Faced with information glut? Challenged by how to control and manage your information? You need the the right type of practical training. You need the AIIM Certificate programs.
Peak 10 owns and operates data centers and provides managed IT services from its 12 enterprise data centers located across 9 markets. It leverages extensive monitoring, communication tools, and support structures to provide 24/7 customer support. Key aspects of its support include centralized monitoring and ticketing, proactive monitoring via SNMP, redundant power and networking, physical and IT security, and business continuity through outsourcing and redundancy.
This document discusses information overload, its definitions, causes, and implications. It defines personal overload as excessive information that hinders effective work and causes stress. Organizational overload occurs when personal overload is widespread. Factors that contribute to overload include increased communication technologies, organizational pressures, and personal traits. This overload can waste time, delay decisions, and cause stress. The document also discusses how information overload impacts healthcare systems, and argues that policies are needed to address both technological and organizational issues.
This document discusses information overload and filter failure. It provides historical quotes noting the issue of too many books and information. It then discusses concepts like continuous partial attention, the attention economy, and how attention is a finite and valuable resource. The document suggests choosing information sources and delivery methods carefully, filtering information, and making information come to you through tools like desktop search, email, RSS feeds, Google Reader, and social networks to better manage the large amount of available information.
This document discusses the challenges of managing the growing volume of digital information. It notes that more information is now created each year than there are stars in the observable universe. With information existing in many formats across multiple systems, organizations face difficulties in finding, consolidating, and resolving conflicting data. The document also outlines legal and regulatory requirements around records retention, privacy, and electronic discovery that complicate information management. Effective solutions are needed to address these issues of information access, protection, and value creation.
A guide to help you manage your information consumption, produced by a student of library and information science for other fellow information addicts.
Modern ICT (Information and Communication technology on secretary.pptxMerrcyGenziHimura
Modern ICT environments allow offices to be more responsive and efficient through the use of information technology. Proper use of IT helps organizations streamline processes and focus on core skills. Today's secretaries require technology skills like using common software programs, desktop publishing, and web tools to perform their roles effectively in modern offices that utilize various machines, equipment, and digital tools.
Peak 10 owns and operates data centers and provides managed IT services from its 12 enterprise data centers located across 9 markets. It leverages extensive monitoring, communication tools, and support structures to provide 24/7 customer support. Key aspects of its support include centralized monitoring and ticketing, proactive monitoring via SNMP, redundant power and networking, physical and IT security, and business continuity through outsourcing and redundancy.
This document discusses information overload, its definitions, causes, and implications. It defines personal overload as excessive information that hinders effective work and causes stress. Organizational overload occurs when personal overload is widespread. Factors that contribute to overload include increased communication technologies, organizational pressures, and personal traits. This overload can waste time, delay decisions, and cause stress. The document also discusses how information overload impacts healthcare systems, and argues that policies are needed to address both technological and organizational issues.
This document discusses information overload and filter failure. It provides historical quotes noting the issue of too many books and information. It then discusses concepts like continuous partial attention, the attention economy, and how attention is a finite and valuable resource. The document suggests choosing information sources and delivery methods carefully, filtering information, and making information come to you through tools like desktop search, email, RSS feeds, Google Reader, and social networks to better manage the large amount of available information.
This document discusses the challenges of managing the growing volume of digital information. It notes that more information is now created each year than there are stars in the observable universe. With information existing in many formats across multiple systems, organizations face difficulties in finding, consolidating, and resolving conflicting data. The document also outlines legal and regulatory requirements around records retention, privacy, and electronic discovery that complicate information management. Effective solutions are needed to address these issues of information access, protection, and value creation.
A guide to help you manage your information consumption, produced by a student of library and information science for other fellow information addicts.
Modern ICT (Information and Communication technology on secretary.pptxMerrcyGenziHimura
Modern ICT environments allow offices to be more responsive and efficient through the use of information technology. Proper use of IT helps organizations streamline processes and focus on core skills. Today's secretaries require technology skills like using common software programs, desktop publishing, and web tools to perform their roles effectively in modern offices that utilize various machines, equipment, and digital tools.
The document discusses approaches to understanding organizational value and improving processes through technology. It examines perspectives like financial, logistics, clients, and communities, as well as technologies like ERP, SCM, and CRM. The value of technology is in using data to better understand internal and external clients to improve production, logistics, finance, human resources, and marketing. Success requires overcoming obstacles of technology, processes, and culture.
HDI Capital Area Meeting Slides August, 19 2016hdicapitalarea
The document summarizes an agenda for an HDI Capital Area Local Chapter meeting on August 19, 2016. The agenda included lunch and networking, a presentation on IT service management, and a survey and prize drawing. Upcoming meeting dates and locations were also listed. The document provided information on new features for HDI membership and connectivity, industry awards and certifications, and discounts for an upcoming conference.
Energizing Knowledge Into Performance Oct Without Videoiil07
This document discusses knowledge management and continuous learning. It begins with a quote from Jack Welch about how an organization's ability to continuously learn and rapidly apply that learning is its ultimate competitive advantage. The document then covers topics like who Innovatia is, the challenges of managing vast amounts of information, best practices for documentation and training, and implications for the future of the information ecosystem and mobile devices. It emphasizes designing information for continuous use across an organization's life cycle and making it accessible anytime, anywhere.
Digitizing R&D: P&G's Business Transformation Success StoryAIIM International
Learn how P&G transformed their R&D organization from paper to digital and the methods of engagement needed from all employees across multi-disciplinary teams including; IT, Records Management, the R&D users, and of course senior management. Hear how records management, case management, and technology found harmony.
This document discusses operational excellence and provides guidance on how to implement it. It defines operational excellence as being outwardly focused on flexibility and inwardly focused on eliminating waste and costs. The document outlines basic assumptions, such as that everything can be improved and data is important. It also discusses identifying areas of waste using tools like Pareto analysis. An example is provided of a chamber of commerce that doubled membership sales by establishing clear processes. The document concludes by advising organizations to get a team together to identify opportunities for improvement and stressing the importance of change management.
The document discusses the importance of processes over tools in managing projects successfully. It states that while tools are needed, processes are what integrate the key aspects of cost, schedule, and technical performance. credible processes that consider uncertainties are needed to apply tools and information effectively. The document argues that processes guide people in developing solutions, while tools only provide data and it is the processes that provide the meaningful information to manage projects.
This document contains notes from a presentation on finance and operations reporting. It discusses the role of a junior manager focusing on daily reporting of expenses, sales, production outputs, and other metrics. While the work can feel "lame" compared to strategic work, reporting is still important for triggering actions, generating alerts, and helping the organization avoid recurring problems. The presentation emphasizes establishing critical reporting elements like clear formatting, highlighting trends, and asking questions; and using IT tools effectively to analyze data and knowledge rather than just prove work is being done. It also discusses materials, production, and planning reporting factors to consider.
This document discusses information systems for physical distribution. It begins by defining physical distribution and its key functions such as customer service, order processing, inventory control, transportation and logistics. It then discusses the importance of physical distribution in creating time and place utilities for goods, reducing costs, increasing market share and providing better customer service. The document proceeds to define information systems and their organizational, management and technology dimensions. It describes how information systems can help with information collection, processing, order processing, storage and warehousing, inventory control, material handling and transportation to manage physical distribution activities from production to consumption.
Outsourcing The Next Frontier In Editorial Workflow Shivaji SenguptaNXTKey Corporation
This document summarizes a presentation about outsourcing editorial workflows. It discusses how HOV Services is a large outsourcing company that processes over 10 million transactions per month globally. It then discusses how editorial workflows have evolved from physical to digital processes. It proposes that outsourcing help desks and maintenance can provide benefits like reduced costs, better integration, and a single support strategy. Finally, it provides recommendations on best practices for outsourcing like defining service levels, skills-based routing, and treating the support operation like a call center.
The Toyota Way, also known as Lean, was born from hardship and survival. It is an approach that does not rely on the accidental fortunate circumstance of being in a positive business climate. The system that propelled Toyota to the top of the global automotive industry is designed to succeed in both good times and bad.
Lean thinking fundamentally changes the engagement model between IT and the business, challenging traditional relationships with staff,customers and partners.
This session, presented by a partnership between ThoughtWorks and KM&T, explains the Lean approach to challenges, continuous improvement, productivity, and quality, and how these principles can help you deliver high-value,high-quality software solutions to reduce operational costs, increase profitability, and survive.
With presenters bringing deep expertise from Toyota, Lean and Agile principles, learn how to:
-Identify and eliminate non-value adding work and cost (i.e., waste)
-Build quality into processes to remove unnecessary rework
-Apply Just-in-Time (JIT) principles to software delivery
-Build processes that optimise use of resources and productivity for the entire end-to-end value stream
-Engage everyone to continuously improve your team and practices
-Understand the differences between repetitive processes, product development and software development
Join us to discover how to do more with less.
»
»
»
»
»
»
BRISBANE
Tuesday 17 March, 2009
8am –- 9.30am
Hilton
190 Elizabeth Street, Brisbane
SYDNEY
Tuesday 24 March, 2009
8am –- 9.30am
Hilton
488 George Street, Sydney
MELBOURNE
Tuesday 31 March, 2009
8am –- 9.30am
Marriott
Cnr Exhibition & Lonsdale
Streets, Melbourne
PERTH
Tuesday 7 April, 2009
8am –- 9.30am
Hilton
14 Mill Street, Perth
A light buffet breakfast will be provided *
*
The Toyota Way, also known as Lean, was born from hardship and survival. It is an approach that does not rely on the accidental fortunate circumstance of being in a positive business climate. The system that propelled Toyota to the top of the global automotive industry is designed to succeed in both good times and bad.
Lean thinking fundamentally changes the engagement model between IT and the business, challenging traditional relationships with staff,customers and partners.
This session, presented by a partnership between ThoughtWorks and KM&T, explains the Lean approach to challenges, continuous improvement, productivity, and quality, and how these principles can help you deliver high-value,high-quality software solutions to reduce operational costs, increase profitability, and survive.
With presenters bringing deep expertise from Toyota, Lean and Agile principles, learn how to:
-Identify and eliminate non-value adding work and cost (i.e., waste)
-Build quality into processes to remove unnecessary rework
-Apply Just-in-Time (JIT) principles to software delivery
-Build processes that optimise use of resources and productivity for the entire end-to-end value stream
-Engage everyone to continuously improve your team and practices
-Understand the differences between repetitive processes, product development and software development
Join us to discover how to do more with less.
»
»
»
»
»
»
BRISBANE
Tuesday 17 March, 2009
8am –- 9.30am
Hilton
190 Elizabeth Street, Brisbane
SYDNEY
Tuesday 24 March, 2009
8am –- 9.30am
Hilton
488 George Street, Sydney
MELBOURNE
Tuesday 31 March, 2009
8am –- 9.30am
Marriott
Cnr Exhibition & Lonsdale
Streets, Melbourne
PERTH
Tuesday 7 April, 2009
8am –- 9.30am
Hilton
14 Mill Street, Perth
A light buffet breakfast will be provided *
*
Devops aims to break down barriers between development and operations teams through cultural and technical changes. This includes adopting continuous delivery practices like automating infrastructure, implementing monitoring, and integrating development and operations workflows. Devops also emphasizes collaboration between teams through standardizing environments, sharing code and experiences, and measuring both successes and failures. The goal is to build trust between teams and allow for more frequent and reliable deployments through cultural alignment and automation.
TJC Group supports organizations to overcome complex problems within SAP Data Volume Management (DVM), from Data Archiving to SAP Information Lifecycle Management (ILM), GDPR and SAP data extraction for tax, audit and SAF-T requirements and the decommissioning of legacy systems. TJC Group is an SAP partner with over 20 years’ experience providing DVM consultancy services and SAP certified software. Our 500 clients span across a wide range of industries and sizes and are located globally.
TJC’s mission is to craft an intelligent Data Management Strategy for our clients, ensuring data consistency and stability from day one to achieve business excellence.
Because your data matters.
To learn more, please email: contact@tjc-group.com or visit our website: www.tjc-group.com.
Group Partners approach to solving the right problemHazel Tiffany
Group Partners creates innovative solutions for clients through strategy, transformation, and change work. They use structured visual and rigorous approaches to solve complex problems, including tools and techniques to communicate with stakeholders. Their typical process involves learning about the background, questioning assumptions to surface key themes, and designing interactive sessions to accelerate decision making and ensure the right solutions are developed. They work closely with clients and aim to fully understand the context and objectives to create differentiated outcomes.
Group Partners creates innovative solutions for clients through strategy, transformation, and change work. They use structured visual and rigorous approaches to solve complex problems, including tools and techniques to communicate with stakeholders. Their typical process involves learning about the background, questioning assumptions to surface key themes, and designing interactive sessions to accelerate decision making and ensure the right solutions are developed. They work closely with clients and aim to fully understand the context and objectives to create differentiated outcomes.
This document discusses knowledge transfer and retention within companies. It provides examples of how experts' implicit, deep knowledge is important for companies but often not captured. It discusses how technical communication and knowledge management can work together to systematically acquire, retain and transfer knowledge throughout its lifecycle within an organization to improve efficiency. Doing so can help avoid loss of valuable knowledge and prevent experts from being repeatedly interrupted as they try to share what they know.
Learning Pool Public Sector Learning Conference Charles Jennings FinalLynn Jennings
1. The document discusses building successful technology-enabled learning and development strategies. In 2007, US organizations spent $134.39 billion on employee learning and development but only 10% of training expenditures resulted in actual job transfers.
2. It outlines seven underpinning principles for effective learning and development strategies, including aligning with business strategy and focusing on real adult learning. Learning strategies must contribute to business growth, productivity, transformation, and be cost-constrained.
3. Speed to competence is a critical measure for learning and development strategies to effectively and efficiently help employees learn and apply new skills.
5 Steps to Getting Organizational Buy-In for Your Enterprise Software ProjectJeff Carr
When looking for a new enterprise software system, your organization must begin your journey by making a business case for enterprise software. This involves numerous steps, including determining an expected return on investment, anticipating total costs, and fully documenting the business case for investing in a new or upgraded system.
Find out how manufacturing and distribution companies can drive an effective justification process with this presentation deck.
Explore five critical areas needed to justify one of the most complex and resource-intensive initiatives your company will face:
- Assess your internal environment
- Fully document your current state
- Clearly map your future state
- Get a handle on total costs of upgrade or new enterprise system
- Accurately calculate ROI
Presentation on using workflow to implement a highly used ECM system.
Provides a step-by-step outline how to understand user needs through marketing techniques such as user journeys and persona building.
Introduces the concept that ECM is an organically growing system rather than an architected software solution.
How do you get control over content? Use content management across the enterprise. This presentation tells you some of the considerations to succeed in controlling your content.
The document discusses approaches to understanding organizational value and improving processes through technology. It examines perspectives like financial, logistics, clients, and communities, as well as technologies like ERP, SCM, and CRM. The value of technology is in using data to better understand internal and external clients to improve production, logistics, finance, human resources, and marketing. Success requires overcoming obstacles of technology, processes, and culture.
HDI Capital Area Meeting Slides August, 19 2016hdicapitalarea
The document summarizes an agenda for an HDI Capital Area Local Chapter meeting on August 19, 2016. The agenda included lunch and networking, a presentation on IT service management, and a survey and prize drawing. Upcoming meeting dates and locations were also listed. The document provided information on new features for HDI membership and connectivity, industry awards and certifications, and discounts for an upcoming conference.
Energizing Knowledge Into Performance Oct Without Videoiil07
This document discusses knowledge management and continuous learning. It begins with a quote from Jack Welch about how an organization's ability to continuously learn and rapidly apply that learning is its ultimate competitive advantage. The document then covers topics like who Innovatia is, the challenges of managing vast amounts of information, best practices for documentation and training, and implications for the future of the information ecosystem and mobile devices. It emphasizes designing information for continuous use across an organization's life cycle and making it accessible anytime, anywhere.
Digitizing R&D: P&G's Business Transformation Success StoryAIIM International
Learn how P&G transformed their R&D organization from paper to digital and the methods of engagement needed from all employees across multi-disciplinary teams including; IT, Records Management, the R&D users, and of course senior management. Hear how records management, case management, and technology found harmony.
This document discusses operational excellence and provides guidance on how to implement it. It defines operational excellence as being outwardly focused on flexibility and inwardly focused on eliminating waste and costs. The document outlines basic assumptions, such as that everything can be improved and data is important. It also discusses identifying areas of waste using tools like Pareto analysis. An example is provided of a chamber of commerce that doubled membership sales by establishing clear processes. The document concludes by advising organizations to get a team together to identify opportunities for improvement and stressing the importance of change management.
The document discusses the importance of processes over tools in managing projects successfully. It states that while tools are needed, processes are what integrate the key aspects of cost, schedule, and technical performance. credible processes that consider uncertainties are needed to apply tools and information effectively. The document argues that processes guide people in developing solutions, while tools only provide data and it is the processes that provide the meaningful information to manage projects.
This document contains notes from a presentation on finance and operations reporting. It discusses the role of a junior manager focusing on daily reporting of expenses, sales, production outputs, and other metrics. While the work can feel "lame" compared to strategic work, reporting is still important for triggering actions, generating alerts, and helping the organization avoid recurring problems. The presentation emphasizes establishing critical reporting elements like clear formatting, highlighting trends, and asking questions; and using IT tools effectively to analyze data and knowledge rather than just prove work is being done. It also discusses materials, production, and planning reporting factors to consider.
This document discusses information systems for physical distribution. It begins by defining physical distribution and its key functions such as customer service, order processing, inventory control, transportation and logistics. It then discusses the importance of physical distribution in creating time and place utilities for goods, reducing costs, increasing market share and providing better customer service. The document proceeds to define information systems and their organizational, management and technology dimensions. It describes how information systems can help with information collection, processing, order processing, storage and warehousing, inventory control, material handling and transportation to manage physical distribution activities from production to consumption.
Outsourcing The Next Frontier In Editorial Workflow Shivaji SenguptaNXTKey Corporation
This document summarizes a presentation about outsourcing editorial workflows. It discusses how HOV Services is a large outsourcing company that processes over 10 million transactions per month globally. It then discusses how editorial workflows have evolved from physical to digital processes. It proposes that outsourcing help desks and maintenance can provide benefits like reduced costs, better integration, and a single support strategy. Finally, it provides recommendations on best practices for outsourcing like defining service levels, skills-based routing, and treating the support operation like a call center.
The Toyota Way, also known as Lean, was born from hardship and survival. It is an approach that does not rely on the accidental fortunate circumstance of being in a positive business climate. The system that propelled Toyota to the top of the global automotive industry is designed to succeed in both good times and bad.
Lean thinking fundamentally changes the engagement model between IT and the business, challenging traditional relationships with staff,customers and partners.
This session, presented by a partnership between ThoughtWorks and KM&T, explains the Lean approach to challenges, continuous improvement, productivity, and quality, and how these principles can help you deliver high-value,high-quality software solutions to reduce operational costs, increase profitability, and survive.
With presenters bringing deep expertise from Toyota, Lean and Agile principles, learn how to:
-Identify and eliminate non-value adding work and cost (i.e., waste)
-Build quality into processes to remove unnecessary rework
-Apply Just-in-Time (JIT) principles to software delivery
-Build processes that optimise use of resources and productivity for the entire end-to-end value stream
-Engage everyone to continuously improve your team and practices
-Understand the differences between repetitive processes, product development and software development
Join us to discover how to do more with less.
»
»
»
»
»
»
BRISBANE
Tuesday 17 March, 2009
8am –- 9.30am
Hilton
190 Elizabeth Street, Brisbane
SYDNEY
Tuesday 24 March, 2009
8am –- 9.30am
Hilton
488 George Street, Sydney
MELBOURNE
Tuesday 31 March, 2009
8am –- 9.30am
Marriott
Cnr Exhibition & Lonsdale
Streets, Melbourne
PERTH
Tuesday 7 April, 2009
8am –- 9.30am
Hilton
14 Mill Street, Perth
A light buffet breakfast will be provided *
*
The Toyota Way, also known as Lean, was born from hardship and survival. It is an approach that does not rely on the accidental fortunate circumstance of being in a positive business climate. The system that propelled Toyota to the top of the global automotive industry is designed to succeed in both good times and bad.
Lean thinking fundamentally changes the engagement model between IT and the business, challenging traditional relationships with staff,customers and partners.
This session, presented by a partnership between ThoughtWorks and KM&T, explains the Lean approach to challenges, continuous improvement, productivity, and quality, and how these principles can help you deliver high-value,high-quality software solutions to reduce operational costs, increase profitability, and survive.
With presenters bringing deep expertise from Toyota, Lean and Agile principles, learn how to:
-Identify and eliminate non-value adding work and cost (i.e., waste)
-Build quality into processes to remove unnecessary rework
-Apply Just-in-Time (JIT) principles to software delivery
-Build processes that optimise use of resources and productivity for the entire end-to-end value stream
-Engage everyone to continuously improve your team and practices
-Understand the differences between repetitive processes, product development and software development
Join us to discover how to do more with less.
»
»
»
»
»
»
BRISBANE
Tuesday 17 March, 2009
8am –- 9.30am
Hilton
190 Elizabeth Street, Brisbane
SYDNEY
Tuesday 24 March, 2009
8am –- 9.30am
Hilton
488 George Street, Sydney
MELBOURNE
Tuesday 31 March, 2009
8am –- 9.30am
Marriott
Cnr Exhibition & Lonsdale
Streets, Melbourne
PERTH
Tuesday 7 April, 2009
8am –- 9.30am
Hilton
14 Mill Street, Perth
A light buffet breakfast will be provided *
*
Devops aims to break down barriers between development and operations teams through cultural and technical changes. This includes adopting continuous delivery practices like automating infrastructure, implementing monitoring, and integrating development and operations workflows. Devops also emphasizes collaboration between teams through standardizing environments, sharing code and experiences, and measuring both successes and failures. The goal is to build trust between teams and allow for more frequent and reliable deployments through cultural alignment and automation.
TJC Group supports organizations to overcome complex problems within SAP Data Volume Management (DVM), from Data Archiving to SAP Information Lifecycle Management (ILM), GDPR and SAP data extraction for tax, audit and SAF-T requirements and the decommissioning of legacy systems. TJC Group is an SAP partner with over 20 years’ experience providing DVM consultancy services and SAP certified software. Our 500 clients span across a wide range of industries and sizes and are located globally.
TJC’s mission is to craft an intelligent Data Management Strategy for our clients, ensuring data consistency and stability from day one to achieve business excellence.
Because your data matters.
To learn more, please email: contact@tjc-group.com or visit our website: www.tjc-group.com.
Group Partners approach to solving the right problemHazel Tiffany
Group Partners creates innovative solutions for clients through strategy, transformation, and change work. They use structured visual and rigorous approaches to solve complex problems, including tools and techniques to communicate with stakeholders. Their typical process involves learning about the background, questioning assumptions to surface key themes, and designing interactive sessions to accelerate decision making and ensure the right solutions are developed. They work closely with clients and aim to fully understand the context and objectives to create differentiated outcomes.
Group Partners creates innovative solutions for clients through strategy, transformation, and change work. They use structured visual and rigorous approaches to solve complex problems, including tools and techniques to communicate with stakeholders. Their typical process involves learning about the background, questioning assumptions to surface key themes, and designing interactive sessions to accelerate decision making and ensure the right solutions are developed. They work closely with clients and aim to fully understand the context and objectives to create differentiated outcomes.
This document discusses knowledge transfer and retention within companies. It provides examples of how experts' implicit, deep knowledge is important for companies but often not captured. It discusses how technical communication and knowledge management can work together to systematically acquire, retain and transfer knowledge throughout its lifecycle within an organization to improve efficiency. Doing so can help avoid loss of valuable knowledge and prevent experts from being repeatedly interrupted as they try to share what they know.
Learning Pool Public Sector Learning Conference Charles Jennings FinalLynn Jennings
1. The document discusses building successful technology-enabled learning and development strategies. In 2007, US organizations spent $134.39 billion on employee learning and development but only 10% of training expenditures resulted in actual job transfers.
2. It outlines seven underpinning principles for effective learning and development strategies, including aligning with business strategy and focusing on real adult learning. Learning strategies must contribute to business growth, productivity, transformation, and be cost-constrained.
3. Speed to competence is a critical measure for learning and development strategies to effectively and efficiently help employees learn and apply new skills.
5 Steps to Getting Organizational Buy-In for Your Enterprise Software ProjectJeff Carr
When looking for a new enterprise software system, your organization must begin your journey by making a business case for enterprise software. This involves numerous steps, including determining an expected return on investment, anticipating total costs, and fully documenting the business case for investing in a new or upgraded system.
Find out how manufacturing and distribution companies can drive an effective justification process with this presentation deck.
Explore five critical areas needed to justify one of the most complex and resource-intensive initiatives your company will face:
- Assess your internal environment
- Fully document your current state
- Clearly map your future state
- Get a handle on total costs of upgrade or new enterprise system
- Accurately calculate ROI
Presentation on using workflow to implement a highly used ECM system.
Provides a step-by-step outline how to understand user needs through marketing techniques such as user journeys and persona building.
Introduces the concept that ECM is an organically growing system rather than an architected software solution.
How do you get control over content? Use content management across the enterprise. This presentation tells you some of the considerations to succeed in controlling your content.
The document discusses best practices for implementing Microsoft SharePoint 2010. It notes that 37% of organizations see SharePoint as their first major enterprise content management system. 44% rolled it out across 10 or more geographical sites. However, the document also states that many organizations implement SharePoint without proper consideration of governance, metadata, taxonomy or other important factors. The AIIM SharePoint Certificate Program aims to provide global best practices to help organizations successfully implement and manage SharePoint.
Share point best implementation practicesBob Larrivee
The document discusses best practices for implementing Microsoft SharePoint. It describes SharePoint as both an application and platform that requires customization. It then outlines AIIM's new SharePoint certificate program, which is designed based on global best practices to teach practitioners skills and best practices for assessing needs, transitioning systems, implementing, sustaining, and managing SharePoint solutions. The program has online and classroom options for practitioners and specialists, with additional advanced classroom options for strategies and masters-level training.
SharePoint: the AIIM Certificate ProgramBob Larrivee
This overview presentation of the SharePoint Training program provides a good look at the make up of the program and how you will benefit from attending.
If you are now using or anticipate using SharePoint in your organization, this program is one you will want to attend and this presentation is one you will want to watch.
SharePoint: The Changing Face of TechnologyBob Larrivee
SharePoint is a Microsoft platform that has evolved from a centralized way to search for information and enhance collaboration into a powerful platform for enterprise content management. The document discusses SharePoint's history and capabilities. It also describes AIIM's new SharePoint certification program, which provides best practices for implementing, sustaining, and transitioning to SharePoint through online and classroom courses to become a SharePoint Practitioner, Specialist, or Master.
This is a presentation I delivered at AIIM 2010 in Philadelphia. It presents a holistic look at the make up of a patient record and the challenges in moving to a digital environment.
Electronic records present new challenges for records management that paper records do not. Electronic records are more likely to be unmanaged than paper records, and organizations are less confident that electronic records have not been improperly accessed or changed compared to paper records. Many organizations do not have policies for long-term preservation of electronic records or plans to migrate records to new file formats or storage media. Proper records management is needed to address issues like format and storage media obsolescence to ensure access to electronic records over time.
More than just technology: Enterprise 2.0Bob Larrivee
The document discusses Enterprise 2.0, which refers to applying Web 2.0 concepts to businesses. It defines Enterprise 2.0 and lists common technologies like blogs, wikis, RSS and social bookmarking. It notes that while 44% of organizations see Enterprise 2.0 as important, 74% have little understanding of it. The document emphasizes that Enterprise 2.0 is not just about technology, but also culture and process change management, and discusses frameworks for governance and change management to help organizations adopt these new approaches and tools.
This document discusses the importance of being prepared for potential disasters and information security threats by properly organizing electronic information. It asks whether organizations are prepared to deal with issues like natural disasters, information theft, and electronic data discovery requirements. Most business information is now created and stored electronically in unstructured ways, like folders and email, so the document emphasizes the need to properly manage information to handle potential risks and regulatory obligations. It provides a link to training on information management best practices.
Prescriptive analytics BA4206 Anna University PPTFreelance
Business analysis - Prescriptive analytics Introduction to Prescriptive analytics
Prescriptive Modeling
Non Linear Optimization
Demonstrating Business Performance Improvement
Presentation by Herman Kienhuis (Curiosity VC) on Investing in AI for ABS Alu...Herman Kienhuis
Presentation by Herman Kienhuis (Curiosity VC) on developments in AI, the venture capital investment landscape and Curiosity VC's approach to investing, at the alumni event of Amsterdam Business School (University of Amsterdam) on June 13, 2024 in Amsterdam.
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The Steadfast and Reliable Bull: Taurus Zodiac Signmy Pandit
Explore the steadfast and reliable nature of the Taurus Zodiac Sign. Discover the personality traits, key dates, and horoscope insights that define the determined and practical Taurus, and learn how their grounded nature makes them the anchor of the zodiac.
Enhancing Adoption of AI in Agri-food: IntroductionCor Verdouw
Introduction to the Panel on: Pathways and Challenges: AI-Driven Technology in Agri-Food, AI4Food, University of Guelph
“Enhancing Adoption of AI in Agri-food: a Path Forward”, 18 June 2024
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Tired of chasing down expiring contracts and drowning in paperwork? Mastering contract management can significantly enhance your business efficiency and productivity. This guide unveils expert secrets to streamline your contract management process. Learn how to save time, minimize risk, and achieve effortless contract management.
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I dive into how businesses can stay competitive by integrating AI into their core processes. From identifying the right approach to building collaborative teams and recognizing common pitfalls, this guide has got you covered. AI transformation is a journey, and this playbook is here to help you navigate it successfully.
Efficient PHP Development Solutions for Dynamic Web ApplicationsHarwinder Singh
Unlock the full potential of your web projects with our expert PHP development solutions. From robust backend systems to dynamic front-end interfaces, we deliver scalable, secure, and high-performance applications tailored to your needs. Trust our skilled team to transform your ideas into reality with custom PHP programming, ensuring seamless functionality and a superior user experience.
7. Know what you’re holding
you re
• Information types
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– Contracts, drawings, invoices
Format types
• F
– Word, Excel, PowerPoint
– email
• Where it resides
– Local or shared drives
– Thumb drives
8. Know where it’s flowing
it s
Create/capture Solutions
Create/capture Solutions
Document Repositories
Store
Save
Store
Publish
Work Environments
W kE i
9. Know what you need to keep
keep…
• Regulatory requirements
– Federal, State and Local
• Bu in continuity
Business continuit
– Business critical to keep your business alive
• Business records
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– Transactional; contracts, financials
10. …and throw away
and
• Regulatory requirements
– When can we destroy it?
• Bu in continuity
Business continuit
– Do we need it to survive?
• Business records
d
– What are my business records?
16. Human Factor
• People do not like change
– “If it ain’t broke, don’t fix it!”
• P opl like the comfort zone
People lik th on
– “We’ve been doing it this way for years.”
• People want to be included
d d
– “If you had asked me, I could’ve told you.”
28. Take action and call us!
301.755.2686 in the US or 44.1905.727600 in Europe
Looking for a Class? Check out the current schedules at
Class?
www.aiim.org/training for the US
or
www.aiim.eu/training for Europe
Want to see what it is like first?
Take a free test drive of an online module at
www.aiim.org/testdrive
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and use Campaign Code X1YZA