This document discusses Infosys' approach to providing IT service continuity management (ITSCM) consulting services for a manufacturing client. It involved developing a multilateral disaster recovery plan (DRP) that included the client, its IT service provider, and application development partner. Key challenges included lack of information sharing between partners and limited resources. Infosys addressed this by establishing a collaborative project team, publishing roles and responsibilities, facilitating discussions to understand interdependencies, and conducting workshops to obtain approval and refine the solution while considering all perspectives. This synergistic approach blended project management techniques with behavioral competencies like effective communication, negotiation, and consensus building to develop an approved multilateral DRP.
1) The document describes a risk management framework developed for semiconductor projects that combines elements from project management and failure modes and effects analysis.
2) The framework includes categorizing projects based on time and complexity, then applying a simplified failure modes and effects analysis process to identify risks.
3) The goal is to create a simple and easy to use risk management process that can be effectively applied in concurrent engineering environments common in the semiconductor industry.
The research subjects were selected from a huge pool, considering their job roles at their respective companies (mostly MNCs) and their experience with enterprise systems. They answered a questionnaire to help us understand the business process reengineering and maintenance methodologies adopted by their firms, and also to know how prepared were their management and other influencers for a process change in their organization. The findings were then compared to understand how firms and their managements handled the changes without causing discomfort to their employees
OHUG 2011- PeopleSoft HR Help Desk Apex IT and Nationwide Ins ApexIT_Help_Desk
The document discusses Nationwide's upgrade of its PeopleSoft HR Help Desk system from version 8.9 to 9.1. It provides an overview of Nationwide's relationship with implementation partner Apex IT, the goals of the upgrade including leveraging new functionality and improving usability. Details provided include the makeup of the upgrade team, the timeline of the upgrade process from fit/gap sessions to go-live, and examples of workflow optimizations realized through the new version.
JAD sessions bring together customers and developers to quickly agree on project scope, objectives, and specifications. They are structured workshops facilitated by a trained moderator. Key roles include a facilitator to plan the session and ensure deliverables are produced, decision-makers from the customer who can resolve issues and make commitments, application customers who understand business processes, developer listeners who provide technical input, and a scribe to accurately document the session outcomes. When done effectively, JAD sessions can simplify communication, identify issues, clarify requirements, and gain customer commitment to help ensure the delivered system meets their needs.
Day 1 1620 - 1705 - pearl 1 - deep kamal singhPMI2011
This document outlines a strategic approach for telecom companies to make accurate decisions after an unplanned service outage. It discusses:
1) The need to plan for uncertainty and have a crisis management team to handle outages.
2) The importance of identifying all services, their revenue potential, and stakeholders to understand the full business impact of an outage.
3) Creating a "Service Impact Matrix" during planning that documents each service's subscribers, revenue, and costs if disrupted, to facilitate rapid decision making during a crisis.
4) Steps for handling an outage including consolidating affected services, outage details, and calculating total estimated revenue loss to determine the best option of delaying, proceeding or reverting to
This document discusses approaches to implementing agile project management processes for distributed teams across multiple locations. It describes two case studies where distributed agile was successfully used. In the first case study, agile allowed for more frequent releases, reduced defects, and leveraged global talent. Best practices like daily stand-ups, estimation games, and tools like JIRA were used. The second case study involved a larger team across more locations developing mobile apps. Specialized teams and automated processes in tools allowed complex work to be completed successfully using distributed agile. Both cases saw benefits like improved velocity, faster turnaround, and time to market.
The document discusses the five steps of an effective Joint Application Development (JAD) session for gathering requirements: 1) Planning ahead with the project team and executive sponsor, 2) Assembling the right team with defined roles, 3) Ensuring all team members are committed, 4) Staying on course during sessions, and 5) Following through by producing deliverables and evaluating the process. JAD sessions bring together key stakeholders to jointly discuss needs, develop solutions, and gain consensus in a structured workshop format.
Final chakradhar purohith proposal milieu analysis (without account data un...PMI2011
The document discusses uncertainty analysis in project proposals through milieu analysis. It outlines the importance of relational dimensions like social and political factors in winning proposals. An illustration shows how proposals can be characterized and assessed on technical, financial, social and political dimensions. Key stakeholders must work together to ensure high quality proposals that address both functional and relational classes. Future work includes better translating customer needs and measuring social/political dimensions.
1) The document describes a risk management framework developed for semiconductor projects that combines elements from project management and failure modes and effects analysis.
2) The framework includes categorizing projects based on time and complexity, then applying a simplified failure modes and effects analysis process to identify risks.
3) The goal is to create a simple and easy to use risk management process that can be effectively applied in concurrent engineering environments common in the semiconductor industry.
The research subjects were selected from a huge pool, considering their job roles at their respective companies (mostly MNCs) and their experience with enterprise systems. They answered a questionnaire to help us understand the business process reengineering and maintenance methodologies adopted by their firms, and also to know how prepared were their management and other influencers for a process change in their organization. The findings were then compared to understand how firms and their managements handled the changes without causing discomfort to their employees
OHUG 2011- PeopleSoft HR Help Desk Apex IT and Nationwide Ins ApexIT_Help_Desk
The document discusses Nationwide's upgrade of its PeopleSoft HR Help Desk system from version 8.9 to 9.1. It provides an overview of Nationwide's relationship with implementation partner Apex IT, the goals of the upgrade including leveraging new functionality and improving usability. Details provided include the makeup of the upgrade team, the timeline of the upgrade process from fit/gap sessions to go-live, and examples of workflow optimizations realized through the new version.
JAD sessions bring together customers and developers to quickly agree on project scope, objectives, and specifications. They are structured workshops facilitated by a trained moderator. Key roles include a facilitator to plan the session and ensure deliverables are produced, decision-makers from the customer who can resolve issues and make commitments, application customers who understand business processes, developer listeners who provide technical input, and a scribe to accurately document the session outcomes. When done effectively, JAD sessions can simplify communication, identify issues, clarify requirements, and gain customer commitment to help ensure the delivered system meets their needs.
Day 1 1620 - 1705 - pearl 1 - deep kamal singhPMI2011
This document outlines a strategic approach for telecom companies to make accurate decisions after an unplanned service outage. It discusses:
1) The need to plan for uncertainty and have a crisis management team to handle outages.
2) The importance of identifying all services, their revenue potential, and stakeholders to understand the full business impact of an outage.
3) Creating a "Service Impact Matrix" during planning that documents each service's subscribers, revenue, and costs if disrupted, to facilitate rapid decision making during a crisis.
4) Steps for handling an outage including consolidating affected services, outage details, and calculating total estimated revenue loss to determine the best option of delaying, proceeding or reverting to
This document discusses approaches to implementing agile project management processes for distributed teams across multiple locations. It describes two case studies where distributed agile was successfully used. In the first case study, agile allowed for more frequent releases, reduced defects, and leveraged global talent. Best practices like daily stand-ups, estimation games, and tools like JIRA were used. The second case study involved a larger team across more locations developing mobile apps. Specialized teams and automated processes in tools allowed complex work to be completed successfully using distributed agile. Both cases saw benefits like improved velocity, faster turnaround, and time to market.
The document discusses the five steps of an effective Joint Application Development (JAD) session for gathering requirements: 1) Planning ahead with the project team and executive sponsor, 2) Assembling the right team with defined roles, 3) Ensuring all team members are committed, 4) Staying on course during sessions, and 5) Following through by producing deliverables and evaluating the process. JAD sessions bring together key stakeholders to jointly discuss needs, develop solutions, and gain consensus in a structured workshop format.
Final chakradhar purohith proposal milieu analysis (without account data un...PMI2011
The document discusses uncertainty analysis in project proposals through milieu analysis. It outlines the importance of relational dimensions like social and political factors in winning proposals. An illustration shows how proposals can be characterized and assessed on technical, financial, social and political dimensions. Key stakeholders must work together to ensure high quality proposals that address both functional and relational classes. Future work includes better translating customer needs and measuring social/political dimensions.
The document discusses how project managers can leverage recent advances in psychology to better manage human aspects of projects. It provides a framework for applying concepts from evidence-based psychology, positive psychology, and organizational psychology across the project lifecycle. The framework identifies common project management challenges and shows how psychological solutions like focusing on process over results, breaking work into small tasks, and praising effort over talent can address issues around negotiation, team motivation, and performance. The document advocates using a scientific, evidence-based approach to incorporate psychology into project management.
The document discusses policies for client support, including defining what a policy is, the skills and knowledge needed to assist with policy development requests from clients, common client support issues and requests, the roles of help desk operators, and an eight step policy development cycle involving issue identification, analysis, consultation, instrument development, coordination, decision making, implementation, and evaluation. It provides information on developing and modifying policies to meet the needs of clients requesting changes or improvements to support policies and procedures.
Joint Application Design (JAD) was developed by IBM in the late 1970s. It is a requirements determination method that brings together business and IT professionals in a structured workshop to determine and discuss system requirements
This document discusses mantras for innovative project management and creating a happy workforce for software/IT project managers. It analyzes common aspirations of young Indian IT professionals, such as work-life balance, new learning opportunities, and challenging roles. The document proposes that project managers can increase worker happiness and productivity by helping fulfill these aspirations. It presents frameworks for understanding individual aspirations, including an aspiration pyramid with work-life balance at the bottom and career growth aspirations like new learning and challenging roles at the top. The document also provides examples of project-level enablers a manager could implement to help team members achieve their aspirations.
Featherweight is a lightweight change management application that helps teams integrate agile processes. It provides a centralized repository for requirements, designs, tests, and other assets. Teams can track requirements and other items through customizable workflows. The application also provides estimates and historical data to help plan releases. Featherweight aims to help teams implement fundamental software engineering practices in a flexible and affordable way.
Managing People and Defining the Retained Organisation1STOUTSOURCE LTD
This document discusses managing human resources during an outsourcing process. It notes that HR becomes more complex with outsourcing as personnel may become more fragmented. It is important to identify the skills and competencies needed for both the retained organization and the new service model. The outsourcing of HR also requires planning to gain value, as benefits are not automatic. Effective HR management parallels the different stages of the outsourcing lifecycle such as preparation, negotiation, transition and management. Capabilities within the retained organization must be balanced and high performers acquired to manage the outsourcing long-term.
This document proposes a considered approach to resolving failings in how the US Federal Government defines, selects, manages, and monitors IT investments. It advocates for integrating critical processes like business management, program management, acquisition, and budgeting. This could be achieved through consistent application of resources and data across the entire technology lifecycle. Program management is identified as central to integrating requirements management, scope management, resource monitoring, and user feedback management.
IT service management (ITSM) is home to a variety of people performing all sorts of important roles. Some are involved in the technical side, whilst others are strictly business. This ebook explores the different ITSM jobs available and how you can get into them.
Original Source: https://www.knowledgetrain.co.uk/it/itil/careers-in-it-service-management
A Guide to Effective Benchmarking of Applications DevelopmentComputer Aid, Inc
This document summarizes a webinar on effective benchmarking of applications development. Pam Morris from Total Metrics discusses benchmarking definitions and types, as well as why organizations benchmark, risks, and how to ensure valid results. She emphasizes establishing rigorous terms of reference and stakeholder agreement on strategic intent, metrics, scope, and more. The webinar aims to help organizations make informed decisions through benchmarking.
HCL provides PeopleSoft solutions to help organizations manage all aspects of the employee lifecycle from hiring to retirement. This helps ensure consistent HR processes and data across the organization. PeopleSoft solutions are highly configurable, allowing organizations to adapt them easily to changes in policies, structures, and regulations. HCL has developed accelerators and localized value packs to help customers implement PeopleSoft solutions more quickly and support them more efficiently on an ongoing basis. This delivers cost savings and business benefits to organizations operating across multiple countries and cultures.
Jumar's Flexible Managed Service takes on the recruitment process for clients to provide additional resources during peaks in demand. It understands clients' requirements and culture to source the right skilled candidates quickly. The service manages inductions, security checks, and aims for continuity of knowledge through skills transfer programs when projects end.
Advanced Operating Model Research Insights: Healthcare OperationsGenpact Ltd
Compliance, customer satisfaction, and cost reduction are your company’s top challenges. This research examines how technology, process re-engineering, and advanced organizational structures such as shared services and outsourcing can tackle them.
Welingkar_final project_ppt_IMPORTANCE & NEED FOR TESTINGSachin Pathania
Software testing is an important step in the software development process to identify bugs and ensure quality. It is done at various stages including unit, integration, system, and acceptance testing. Automation testing helps test cases be run quickly and consistently. In conclusion, software testing is crucial to identify and remove errors, improving the performance and consistency of software products.
Today’s healthcare executives are seeking performance improvement across multiple dimensions: expenses and profitability, waste, risk, and patient satisfaction and outcomes. That’s exactly what Crowe Horwath LLP’s Performance Improvement team delivers.
This brochure provides an overview our our service and value proposition.
Managing Individual Compensation Distributions (ICD) with Oracle Self Service...Jade Global
Leveraging Oracle HRMS Self Service ICD v.R12 gives managers throughout your enterprise the authority and ability to assign one-time or recurring awards, bonuses, and allowances to qualified employees such as periodic or spot bonuses, sponsored allowances, resettlement compensation, severance payments, and company cars
Capstone Corporation introduces its capabilities in supporting military, government, and commercial operations through divisions that provide services such as command and control operations, training and exercise support, emergency response, planning, and enterprise IT solutions. Capstone has over 25 years of experience supporting various government agencies and private sector clients through innovative solutions and a dedicated workforce committed to integrity, respect, and responsiveness.
This document discusses user stories and requirements elicitation. It defines user stories and explains the three parts - the card, conversation, and confirmation. The card is a simple statement written in a certain format. The conversation involves discussion to clarify and expand on the user story. The confirmation is a test case to validate that the goal of the user story is met. An example user story is provided for a video uploading feature on YouTube. Requirements and test steps are added during the conversation and confirmation parts. The document also discusses using user stories to capture requirements and ensure they are independent, negotiable, valuable, estimable, small, and testable.
Service Strategy Service Offering SlideshareKenneth Jones
The document discusses service strategy and how it can help organizations pursue innovation and improve service management. It defines service strategy as focusing on delivering value to customers through new or improved services. The benefits mentioned include enhancing decision making, improving speed of change, and increasing value capture. Booz Allen's approach includes creating an innovation pipeline and portfolio management to evaluate new service ideas. Their offerings apply analytical techniques across the service lifecycle to optimize resources and improve financial management.
Kepner-Tregoe, Adding Enterprise-Wide Value to you OrganizationKepner-Tregoe
Joe Buonodono, Continuous Improvement Manager with Johnson Controls, Inc. (JCI), spoke at the 2014 American Manufacturing Strategies Summit in Chicago, IL. He discussed how to add enterprise-wide value to your organization leveraging JCI’s Triple Certification: Lean, Six Sigma and Kepner-Tregoe.
Joint Application Design (JAD) is a structured methodology for gathering requirements from stakeholders. It involves multiple phases including a JAD plan session to define the project scope and design sessions. In the design sessions, a JAD team models processes and data, designs interfaces, and documents requirements to develop a solution that meets business objectives. Post-JAD analysis and post-project analysis are conducted to evaluate what can be improved for future projects.
Project Management in practice - tips & tricksDana Manolescu
A presentation for students who want to embark on a journey to become Project Managers. The presentation is focused on digital projects, and talks from a personal perspective.
Follow dana-about-pm.com for more articles or presentations on this topic.
Gestire un processo di redesign responsive non é cosa facile, specialmente quando si tratta di un brand noto.
Durante il suo talk Alessandra ci mostrerá quali sono le good practice che ha identificato ed in particolare si soffermerá sull parte di studio e di ricerca che precede la definizioni di un nuovo design.
Ci mostrerá anche quali sono i “ferri del mestiere” che un Interaction Designer dovrebbe sempre avere a portata di mano.
The document discusses how project managers can leverage recent advances in psychology to better manage human aspects of projects. It provides a framework for applying concepts from evidence-based psychology, positive psychology, and organizational psychology across the project lifecycle. The framework identifies common project management challenges and shows how psychological solutions like focusing on process over results, breaking work into small tasks, and praising effort over talent can address issues around negotiation, team motivation, and performance. The document advocates using a scientific, evidence-based approach to incorporate psychology into project management.
The document discusses policies for client support, including defining what a policy is, the skills and knowledge needed to assist with policy development requests from clients, common client support issues and requests, the roles of help desk operators, and an eight step policy development cycle involving issue identification, analysis, consultation, instrument development, coordination, decision making, implementation, and evaluation. It provides information on developing and modifying policies to meet the needs of clients requesting changes or improvements to support policies and procedures.
Joint Application Design (JAD) was developed by IBM in the late 1970s. It is a requirements determination method that brings together business and IT professionals in a structured workshop to determine and discuss system requirements
This document discusses mantras for innovative project management and creating a happy workforce for software/IT project managers. It analyzes common aspirations of young Indian IT professionals, such as work-life balance, new learning opportunities, and challenging roles. The document proposes that project managers can increase worker happiness and productivity by helping fulfill these aspirations. It presents frameworks for understanding individual aspirations, including an aspiration pyramid with work-life balance at the bottom and career growth aspirations like new learning and challenging roles at the top. The document also provides examples of project-level enablers a manager could implement to help team members achieve their aspirations.
Featherweight is a lightweight change management application that helps teams integrate agile processes. It provides a centralized repository for requirements, designs, tests, and other assets. Teams can track requirements and other items through customizable workflows. The application also provides estimates and historical data to help plan releases. Featherweight aims to help teams implement fundamental software engineering practices in a flexible and affordable way.
Managing People and Defining the Retained Organisation1STOUTSOURCE LTD
This document discusses managing human resources during an outsourcing process. It notes that HR becomes more complex with outsourcing as personnel may become more fragmented. It is important to identify the skills and competencies needed for both the retained organization and the new service model. The outsourcing of HR also requires planning to gain value, as benefits are not automatic. Effective HR management parallels the different stages of the outsourcing lifecycle such as preparation, negotiation, transition and management. Capabilities within the retained organization must be balanced and high performers acquired to manage the outsourcing long-term.
This document proposes a considered approach to resolving failings in how the US Federal Government defines, selects, manages, and monitors IT investments. It advocates for integrating critical processes like business management, program management, acquisition, and budgeting. This could be achieved through consistent application of resources and data across the entire technology lifecycle. Program management is identified as central to integrating requirements management, scope management, resource monitoring, and user feedback management.
IT service management (ITSM) is home to a variety of people performing all sorts of important roles. Some are involved in the technical side, whilst others are strictly business. This ebook explores the different ITSM jobs available and how you can get into them.
Original Source: https://www.knowledgetrain.co.uk/it/itil/careers-in-it-service-management
A Guide to Effective Benchmarking of Applications DevelopmentComputer Aid, Inc
This document summarizes a webinar on effective benchmarking of applications development. Pam Morris from Total Metrics discusses benchmarking definitions and types, as well as why organizations benchmark, risks, and how to ensure valid results. She emphasizes establishing rigorous terms of reference and stakeholder agreement on strategic intent, metrics, scope, and more. The webinar aims to help organizations make informed decisions through benchmarking.
HCL provides PeopleSoft solutions to help organizations manage all aspects of the employee lifecycle from hiring to retirement. This helps ensure consistent HR processes and data across the organization. PeopleSoft solutions are highly configurable, allowing organizations to adapt them easily to changes in policies, structures, and regulations. HCL has developed accelerators and localized value packs to help customers implement PeopleSoft solutions more quickly and support them more efficiently on an ongoing basis. This delivers cost savings and business benefits to organizations operating across multiple countries and cultures.
Jumar's Flexible Managed Service takes on the recruitment process for clients to provide additional resources during peaks in demand. It understands clients' requirements and culture to source the right skilled candidates quickly. The service manages inductions, security checks, and aims for continuity of knowledge through skills transfer programs when projects end.
Advanced Operating Model Research Insights: Healthcare OperationsGenpact Ltd
Compliance, customer satisfaction, and cost reduction are your company’s top challenges. This research examines how technology, process re-engineering, and advanced organizational structures such as shared services and outsourcing can tackle them.
Welingkar_final project_ppt_IMPORTANCE & NEED FOR TESTINGSachin Pathania
Software testing is an important step in the software development process to identify bugs and ensure quality. It is done at various stages including unit, integration, system, and acceptance testing. Automation testing helps test cases be run quickly and consistently. In conclusion, software testing is crucial to identify and remove errors, improving the performance and consistency of software products.
Today’s healthcare executives are seeking performance improvement across multiple dimensions: expenses and profitability, waste, risk, and patient satisfaction and outcomes. That’s exactly what Crowe Horwath LLP’s Performance Improvement team delivers.
This brochure provides an overview our our service and value proposition.
Managing Individual Compensation Distributions (ICD) with Oracle Self Service...Jade Global
Leveraging Oracle HRMS Self Service ICD v.R12 gives managers throughout your enterprise the authority and ability to assign one-time or recurring awards, bonuses, and allowances to qualified employees such as periodic or spot bonuses, sponsored allowances, resettlement compensation, severance payments, and company cars
Capstone Corporation introduces its capabilities in supporting military, government, and commercial operations through divisions that provide services such as command and control operations, training and exercise support, emergency response, planning, and enterprise IT solutions. Capstone has over 25 years of experience supporting various government agencies and private sector clients through innovative solutions and a dedicated workforce committed to integrity, respect, and responsiveness.
This document discusses user stories and requirements elicitation. It defines user stories and explains the three parts - the card, conversation, and confirmation. The card is a simple statement written in a certain format. The conversation involves discussion to clarify and expand on the user story. The confirmation is a test case to validate that the goal of the user story is met. An example user story is provided for a video uploading feature on YouTube. Requirements and test steps are added during the conversation and confirmation parts. The document also discusses using user stories to capture requirements and ensure they are independent, negotiable, valuable, estimable, small, and testable.
Service Strategy Service Offering SlideshareKenneth Jones
The document discusses service strategy and how it can help organizations pursue innovation and improve service management. It defines service strategy as focusing on delivering value to customers through new or improved services. The benefits mentioned include enhancing decision making, improving speed of change, and increasing value capture. Booz Allen's approach includes creating an innovation pipeline and portfolio management to evaluate new service ideas. Their offerings apply analytical techniques across the service lifecycle to optimize resources and improve financial management.
Kepner-Tregoe, Adding Enterprise-Wide Value to you OrganizationKepner-Tregoe
Joe Buonodono, Continuous Improvement Manager with Johnson Controls, Inc. (JCI), spoke at the 2014 American Manufacturing Strategies Summit in Chicago, IL. He discussed how to add enterprise-wide value to your organization leveraging JCI’s Triple Certification: Lean, Six Sigma and Kepner-Tregoe.
Joint Application Design (JAD) is a structured methodology for gathering requirements from stakeholders. It involves multiple phases including a JAD plan session to define the project scope and design sessions. In the design sessions, a JAD team models processes and data, designs interfaces, and documents requirements to develop a solution that meets business objectives. Post-JAD analysis and post-project analysis are conducted to evaluate what can be improved for future projects.
Project Management in practice - tips & tricksDana Manolescu
A presentation for students who want to embark on a journey to become Project Managers. The presentation is focused on digital projects, and talks from a personal perspective.
Follow dana-about-pm.com for more articles or presentations on this topic.
Gestire un processo di redesign responsive non é cosa facile, specialmente quando si tratta di un brand noto.
Durante il suo talk Alessandra ci mostrerá quali sono le good practice che ha identificato ed in particolare si soffermerá sull parte di studio e di ricerca che precede la definizioni di un nuovo design.
Ci mostrerá anche quali sono i “ferri del mestiere” che un Interaction Designer dovrebbe sempre avere a portata di mano.
"Managing Complexity" Executive MBA Presentation (2/3)atknapp
This presentation, companion resource to the Regent's University (London) Masters in Creative Leadership module on "Sense-Making in a Complex World" explains how models of new science (including quantum physics, non-linear dynamic, complex system theory and others) provide better options to classical tools when trying to understand and manage Wicked Problems.
The document discusses the complexity of managing organizations and projects. It argues that overly simplistic quick fixes often make problems worse by increasing costs and hurting employee morale. True improvement requires understanding an organization as a complex system and using approaches like Deming's continuous improvement process, not just one-day workshops. Managing complexity successfully means assessing variables like goals, timelines, and an individual's ability to handle complicated projects.
This document provides an overview of a presentation on essential project management topics. The presentation covers 7 topics: 1) project management fundamentals, 2) time management, 3) cost management, 4) risk management, 5) integrated time and cost management, 6) contractual issues, and 7) additional tips. For each topic, it outlines key concepts and methods in project planning, scheduling, estimating, risk analysis, and performance tracking. It encourages taking a systematic approach to project management.
The document summarizes the results of a survey conducted by PM Experts on the importance of soft skills in project management. 74% of respondents considered soft skills essential for project success. Communication, decision-making, and motivating were identified as the most important soft skills. Training in areas like communication, motivating team members, and team building were deemed most useful by survey participants. The document concludes by introducing PM Experts, the consulting firm that conducted the survey.
This document discusses managing complexity using the Cynefin framework. It begins with the author's background and reflections on past project performance. It then discusses that complexity is the norm for many projects and initiatives due to interconnected systems and emergent behaviors. Traditional reductionist approaches are insufficient for complex problems. The Cynefin framework categorizes problems into obvious, complicated, complex, and chaotic domains and suggests sensemaking and appropriate strategies for each. The document advocates understanding complexity, influencing rather than controlling systems, and learning over rigid planning when managing complex initiatives and environments.
This document provides instruction on understanding one's Best Alternative To a Negotiated Agreement (BATNA) in negotiation situations. It presents two practice negotiation scenarios where the reader takes the role of buyer negotiating for a watch or shoes. It emphasizes that understanding one's BATNA ahead of time allows one to determine when alternative options are better than the negotiation outcome. Tips are given to not accept a bad deal if better alternatives exist and to ask for a seller's best offer if negotiation stalls. Examples of BATNAs in different contexts are also provided.
Social Competences as described by the ICB, the IPMA standard.
This presentation was part of a Train the Trainer preparation course for IPMA Level D instructors.
Design Thinking - An introductory presentation to make understand its basics, practical guidelines, Tools & Techniques and processes to manage a project using Design Thinking.
The Hard & Soft Skills Needed for Successful Project ManagementCirca Interactive
Project management is often a complicated practice, any most organizations depend heavily on project managers. What does it take to be successful as a project manager? A balance of soft & hard skills is key - learn more in this infographic created by Brandeis University: http://projectmgmt.brandeis.edu/balance-of-hard-and-soft-skills/
IQ Management - Creating A Winning Team MentalityInterQuest Group
One of the best ways to ensure success in a team is to have get everyone into the mindset of winning.
These are IQ's best tips to help you create a winning mentality in your team!
This is a short presentation on Design Thinking for a PM audience, showing the benefits of incorporating Design on projects and providing a very high-level overview of methods and tools.
This document discusses key concepts in negotiations including:
1) Negotiation is a process where parties come to agreement on allocating scarce resources, and they are interdependent with neither having complete power.
2) Common negotiation problems include leaving money on the table, settling for too little, walking away, and agreeing to worse terms than your current situation.
3) People are ineffective negotiators due to lack of feedback, satisficing instead of optimizing, and self-reinforcing behaviors. Myths include that good negotiators are born not made and experience alone teaches.
4) Key concepts discussed are BATNA, reservation price, bargaining zone, and aspiration level. The document
SCARF Model for Managing Organization StressMaya Townsend
Have you ever felt that your life was in immediate danger? You remember feeling a burst of adrenaline as your heart race, and you moved into action or froze in your tracks.
Research shows that other situations, in which there is no physical danger, can trigger a similar response. This “fight, flight, or freeze” response decreases the ability to plan, make rational decisions, and perceive subtle social and cognitive signals. Unfortunately, these skills are needed during organizational change—just when people are likely to be triggered.
If you know how people are likely to be triggered, you can anticipate by putting measures in place to prevent disruptive responses. Use the SCARF Model to anticipate triggers and plan your next change initiative.
The project management process - Week 4Craig Brown
There are two main types of project change: change control and change management. Change control involves having a plan and process for handling changes to project requirements and scope. It is important to measure any changes against the project baseline and always communicate changes to stakeholders. Change management focuses on managing the people side of change. It involves identifying potential responses to change, communicating benefits to audiences, and using models like Kotter's 8 steps for leading change to help ensure success. Successful projects plan for and manage both types of change.
In this presentation we explore ideas related to improving the usefulness of project Stakeholder Analysis by augmenting it with the neuroscience based SCARF model. http://www.proficiencysystems.com/
The Project Management Process - Week 3Craig Brown
The document discusses the importance of project management plans and what they should include. It explains that plans should define the project scope, schedule, resources, budget, risks and how progress will be monitored and controlled. Effective plans consider who will use the plan, what work needs to be completed, how it will be structured, when activities will occur, who is responsible for the work, and the potential costs involved. Thorough planning helps guide the project activities and ensures all necessary aspects are addressed upfront.
The Project Management Process - Week 9 Performance ManagementCraig Brown
The document discusses project performance management and monitoring. It describes establishing a project baseline and monitoring system to track performance against the baseline over time. Key aspects covered include defining data collection, analysis and reporting processes, using tools like Gantt charts and control charts to monitor schedule and cost performance, and integrating scope, time and cost using earned value management.
The Project Management Process - Week 10 Global Issues in IT projectsCraig Brown
The document discusses concepts related to global project management. It covers topics like project partnering, types of contracts, international projects, environmental factors, cultural dimensions, and working with partners. The key points are that partnering transforms adversarial relationships into collaborative teams, different types of contracts allocate risk differently, managing global projects requires considering various cultural and environmental factors, and selecting the right partners and celebrating successes are important for partnership success.
The document provides an overview of The Open Group's IT Specialist Certification Program. The program aims to provide a standardized way to evaluate the skills, experience and competencies of IT specialists globally. It will certify specialists at two levels - Level 1 (Certified) and Level 2 (Master Certified). Candidates must demonstrate skills in a Client Focus Area (technical services, sales, support or training), a Technical Focus Area (Solution Development or Delivery), and core foundation skills. They must also meet experience requirements including working on multiple projects. The certification evaluates both technical depth and breadth of business, personal and management skills.
The document outlines the top 10 pitfalls of application management services. It discusses issues like poorly managed transitions from sales to delivery, lack of application portfolio rationalization, unclear definitions of quality and metrics, poor communication, insufficient governance, and lack of innovation in partnerships. The document provides recommendations to avoid these pitfalls like comprehensive planning, establishing governance structures, and focusing on continuous improvement.
This document outlines best practices for project managers to build sustainable enterprises, including leveraging proven quality methodologies like Six Sigma and Lean to improve processes and reduce costs. It emphasizes effective knowledge management, collaborative innovation with customers, and cultivating an "innovation as a habit" mindset in project teams. Adopting these practices can help optimize processes, increase productivity, deliver more value to customers, improve customer satisfaction and loyalty, and ensure long-term business growth and sustainability.
Assessment Of An Enterprise-Level Business SystemTiffany Graham
This document analyzes the business processes at Platinum Concepts Pty Ltd and identifies areas for improvement. Currently, the company lacks automation and most work is done manually using paper-based systems. This leads to inefficiencies such as lost data, delays in fulfilling orders, and a lack of communication between departments. Implementing a business process management system through an ERP would address these issues by streamlining operations, facilitating information sharing, and supporting better strategic planning. Doing so could optimize workflows, enhance customer service, and help the company compete more effectively.
Inceku proposes a contact center and business processing services solution to facilitate key processes for Silver Dynamic Technologies, including client engagement, installation logistics, and customer service. The solution would involve managing business processes, quality assurance, and performance. It would utilize workforce management, technology/telephony infrastructure, and management information systems. The proposal provides an overview of Inceku's operating model and capabilities to deliver an outsourced solution handling an estimated 50,000 calls per month to support the installation of 300,000 meters over 24 months for Silver Dynamic Technologies.
Disasters could cripple your organization, suspending mission-critical processes and disrupting service to your customers. These disasters could be man-made or natural in nature.
The Business Continuity Plan addresses an organization’s ability to continue functioning when normal operations are disrupted. A Disaster Recovery Plan is used to define the resources, action, tasks, and data required to manage the business recovery process in the event of a disaster.
In this workshop you learn to identify vulnerabilities and implement appropriate countermeasures to prevent and mitigate threats to your mission-critical processes. You will learn techniques for creating a business continuity plan (BCP) and the methodology for building an infrastructure that supports its effective implementation.
Benefits of Attending:
Using a carefully selected case study, course participants will:
- Create, document and test continuity arrangements for an organization
- Perform a risk assessment and Business Impact Assessment (BIA) to identify vulnerabilities
- Select and deploy an alternate site for continuity of mission-critical activities
- Identify appropriate strategies to recover the infrastructure and processes
- Organize and manage recovery teams
- Test and maintain an effective recovery plan in a rapidly changing technology environment
Exclusive:
- Bring your BCP/DRP for private consultation review
- BCP/DRP Step-by-step Guide
- BCP/DRP templates and worksheets to aid you in applying and putting into practice what you have learned from this workshop
- FREE CD containing course material, case studies, and other related items of the training workshop
Who should attend:
- Vice Presidents, Directors, General Managers
- Chief Information Officers
- Chief Security Officers
- Chief Information Security Officers
- Chief Technology Officers
- Heads of Departments in Information Security Management
Contact Kris at kris@360bsi.com to register.
International Container Terminal Services, Inc. (ICTSI) commissioned EMC Consulting to help enhance the business continuity capabilities of its flagship division, the Manila International Container Terminal (MICT), in order to minimize disruptions. EMC conducted an audit of ICTSI's business continuity program and identified areas for improvement. They then helped develop department-level recovery plans for two pilot departments, standardizing the format. The project trained internal staff to continue expanding the program throughout the company. The standardized plans aimed to balance usability during crises with sufficient detail.
Practical ITSMS Transformation Techniques Competency BuildingSukumar Daniel
A core element of any transformation initiative is preparing the people competencies required for achieving sustainable transformation.
This white paper describes the integrated Competency development program aimed at addressing the needs of enterprises to ensure that their people are prepared and able to transform from the traditional Technology based management style to a Customer Outcome focused Service Oriented Management style
The Total Economic Impact of Using ThoughtWorks' Agile Development ApproachThoughtworks
This document analyzes the total economic impact of using ThoughtWorks' agile development approach based on interviews with four client organizations. It finds that clients saw benefits such as improved efficiency and quality from ThoughtWorks' experienced staff, and earlier delivery of key business requirements through the agile methodology. The analysis estimates potential returns on investment of 23-66% over three years for clients. It provides a framework for organizations to evaluate the potential costs and benefits of engaging ThoughtWorks for agile software projects.
The Seven Enablers & Constraints Of IT Service Management - Research Update 2011Pink Elephant
This document discusses 7 key enablers and constraints for successful IT service management projects: leadership, resources, knowledge & skills, integrated tools, ability to deploy, ability to affect behavioral change, and program momentum. It summarizes research from 2008 and 2011 surveys on the importance and impact of these enablers. The 2011 survey found that higher education institutions were increasingly adopting ITSM practices. The document argues that while the enablers provide energy for projects initially, they can become constraints if lacking. Understanding and managing these constraints is critical for project success.
The 7 enablers and constraints of itsm 2011 v1 finalTroy DuMoulin
The document discusses seven key enablers that are critical for the success of IT service management projects, but can also act as constraints if not properly managed. These enablers are leadership support, resources, knowledge and skills, integrated tools, ability to deploy changes, ability to affect behavioral changes, and maintaining program momentum. The document reports on research conducted in 2008 and updated in 2011 that surveyed organizations on the challenges they faced with these enablers. It found that issues with leadership, resources, and affecting behavioral changes were the most common reasons for ITSM project failures. Effective management of these constraints is important for organizations to realize the benefits of their ITSM initiatives.
Best Practices for Implementing Self-Service AnalyticsMattSaxton5
Self-service analytics is generally recognized as a valuable asset within corporate strategies, and it’s easy to see why: it provides process experts with the user-friendly tools they need to tackle their day-to-day challenges. It allows problems to be resolved faster and frees up central analytics groups to focus on other pressing issues.
In this ebook, we will share five key learnings from some of our most successful customers in order to help you drive your self-service analytics journey towards success.
Learn more about advanced industrial analytics at www.trendminer.com
Traditional business intelligence solutions are costly, complex, and fall short of enabling organizations to achieve their goals of improved efficiency and effectiveness. They focus only on reporting and analysis of key performance indicators, rather than integrating with business processes to drive changes. Open source solutions are needed that are less expensive, more customizable, and that integrate business intelligence with workflow and process management to address business problems as complete solutions.
This document discusses the need for measuring user experience (UX) in digital workplaces through experience levels (XLs) and experience level agreements (XLAs). Traditionally, workplaces used service level agreements (SLAs) to measure operational performance, but SLAs do not capture how well technology enhances UX and productivity. XLs go beyond SLAs to measure factors influencing UX, like application performance and functionality. The document argues that XLs and XLAs can provide a more holistic view of technology's impact on employees and business outcomes compared to SLAs alone.
The Total Economic Impact of Using ThoughtWorks' Agile Development ApproachThoughtworks
The document analyzes the total economic impact of using ThoughtWorks' agile development approach based on interviews with four of ThoughtWorks' customers. It finds that the customers experienced benefits such as improved efficiency, reduced defects, and faster delivery of key business requirements. It constructs a financial model for a composite organization based on these customers, estimating a three-year ROI of 29% after adjusting for risks. The analysis indicates that agile development with ThoughtWorks can provide a significant return exceeding typical hurdle rates for IT investments.
Removing the barriers to business transformation with ArchiMateCorso
Typical Entry Points for Enterprise Architecture
What is ArchiMate?
How ArchiMate helps business transformation
Current tools used to manage business transformation
The document is a Forrester Consulting study on the total economic impact of IBM UrbanCode. It includes interviews with four IBM UrbanCode customers representing industries such as banking, insurance, and financial services. The interviews found that with IBM UrbanCode, organizations were able to reduce deployment times by up to 75%, improve application development productivity by at least 15%, and lower costs by reducing failed deployments. A composite organization analysis estimates a 482% return on investment and $3.1M in net benefits over three years from deploying IBM UrbanCode.
Nintex Workflow for Sharepoint - Return on Investment Whitepaper by Forrester...David J Rosenthal
Nintex commissioned Forrester Research to conduct aTotal
Economic Impact™ (TEI) study and examine the potential
return on investment (ROI) that enterprises may realize by
deploying Nintex’s workflow platform. The purpose of this
study is to provide readers with a framework to evaluate the
potential financial impact of using the Nintex workflow platform
within their organizations.
To better understand the benefits, costs, and risksassociated
with the implementation of the Nintex workflow platform, which we will refer to as the Platform, Forrester interviewed several
customers with multiple years of experience using Nintex Workflow and Nintex Forms. These customers recognize the value
inherent in automating processes. Their colleagues and customers are working both in offices and on mobile devices and
are spread across many countries. Content necessaryto collaborate and make business decisions is stored in many
applications across these devices. They have some well-defined processes, but the steps leading up to these processes or
to connect closely related processes are loosely defined and manual. With Nintex Workflow, customers can automate their
processes and create workflows that connect their people, processes, and content. With Nintex Forms, Nintex provides an
easy way to collect data from colleagues and customers within the workflow. Using Nintex Mobile, customers can extend
these workflows to users who are on the go. With Nintex Connectors, customers can easily integrate cloud services and lineof-business applications into their workflows.
Prior to using the Platform, these customers were mostly relying on custom code to automate processes. However, it was
difficult and time-consuming to build workflows, and many processes remained manual (e.g. paper-based,email, excel files)
while a backlog of requests for automation grew. This left customers frustrated with process inefficiencies and the inability to
automate faster. With the Platform, customers are able to automate processes in pace with demand, connect the right
people and data in each process, and easily make changes to workflows as processes change. This results in increased
productivity for end users and IT, reduced costs associated with automation, better collaboration, and higher quality of work.
- The document discusses using an eco-friendly mulching technique as a value engineering approach to enhance road safety and aesthetics on a highway project in Andhra Pradesh, India.
- The mulching technique involved using nearby available paddy grass as a mulch material in highway median plantations. This led to 3 times growth of plants, 2 times foliage coverage, 52% savings in water consumption, and substantially reduced weed growth, while reducing maintenance costs by 10-12%.
- The mulching approach was explored as part of a continual improvement process using kaizen principles and provided both environmental and economic benefits for the road project.
The document discusses the implementation of Project Management Institute (PMI) guidelines at LIFE REPUBLIC, a large township development project near Pune, India. It describes the objectives of establishing standardized project management processes and techniques. It outlines some key challenges for the project related to its large scale and complexity. It then details how PMI methodologies were used to develop tools like a project management office, communication plans, responsibility matrices, and risk registers. The results included setting standards, training project teams, and achieving better cost control and coordination across multiple agencies involved in the project.
Day 1 1620 - 1705 - maple - pranabendu bhattacharyyaPMI2011
This document discusses the need for predictable estimates in software project delivery and describes TCS's approach to improving estimation predictability. Some key points:
- Inaccurate estimates can lead to billions in losses due to cost overruns, failed projects, and reduced productivity.
- TCS implemented an estimation framework using standardized models, metrics, and continuous feedback to select the best model for different project types.
- A case study showed their approach improved productivity by 15-41%, reduced project scraps by 55%, and increased model coverage from 26% to 80% over three years.
This document discusses 5 mantras for achieving project success the first time. The mantras are:
1. Eliminate false requirements - False requirements waste time and resources. Project managers must carefully identify and remove pseudo requirements.
2. Tour your execution - Project managers should thoroughly plan their project execution through virtual "tours" to identify gaps, risks, assumptions and contingencies before starting work.
3. Be passionate yourself - A project manager's passion is critical for energizing the team and driving success. Communicating vision and overcommunicating are keys to maintaining passion.
4. Do not just use rear view planning - Project managers should take a proactive rather than reactive approach, anticipating potential issues
This document discusses the advantages of using Global Navigation Satellite Systems (GNSS) like GPS for monitoring construction projects. It outlines 9 key factors project managers should consider when implementing GNSS-based monitoring solutions, including accuracy variations due to ionospheric effects, number of visible satellites, geometric dilution of precision, and use of augmentation systems. Proper understanding of these factors is important for effective project management using GNSS technologies.
This document describes how an IT services organization transformed its "bench" resources into a learning organization. The organization faced issues with associates on the bench feeling unproductive and demotivated. It was also difficult to continuously enhance employee skills due to costs.
The author led an initiative over 14 months to manage, nurture and mature over 400 consultants across different capabilities and geographies. Associates on the bench were engaged in activities like creating reusable components, training, knowledge sharing and publishing white papers.
This transformation approach resulted in benefits such as reduced attrition, increased productivity and deployability. It also led to improved employee satisfaction, motivation and the creation of a learning culture within the organization.
The document discusses the importance of marketing communications in successfully launching innovative products. It argues that while innovation is crucial for businesses, new products often fail due to poor marketing. The author analyzes how marketing can help products cross the 'chasm' between early adopters and mainstream customers. Real-world case studies demonstrate how strategic communications can magnify a product's market, while weak messaging can diminish it. Later sections provide best practices for marketers to follow when promoting innovations, including common pitfalls to avoid.
The document discusses challenges in managing small teams that are different from large teams. While most literature focuses on simplifying processes for small projects, the document emphasizes the need to address human aspects like deciding roles based on strengths, providing training and mentoring, and motivating team members. It suggests managers of small teams should have moderate technical skills and interpersonal training to effectively lead and develop young team members, and to minimize impacts of attrition which greatly affect small teams.
The document discusses agile metrics that can be used at different levels - project, program, and portfolio. At the project level, metrics measured during planning include story points and velocity. During execution, metrics include burn-down, burn-up, and escaped defects. Risk and quality are also measured. At the program and portfolio levels, priorities are set and multiple teams contribute to releases, requiring metrics like cycle time. Agile principles provide value-driven delivery through iterative development and customer feedback compared to the traditional waterfall model.
This document discusses managing diverse projects for organizational success. It outlines several challenges in managing diverse project teams, including cultural diversity, remote project management, weak ethics, and using traditional tools. It then provides recommendations for developing a global strategy, such as commitment from leadership, collaboration, understanding diverse teams, adopting lean delivery models, and continual improvement. A case study example is also presented of how one organization overcame challenges through implementing solutions like gap analysis and focusing on critical success factors and lessons learned.
This document discusses balancing creativity and business needs in managing research and development (R&D) projects. It proposes a six-step project management framework to effectively manage innovation given practical constraints of time and budget. While creativity thrives on uncertainty and freedom, some process is needed to move ideas through an "innovation funnel" toward commercialization. Adopting project management practices can help accelerate the innovation process if the processes acknowledge differences between researchers focused on novelty and engineers focused on prototypes and pilots.
This document discusses how organizations can increase productivity by systematically learning lessons from failures and successes. It proposes a lessons learned process that involves failure analysis, reviewing solutions, deploying and confirming solutions, learning from successes, and documenting and sharing lessons. Implementing this process helps reduce risks by avoiding past mistakes and repeating successes. The process includes root cause analysis, reviewing solutions, testing solutions, and confirming they address the original problem before lessons are documented and shared organization-wide. This systematic learning from failures and successes helps organizations continuously improve over time.
This document discusses using a "middle-out" balanced scorecard approach to monitor benefits realization in large transformation programs. It begins by describing the typical benefits management lifecycle and framework, including identifying, analyzing, planning and realizing benefits. It then explains how a balanced scorecard is usually designed in a top-down manner at the corporate level but proposes a middle-out approach where individual project scorecards are developed and connected to an overarching program scorecard to track progress towards intended benefits. The document provides an example case study where this middle-out balanced scorecard approach was adopted to monitor a program.
The document discusses challenges with realizing the envisioned outcomes of mergers and acquisitions (M&A). It states that two-thirds of M&As fail to achieve their planned integration timelines and costs. The complexity of integrating two companies' strategies, business processes, and IT systems makes post-M&A integration difficult. Additionally, constant changes in the business environment require dynamic reprioritization for success. The document advocates for a strategic program management approach for post-M&A integration that focuses on realizing the original synergies of the M&A business case and is adaptable to changing conditions, rather than a traditional project management approach only focused on milestones and timelines. It provides an example of how strategic program management
This document discusses a framework for motivating quality experts to become quality innovators. It outlines several challenges, including getting a dedicated team of innovators from a non-billable resource team, and motivating innovation that is non-technical and provides internal benefits rather than external customer value. The proposed framework includes appointing innovation champions and teams, creating a sense of competitiveness, tracking progress regularly with senior management support, rewarding and supporting creativity, utilizing employee diversity, and creating a positive work environment. The benefits discussed are improved business and quality management processes, as well as lessons learned and critical success factors.
Shallu soni mymoonshabana_lavanya raghuramanPMI2011
This document discusses challenges faced by women and empowering women for a better tomorrow. It identifies key challenges such as gender suppression, emotional guilt, self-negligence, weak networks, forcible quitting, and untapped potential. A SWOT analysis is conducted to examine weaknesses and threats. Solutions are proposed to overcome weaknesses including self-care, strong women's networks, communication, and realizing one's potential. Solutions are also suggested for society to overcome threats such as promoting gender equality, reducing social stigma, and supporting work-life balance. The document emphasizes that empowerment begins with gaining confidence and decision making skills at home and having supportive networks and organizations to help women reach their full potential.
This document discusses lessons that can be learned from emergency medicine management in hospitals and applied to Agile project management. It notes that emergency departments use techniques like triage to prioritize patients, minimize wait times, ensure backup support, and conduct root cause analyses of clusters of cases. These approaches help maintain smooth operational flow even during chaotic periods. The document argues that Agile teams can benefit from incorporating similar concepts like prioritizing issues based on need, having backup support, and analyzing root causes of emergencies to improve preparedness. Emergency medicine has evolved effective strategies over time to consistently respond to uncontrolled events, and Agile teams can learn from these practices to better handle unexpected tasks and ensure on-time delivery while maintaining quality.
This document discusses how successful program management can enable business transformation. It argues that adopting a partnership approach through effective communication and collaboration allows organizations to achieve desired outcomes. The key is applying basic principles like working as one team and enabling services. This includes cultural integration, leadership development, and enhanced communication. Together these help create a collaborative environment and maximize benefits through a structured implementation model. The partnership approach was used successfully in one program to realize over £700k in benefits, increase market share by 50%, and achieve a 200% increase in new business. Adopting this framework of staying relevant to stakeholders can help delivery teams understand challenges and add value for all parties.
This document describes an estimation framework developed by Tata Consultancy Services to standardize and improve the accuracy of software project estimations. The framework includes components for sizing, effort estimation, scheduling, resource planning, and costing. It also includes a decision matrix to select the appropriate estimation model based on project characteristics. Continuous feedback from project outcomes is used to refine the framework over time through a plan-do-check-act cycle. The framework aims to increase predictability and reduce risks associated with inaccurate project estimations. A case study demonstrates how the framework was applied to a sample project.
This document discusses a successful change management initiative in a government research and development organization in India. The organization previously had a project-based structure, but was reorganized into a matrix structure with groups for design, development, testing, and implementation. This allowed for better knowledge sharing and resource allocation across projects. Key steps taken included establishing a change management team, communicating the need for change, analyzing costs and risks, and empowering staff. The new structure improved documentation, coordination between groups, and on-time delivery of projects to clients. As a result, employee and client satisfaction increased.
Profiles of Iconic Fashion Personalities.pdfTTop Threads
The fashion industry is dynamic and ever-changing, continuously sculpted by trailblazing visionaries who challenge norms and redefine beauty. This document delves into the profiles of some of the most iconic fashion personalities whose impact has left a lasting impression on the industry. From timeless designers to modern-day influencers, each individual has uniquely woven their thread into the rich fabric of fashion history, contributing to its ongoing evolution.
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.
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
Ellen Burstyn: From Detroit Dreamer to Hollywood Legend | CIO Women MagazineCIOWomenMagazine
In this article, we will dive into the extraordinary life of Ellen Burstyn, where the curtains rise on a story that's far more attractive than any script.
AI Transformation Playbook: Thinking AI-First for Your BusinessArijit Dutta
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.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
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The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
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2. Synergistic effort using soft skills and
project management techniques in ITSCM
consulting engagement
Rajat Maini – Technology Lead, Infosys Limited
3. Contents
1. Introduction...................................................................................................................................... 4
1.1 Behavioral Competencies ............................................................................................................. 4
1.2 IT Service Continuity Management (ITSCM): ............................................................................... 4
1.2.1 Why ITSCM? ........................................................................................................................... 5
1.2.2 ITSCM Lifecycle ...................................................................................................................... 5
1.2.3 Does ITSCM strategy differ across Industry verticals? ........................................................... 5
2. Disaster Recovery Planning (DRP) ................................................................................................. 6
2.1 Planning a DRP ......................................................................................................................... 6
2.2 Multilateral DRP ........................................................................................................................ 7
3. Linking behavior competencies pragmatically to project management techniques ........................ 7
4. Case Study ...................................................................................................................................... 8
4.1 About Client ............................................................................................................................... 8
4.2 Challenges encountered ........................................................................................................... 8
4.3 Solution approach for Multilateral DRP – Synergistic efforts in blending of behavioral and
project management techniques ............................................................................................... 9
4.4 Critical Success Factors (CSF) ............................................................................................... 10
4.5 Benefits of multilateral DRP .................................................................................................... 10
4.5.1 For client ...............................................................................................................................10
4.5.2 For all partners ......................................................................................................................11
4.6 Pedagogical Outcomes ........................................................................................................... 11
5. Conclusion..................................................................................................................................... 13
6. References .................................................................................................................................... 13
7. Appendix ....................................................................................................................................... 14
8. Author‟s Profile .............................................................................................................................. 15
3 Page
4. 1. Introduction
A possible connotation of “Synergy” is “the interaction of elements that when combined produce a
total effect that is greater than the sum of the individual elements, contributions, etc.”
Standard projects with well-defined scope, time and budget components can be executed by following
®
the defined project management processes, tools & techniques from PMBOK . However, with the
vastly changing IT environment it is trending towards the need to deliver projects and programs with
an end-to-end accountability, including delivery from clients and partners. Thus, blending the best
available frameworks on collaborative working, aided with project management techniques becomes
fundamental for a sustainable tomorrow.
In other words, a synergistic effort, involving soft skills along with project management techniques is
required for achieving a successful outcome where clients and partners are involved.
1.1 Behavioral Competencies
Behavioral competency is defined as a skill identified by an organization, as necessary for its
employees to be successful in an organization and/or necessary for employees to be successful in a
specific job. Examples of such behavioral competencies are professionalism, customer service
attributes, working collaboratively, communication skills etc. According to the survey conducted by
Society for Human Resource Management (SHRM) in 2008 on behavioral competency, the samples
collected from 417 randomly selected HR Professionals; behavioral competencies are used in
recruitment, hiring and selection process, performance management, training and development, and
succession planning. Even then, behavioral competencies have been identified for only 24 percent of
specific jobs. The survey also highlighted that 9 percent of HR professionals feel that it is “too new to
measure outcome”.
Dale Carnegie, a writer, and the developer of recognized courses in self-improvement, corporate
training and interpersonal skills, had authored a book „How to Win Friends and Influence People‟ in
1936. In this book, Dale had laid down the guidelines, by virtue of whose practice a person can win
people to his/her way of thinking and influence an outcome. Dale was a firm believer that behavioral
skills of an Individual can be honed. Several organizations are now focused on cultivating behavior
competencies as a professional habit in their employees, by running soft skills development
programs. The question that arises is; how does one hitch a successful outcome pragmatically to
these behavioral competencies and soft skills?
1.2 IT Service Continuity Management (ITSCM):
ITSCM aims to manage risks that could seriously impact IT services. ITSCM ensures that the IT
service provider can always provide minimum agreed Service Levels, by reducing the risk from
disaster events to an acceptable level and planning for the recovery of IT services.
4 Page
5. 1.2.1 Why ITSCM?
IT recovery forms an integral part of Business Continuity Planning (BCP). With the growth and
advancement in technology, this however, has simply complicated the Disaster Recovery (DR) of IT
services. An ITSCM describes how continuity is ensured for specific disaster events and services. It
specifies the measures to enhance the resilience of IT services and describes how to effectively
respond to a disaster event.
Note: Organizations which are working in an ITIL (Information Technology Infrastructure Library)
framework call it ITSCM, while others call it DR.
1.2.2 ITSCM Lifecycle
As shown in the pictorial representation of ITSCM lifecycle (below), it can be divided into six important
phases of the processes, each process is dependent on all other processes & machinery stops if one
process fails.
Figure 1 : ITSCM Lifecycle
A brief description of each phase is listed below:
Phase Description
Assess the present scenario, the requirements (Business & Technology) &
Assess & Analyze
the feasibility for the next phase of planning & designing the ITSCM solution
Plan & Design Define & strategize „Plan of Action‟ for implementing DR / BCP capability
Create the DR solution which is completely aligned with the planned ITSCM
Solution Build
solution
Test Test the built solution developed for its effectiveness & efficiency
Rollout of the solution into live environment. Also Training & Creating
Solution Rollout & Training
Awareness about the program & business solution.
Maintain the built solution & improve the solution to ensure parity with
Maintain & Improve
present industry best practices & meet the industry standards
*Reference: Infosys – ITSCM Tool Kit
1.2.3 Does ITSCM strategy differ across Industry verticals?
The characteristics and features of every industry vertical are different and so is their ITSCM strategy.
Financial sector had traditionally led the way in development of ITSCM due to a number of factors:
• The time horizons under which it operate
• Influence of financial regulations and regulators
Manufacturing industry requires different type of ITSCM strategies than financial sectors due to:
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6. • Supply-Chain dependency on the environment
• Managing Just-In-Time (JIT) inventory
• Manufacturing facilities are handling disasters on a daily basis (e.g. equipment breakdown in
plant, component manufactured is not being up to the quality standard)
This paper explains about Infosys‟ approach of using soft skills and project management techniques
in an ITSCM consulting (Assess and Analyze Phase) engagement. Infosys had to analyze the
business requirements and technology needs for a manufacturing client and provide consultancy
services in disaster recovery planning for one of their critical applications.
Note: The ITSCM lifecycle or its strategy development is not being discussed in this document, but its
existence is mentioned for completeness.
2. Disaster Recovery Planning (DRP)
A disaster can strike anytime, anywhere and in any organization including yours. When a disaster
strikes, it tends to compromise the capability of an organization to achieve its mission, it erodes its
reputation, brand value and image; and in adverse cases, its customer base, market share and its
profitability. Thus, an organization must have a Disaster Recovery Plan; a documented, tested and
verified procedure to recover from disasters.
2.1 Planning a DRP
The Disaster Recovery Planning requires a structured, methodical and comprehensive approach, for
an organization to achieve its operational capability once a disaster strikes. Thus, a DRP is required
to be executed as a „Project‟ leveraging the guidelines laid down by Project Management Institute
®
(PMI) in PMBOK .
Each organization consists of three components as depicted in Figure 2 below. These are:
• Process – Provides details on
delivering products and services to
client
• Participants – One‟s who participate
in the execution of each business
process
• Infrastructure and Resources – Used
in the execution of the business
process
Figure 2 : Elements of an Organization
These three elements of an organization are tightly integrated through information flow. Progressive
organizations are keeping themselves precocious by maintaining a DRP, which protects their
organization from disasters.
In a DRP, importance is given to the recovery of IT Infrastructure and IT Services. Project Manager
can effectively manage the recovery of IT Services as an independent item using the guidelines from
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7. ®
PMBOK . For an end-to-end recovery for business continuity, requires resumption of business and
information flow. But, what should an organization do for an end-to-end recovery? Let us analyze a
few questions, which may bring a new perspective, which are repetitively overlooked while planning a
DR.
What happens if a disaster transpires in your outsourced contact center? How does it impact
your operations? What is the impact on your business?
What if your third party technology service provider fails you due to lack of DRP?
What happens if your key technical client has a disaster? What is the impact on you?
What happens if your key supplier of raw materials or information has a disaster? What must
you do to support their recovery efforts?
What is the impact on your customer, suppliers and business partners if you‟ve a disaster?
What would you want them to do to support your recovery efforts?
2.2 Multilateral DRP
In view of the situation arising out the questions written above, it is pertinent to address Business-to-
Business integration that grows under the banner of „cost sharing‟, „outsourcing‟, „collaboration‟ and
„cooperation‟. Thus, the need to extend our DR planning endeavors to our clients and partners. In
other words, plan for a multilateral disaster recovery involving your outsourced IT partners, vendors,
suppliers and customers.
Solutions to the above questions would give you few reasons, as to why a “Multilateral DRP” when
taken up as a project must go beyond the borders of project management. You (i.e., Project Manager)
need to have an additional quality of behavioral competencies to influence an outcome. So, what
should be the approach to mix behavior competencies with project management techniques?
3. Linking behavior competencies pragmatically to project
management techniques
Breaking down the guidelines laid down by Dale Carnegie in his book “How to win friends and
influence people” on behavior competency for pragmatically influencing decision making and linking
them with project management guidelines.
Dale Carnegie’s
Behavior Attribute advice on Behavior Pragmatic Approach Technique Used
competency
Fundamental Establish a team
Don't criticize, Encourage
technique in Handling Plan joint
condemn or complain participation
people workshops
Become genuinely
Publish RACI &
interested in other
Provide a common promote Mentoring
Ways to make people people
platform to all
like you Talk in terms of the
participants Joint assessment
other person's
sessions
interests.
Win people to your Dramatize your ideas Visualize your thoughts Plan for Interactive
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8. way of thinking and seek others discussions
confirmation Conduct awareness
sessions
Visual Reporting
displaying progress
Publish all
Take decisions based proposed options
Ask questions instead
on data shared and and Negotiate with
of giving direct orders
analysis performed all participants for
Be a leader
final decision
Use encouragement. Re-visit the plan based Document the Plan
Make the fault seem on learning and Regularly update it
easy to correct. experience and share with all
Multilateral DRP is reliant upon mentoring and availability of human resources, confirmed scope of
the project along with the extent of Information disclosure and sharing amongst all partners.
4. Case Study
The case study involves the experience of a successful consummation of multilateral DRP for a
manufacturing client by Infosys. Infosys project governance team overcame disparate set of
challenges by exhibiting the blend of behavior traits & project management techniques.
4.1 About Client
A leading producer of Nickel from Canada with its parent firm being the second biggest mining
company in the world, operating in 38 countries, spread across 5 continents and employs over
126,000 people.
4.2 Challenges encountered
• Client had subscribed to Infrastructure as a Service (IaaS) from another IT service provider. This
IT Service provider was irresolute on sharing any information with Infosys for the fear of
disclosure of proprietary information external to its organization
• One of the main components of this application was developed and maintained by another
partner, requiring participation from a Vendor and a partner. There was lack of support from both,
partners and vendors due to low priority given to multilateral DRP
• Scope of this multilateral DRP to be agreed with all business partners
• Limited budget for DR Planning and very stringent timelines to be met
• Solution being relevant to Client‟s business requirements and strategic needs
• Solution should be designed using the existing IT infrastructure with minimal additional
investment
• Critical human resources being unavailable during the initial phase of requirement gathering
• Project resources (of Infosys) working from three different countries and two different time zones
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9. 4.3 Solution approach for Multilateral DRP – Synergistic efforts in blending of
behavioral and project management techniques
The under mentioned steps are derived from the process of Infosys‟ practical approach of providing
consultancy service for a Multilateral DRP involving client, its third party technology partners and
vendors. Infosys project governance team managed it as a project utilizing the project management
®
framework from PMBOK and its concomitant behavioral attributes to influence a successful outcome.
1. Conducting awareness: To obtain management buy-in from the organization and to involve
the business partners from the very beginning by engaging them from the Initiation phase.
Emphasize on importance of using approach that is suitable for both the message being
transmitted and the targeted audience.
2. Establish a project team: To overcome coordination hassles and information sharing
amongst business partners, a project team (from all partners) including a project manager
has to be identified at the onset of this project. The end objective is to obtain resource
commitment, mentoring them and to coordinate DR Planning activities. To maintain the
objective and unbiased acceptance of the proposed solutions, it may be prudent for client to
act as a project facilitator. The project facilitator would function as a project manager,
ensuring all participants are treated equally, continue the flow of information amongst all
participants and facilitate decision making.
3. Publishing a RACI matrix: Allocating team members would not suffice until the roles and
responsibilities are communicated. Allow the „Accountable‟ to mentor the „Responsible‟, who
as Protégés starts to observe and explore. Design the alliance, and be clear about what this
relationship will look like and how it will be managed.
4. Publish the strategy statement: Based on the agreement with all partners, publish a
strategy statement encompassing all aspects of a project management plan along with all
workable options proposed to contain a disaster and recovery of IT Services in multilateral
environment. All options proposed (and published) may not be acceptable to all partners.
Project manager must consider all options as a „Negotiable‟ attribute. Most important tip to
successful negotiation is to control your emotion, remain calm, and be genuinely interested in
others opinions & concerns; then put across your point of view.
5. Obtain strategy approval: It‟s imperative that all partner organizations understands and
supports the DRP. This step is deemed necessary as a formal review and approval before an
organization‟s disclosure of proprietary information external to its organization for a DRP.
6. Plan for interactive discussion(s) on information sharing: An information critical to one
partner may not be relevant for another. Thus, we need to plan for interactive discussions,
where participants would identify disaster scenarios in a multilateral environment, analyze the
situation together, and conclude it with identification and agreement to a bilateral solution.
The objective is to put a framework together to analyze this situation on a continual basis and
continue with the cadence setup to initiate discussions on DRP with suppliers & business
partners.
7. Conducting interdependency assessment: It is necessary to obtain an understanding of
the impact of a disaster from all partners‟ perspective. A disaster may have a varied impact
on all partners. Provide a framework to all partners to conduct their own impact assessment
of all known disasters. You are not asking all partners to do a multilateral DR assessment, but
rather participating in their process and learning from their experience.
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10. 8. Conducting resolution workshops: Provide an interactive method to ease out the flaws
from the solution design considering all partners opinions. It is the responsibility of project
managers to ensure that a common solution is adopted.
9. Prepare a joint implementation plan: These are worked out concurrently with resolution
workshops. Establish joint implementation teams to ensure a timely and accurate completion
of tasks.
10. Document multilateral DRP: Documentation is the easiest step in the overall process. It is
important that all partners adopt a common implementation schedule, conducting regular
reviews, keeping their respective management abrasive about the developments and above
all follow a common structure and content for the DR Plan. This ensures an easier change
transition within each organization and its subsequent reviews.
Note: The steps though mentioned sequentially, were executed as per the Project Management
processes
4.4 Critical Success Factors (CSF)
Infosys identified critical success factors for this project as behavioral attributes. These were:
1. Participation and continuous engagement from all partners: Infosys planned for it by
a. Setting up of daily cadence for its project team
b. Weekly cadence for steering committee
c. Joint workshops for solution development and its reviews with partners and client
d. Phase end reviews jointly by partners and client
2. Finalized Scope: Infosys overcame technology based interfaces between two partners by
e. Conducting awareness workshop
f. Conducting walkthrough sessions on the end project objectives
g. Joint workshops including all partners and client to finalize the scope
h. Publishing the project strategy statement along with RACI matrix to all participants
3. Cooperation & Compromise: It gets difficult to get productive participation from resources
within the same organization. The complexity increase 10-folds when dealing in a multilateral
DRP. The CSF here is to maintain a mindset of cooperation and compromise.
4. Creating an environment conducive for solution creation: Infosys could do so by facilitating
joint resolution workshops and by tracking all pending issues in an Issue log. This issue log
gets reviewed by steering committee on a weekly basis.
5. Patience is the key in a multilateral DRP: General cooperation was superficially maintained.
Infosys was able to get the information sharing flow ongoing by creating a meeting and action
item tracker, which holds the minutes of the meetings along with Information requested from
partners, its responsibility and ETA. The same was shared with the steering committee on a
weekly basis to overcome hassles of non-cooperation from participants.
4.5 Benefits of multilateral DRP
4.5.1 For client
Benefits derived by the client due to successful execution of this consulting project by Infosys were:
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11. • Assessment blueprint that provides a consolidated view of impact to recovery of all
infrastructure components
• DR solution that leverages all aspects of the current IT infrastructure with no additional
investment
• Multiple technically viable options of each component to meet DR requirements
• Scientific way of selecting solution recommendation which was in line with the DR strategy
• A solution Implementation plan which acts as a baseline project plan for implementing DR
solution recommendations
• DR Strategy that provides a roadmap to meet the business requirement
4.5.2 For all partners
Multilateral DRP has number of benefits for all partners, including:
• Advanced level of preparedness with business partners, in recovering from disasters. This
promotes an interdependent relationship and further advances business-to-business
integration
• Strengthening the functioning relationship amongst all partners by continuous supply of
business and information flow
• Measurable competitive advantage in IT Service Continuity Management for each partner
• Extended influence and support external to the organization, improves the brand value and
reputation
• Interactions by management and staff will strengthen the operational interface between
partners
4.6 Pedagogical Outcomes
Lessons learnt are documented below as a sustainable guide for eradicating common pitfalls, for
project managers who intend to take up multilateral application disaster recovery planning projects.
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13. 5. Conclusion
Unexpected events and incidents can become disasters. Disasters can strike any organization, your
organization as well. A disaster recovery management is about being able to recover (or resume) IT
services „without missing a beat‟.
Today‟s organizations are driven by business and information flow, integrated with its business
partners. Each core element of an organization has several direct and indirect dependencies on its
business partners for disaster recovery, some of which are beyond the boundaries that can be
controlled alone by project management. Thus, an organization can achieve a multilateral disaster
recovery planning by.
• Driving it as a project - leveraging all aspects of project management techniques
• Influencing the decision making on business & information flow from business partners
through behavioral competencies
A project manager requires exhibiting an approach which blends with behavioral competencies and
project management techniques, to influence decision making towards a successful multilateral DRP.
6. References
1. Society for Human Resource Management (SHRM) – Does your organization identify
behavioral skills for an employee‟s success? – Poll Findings available at
http://www.shrm.org/research/surveyfindings/articles/pages/identifybehavioralskills.aspx (last
accessed in June 2012)
2. Wikipedia® - Dale Carnegie – Available at: http://en.wikipedia.org/wiki/Dale_Carnegie (last
accessed in June 2012)
3. Wikipedia® - ITSCM – Available at: http://wiki.en.it-
processmaps.com/index.php/IT_Service_Continuity_Management (last accessed in June
2012)
4. Wikipedia® - Business continuity planning – Available at:
http://en.wikipedia.org/wiki/Business_continuity_planning (last accessed in June 2012)
5. Wikipedia® - Disaster Recovery – Available at: http://en.wikipedia.org/wiki/Disaster_recovery
(last accessed in June 2012)
6. iPRISE (Integrated Process Repository for IT Infrastructure Service Excellence) – Infosys‟s
reusable process repository for IT Infrastructure process
7. Infosys‟s ITSCM Tool Kit
8. The Definitive Handbook of Business Continuity Management (Second Edition) by Andrew
Hiles FBCI – Published in 2008 by John Wiley & Sons, Ltd publications
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14. 7. Appendix
Name Explanation
IT Service Continuity Management A process by which plans are put in place and managed to ensure
(ITSCM) that IT services can recover and continue if a service failure occurs.
Identifies [an] organization's exposure to internal and external
threats and synthesizes hard and soft assets to provide effective
Business Continuity Planning
prevention and recovery for the organization, whilst maintaining
(BCP)
competitive advantage and value system integrity”. BCP is working
out how to continue operations under adverse conditions.
A condition in which an IT service is unavailable leading to
Disaster
significant disruption in executing normal business activities
It is the process, policies and procedures related to preparing for
Disaster Recovery (DR) recovery or continuation of technology infrastructure critical to an
organization after a natural or human-induced disaster.
A Plan which describes how an organization is to deal with
Disaster Recovery Plan (DRP)
disasters
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15. 8. Author’s Profile
Rajat works with Infosys as a Technology Lead. He
is a PMP certified professional and has 8 years of IT
Industry experience. He holds a Bachelor of
Engineering in Electronics and Communication. His
strengths include process analysis, driving service
optimization and executing continual service
improvement initiatives.
Email: Rajat_Maini@Infosys.com or
Rajat.Maini@gmail.com
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