority
Projects Pilot Stand-Alone Integrated Integrated
20. Evolutionary Adaptation
The Solution Changes Over Time The Taregt Changes Over Time
Evolution of Learning by doing
requirements - what we Ongoing interaction with
really want countless other change
Demanding solutions – programmes and
what the solution requires initiatives
from us
21. Moving the GoalPosts
Maturity as Sociotechnical Congruence
Socio … … technical
Actual Technology
Organization in Use
Envisioned Installed
Organization Technology
22. Balancing the Elements of Implementation
based on ancient Chinese thought
Fire represents drive or purpose
The Implementation Program
Fire champions the benefits of the solution
Earth represents the raw material, networking,
social infrastructure.
The Program Office acts as a Center of
Wood Earth Excellence
Metal represents formal structure
Custodian of architectures and processes
Water represents intelligence, insight
Identifying and promoting opportunities
for sharing, collaboration and synergy.
Water Metal Wood represents planned activity
A Program Office to performs
programme management and
coordination functions.
23. … based on ancient Chinese thought
which leads to a cycle of workshops
Benefits
Agree business case
Motivation Support
Agree the transition organization, including
Project(s), Program Office and Steering
Committee. Provision tools and
Delivery Support infrastructure.
Growth Network Structure
Adopt and customize formal structures
(Reference Architecture, Process)
Understanding Opportunity
Architecture and planning
Delivery
Understanding Formal
Opportunity Structure Benefits
Review ROI from implementation activity,
approve next iteration
24. History
This framework was first developed in the late 1980s for
implementing software development tools and methods
(Information Engineering and associated CASE tools)
into large organizations.
The framework has also been used for subsequent
technologies including SOA.
The theoretical framework has been presented at a
number of conferences including IFIP WG 8.6 (1994).
User perspectiveFrom the perspective of the user organization, technology is usually acquired as the solution to some perceived problem or opportunity. This often follows a requirements engineering process, in which indeterminate wants are converted into defined needs, and a business case is constructed to support investment and/or procurement judgements.Procurement and implementation are often regarded as separate concerns. In the worst case, this may result in the procurement of solutions that turn out to be completely unimplementable. More frequently, attempted cost savings in the procurement process can result in significant cost escalations in the implementation process.Existing methods for requirements engineering, business case formulation and procurement are weak in methods for analysing implementability and for optimizing the total costs of acquisition and implementation. For a given solution, the main questions from the user perspective are as shown above:Users will want to compare several alternative solutions against these four criteria. They will also want to consider interactions between technologies, since they are unlikely to have the luxury of implementing technologies one at a time. Vendor perspectiveFrom the perspective of the vendor, technological products are usually developed to provide a solution to some class of perceived problems or opportunities, in some class of potential user organizations. This may follow a market requirements survey (demand pull), or may emerge from research and development (technology push).During the planning, development, marketing and selling of the solution, the vendor needs to think about the deliverability and implementability of the solution. Once the solution is developed and sold, the vendor may need to think about the actual method/approach of delivery and implementation. For a given type of user organization, main questions from a vendor perspective are:Vendors also wish to develop generic approaches, so that they can reuse tactics, materials and skills across many customers and prospects.
Capability Depth“These C2 maturity levels are scalable, in that they can be applied to groups of individuals and organizations of any size.”Source: Maturity Levels for NATO NEC Command, Dec 2006Capability Breadth“A scope based approach to maturity is the most useful determinant of maturity that decomposes well to each of the stream views because services are increasingly useful as they are used more widely, and conversely expanding the SOA scope beyond traditional organizational boundaries is without question the hardest thing to achieve “Source: CBDI Forum, Fine-Tuning the SOA Maturity Model, April 2007
OutcomesOutcome DistributionIn many situations, outcomes are not just simple binary events, but can be quantified. It is often useful to distribute outcomes across two dimensions – breadth and depth. Breadth refers to the scale, quantity and diversity of the outcome. For example, the penetration of a given technology across a target user population. Given an assumption of heterogeneity across the target population, greater breadth typically requires some degree of differentiation. Depth refers to the quality and intensity of the outcome. For example, the ability of some sectors within the target population to achieve maximum exploitation of a given technology. Given an assumption of complexity in the systems architectures, greater depth typically requires some degree of integration (which may be physical or virtual),