Invloed en overtuiging monkeytalk 2015 spring editionMonkeyshot
How can we change behavior? And when do we speak of manipulation? Senior UX Architect Wim Janssens gives concrete examples and insights in how to integrate users into your story.
Marketing professionals often hear about the PMP certification, yet have difficulty understand what is it, why take it and what are the benefits to their profession and careers.
Here's a presentation to help demystify the Project Management Professional (PMP) certification for marketers / marketeers:
- what is Project Management and its body of knowledge
- the benefits and contexts in which it applies to Marketing
- how certified professionals make the most out of the PMP and translate that into a Marketing career
- BONUS: Project Management vs. Product Management comparison #ProdMgmt
~ Andre Piazza
Krezzo's "OKR Training Slides" is packed with an operational playbook, training materials, and OKR examples to ensure your program is on the right track. Register to access, and then customize as you wish!
Ex Assembly - Unpacking Employee Experience (EX) LearningCafe
Employee Experience (EX) is a term that gained tremendous visibility. However, EX means different things to different people. Josh Bersin recently highlighted the need to clarify what EX means and involves.
At one end, it could be bolting on new EX practices to current HR approaches and method. On the other end, it could involve the use of a human-centred design approach to identify employee needs and realities as the real starting point for designing and implementing HR solutions and processes.
We talk to a panel of experts and practitioners about EX and what it involves.
Agile in Practice An Agile Success Story February 2.docxnettletondevon
Agile in Practice
An Agile Success
Story
February 2012
2
Agile in Practice - An Agile Success Story
Contents
Overview
1
Why
Agile
2
How
We
Did
Agile
4
SCRUM-‐derived
Model
4
Distributed
Teams
5
Planning
6
Execution
7
Documentation
7
Reporting
8
Lessons
Learned
11
What
Worked
11
What
We
Could
Have
Done
Better
11
1 Agile in Practice - An Agile Success Story
Overview
Our client serves about 10,000 clients worldwide. Their aging platform was
proving to be inefficient, difficult and expensive to adapt to the changing needs of
their clients.
In August 2010 our client asked Deloitte Consulting (DC) to help drive an effort to
create a new global platform to offer portal, collaboration and document
management capabilities.
Many of the requirements for this new solution were above and beyond what the
selected platform, Microsoft SharePoint 2010 (SP), had to offer. To make matters
more complex, the expected number of combinations of clients, locations,
application modules and individual functionalities quickly grew into the
thousands. Moreover, our client had little experience embarking into an
enterprise like this one.
16 months and 11 releases later our top-talented DC team completed a solution
that exceeded our client's expectations. Each release delivered working
software, showing the team's progress and giving our client the opportunity to
adjust requirements and design as needed. Each release was delivered on time
and under budget, every time!
This document explains why we chose an agile life cycle model for this project,
how we implemented it and what lessons we learned, so other DC teams can
benefit from our experiences1.
1 For more information on Agile methodologies, please see the “Agile Development POV”
available on KX
2
Why Agile
Like many other large-scale projects, the first couple of months were mostly
dedicated to establish the overall vision, business case and define high-level
business requirements for the solution. We started off with a traditional waterfall
Software Development Life Cycle (SDLC) approach; given the strong emphasis
of our established methods (Playbook) and for the need for a tight control over
scope and budget, it seemed an adequate decision at the time.
The original concepts for the solution were vaguely defined so we needed a way
to make them concrete through continuous refinement iterations with our client.
By the end of January 2011, requirements and design work started to pile up and
our initial attempts to prototype some of these concepts were not working well.
The interactions between the client and DC teams took too long to get from
concept to requirements to prototype and back again. It was clear we had to
make important adjustm.
Agile in Practice An Agile Success Story February 2.docxsimonlbentley59018
Agile in Practice
An Agile Success
Story
February 2012
2
Agile in Practice - An Agile Success Story
Contents
Overview
1
Why
Agile
2
How
We
Did
Agile
4
SCRUM-‐derived
Model
4
Distributed
Teams
5
Planning
6
Execution
7
Documentation
7
Reporting
8
Lessons
Learned
11
What
Worked
11
What
We
Could
Have
Done
Better
11
1 Agile in Practice - An Agile Success Story
Overview
Our client serves about 10,000 clients worldwide. Their aging platform was
proving to be inefficient, difficult and expensive to adapt to the changing needs of
their clients.
In August 2010 our client asked Deloitte Consulting (DC) to help drive an effort to
create a new global platform to offer portal, collaboration and document
management capabilities.
Many of the requirements for this new solution were above and beyond what the
selected platform, Microsoft SharePoint 2010 (SP), had to offer. To make matters
more complex, the expected number of combinations of clients, locations,
application modules and individual functionalities quickly grew into the
thousands. Moreover, our client had little experience embarking into an
enterprise like this one.
16 months and 11 releases later our top-talented DC team completed a solution
that exceeded our client's expectations. Each release delivered working
software, showing the team's progress and giving our client the opportunity to
adjust requirements and design as needed. Each release was delivered on time
and under budget, every time!
This document explains why we chose an agile life cycle model for this project,
how we implemented it and what lessons we learned, so other DC teams can
benefit from our experiences1.
1 For more information on Agile methodologies, please see the “Agile Development POV”
available on KX
2
Why Agile
Like many other large-scale projects, the first couple of months were mostly
dedicated to establish the overall vision, business case and define high-level
business requirements for the solution. We started off with a traditional waterfall
Software Development Life Cycle (SDLC) approach; given the strong emphasis
of our established methods (Playbook) and for the need for a tight control over
scope and budget, it seemed an adequate decision at the time.
The original concepts for the solution were vaguely defined so we needed a way
to make them concrete through continuous refinement iterations with our client.
By the end of January 2011, requirements and design work started to pile up and
our initial attempts to prototype some of these concepts were not working well.
The interactions between the client and DC teams took too long to get from
concept to requirements to prototype and back again. It was clear we had to
make important adjustm.
Invloed en overtuiging monkeytalk 2015 spring editionMonkeyshot
How can we change behavior? And when do we speak of manipulation? Senior UX Architect Wim Janssens gives concrete examples and insights in how to integrate users into your story.
Marketing professionals often hear about the PMP certification, yet have difficulty understand what is it, why take it and what are the benefits to their profession and careers.
Here's a presentation to help demystify the Project Management Professional (PMP) certification for marketers / marketeers:
- what is Project Management and its body of knowledge
- the benefits and contexts in which it applies to Marketing
- how certified professionals make the most out of the PMP and translate that into a Marketing career
- BONUS: Project Management vs. Product Management comparison #ProdMgmt
~ Andre Piazza
Krezzo's "OKR Training Slides" is packed with an operational playbook, training materials, and OKR examples to ensure your program is on the right track. Register to access, and then customize as you wish!
Ex Assembly - Unpacking Employee Experience (EX) LearningCafe
Employee Experience (EX) is a term that gained tremendous visibility. However, EX means different things to different people. Josh Bersin recently highlighted the need to clarify what EX means and involves.
At one end, it could be bolting on new EX practices to current HR approaches and method. On the other end, it could involve the use of a human-centred design approach to identify employee needs and realities as the real starting point for designing and implementing HR solutions and processes.
We talk to a panel of experts and practitioners about EX and what it involves.
Agile in Practice An Agile Success Story February 2.docxnettletondevon
Agile in Practice
An Agile Success
Story
February 2012
2
Agile in Practice - An Agile Success Story
Contents
Overview
1
Why
Agile
2
How
We
Did
Agile
4
SCRUM-‐derived
Model
4
Distributed
Teams
5
Planning
6
Execution
7
Documentation
7
Reporting
8
Lessons
Learned
11
What
Worked
11
What
We
Could
Have
Done
Better
11
1 Agile in Practice - An Agile Success Story
Overview
Our client serves about 10,000 clients worldwide. Their aging platform was
proving to be inefficient, difficult and expensive to adapt to the changing needs of
their clients.
In August 2010 our client asked Deloitte Consulting (DC) to help drive an effort to
create a new global platform to offer portal, collaboration and document
management capabilities.
Many of the requirements for this new solution were above and beyond what the
selected platform, Microsoft SharePoint 2010 (SP), had to offer. To make matters
more complex, the expected number of combinations of clients, locations,
application modules and individual functionalities quickly grew into the
thousands. Moreover, our client had little experience embarking into an
enterprise like this one.
16 months and 11 releases later our top-talented DC team completed a solution
that exceeded our client's expectations. Each release delivered working
software, showing the team's progress and giving our client the opportunity to
adjust requirements and design as needed. Each release was delivered on time
and under budget, every time!
This document explains why we chose an agile life cycle model for this project,
how we implemented it and what lessons we learned, so other DC teams can
benefit from our experiences1.
1 For more information on Agile methodologies, please see the “Agile Development POV”
available on KX
2
Why Agile
Like many other large-scale projects, the first couple of months were mostly
dedicated to establish the overall vision, business case and define high-level
business requirements for the solution. We started off with a traditional waterfall
Software Development Life Cycle (SDLC) approach; given the strong emphasis
of our established methods (Playbook) and for the need for a tight control over
scope and budget, it seemed an adequate decision at the time.
The original concepts for the solution were vaguely defined so we needed a way
to make them concrete through continuous refinement iterations with our client.
By the end of January 2011, requirements and design work started to pile up and
our initial attempts to prototype some of these concepts were not working well.
The interactions between the client and DC teams took too long to get from
concept to requirements to prototype and back again. It was clear we had to
make important adjustm.
Agile in Practice An Agile Success Story February 2.docxsimonlbentley59018
Agile in Practice
An Agile Success
Story
February 2012
2
Agile in Practice - An Agile Success Story
Contents
Overview
1
Why
Agile
2
How
We
Did
Agile
4
SCRUM-‐derived
Model
4
Distributed
Teams
5
Planning
6
Execution
7
Documentation
7
Reporting
8
Lessons
Learned
11
What
Worked
11
What
We
Could
Have
Done
Better
11
1 Agile in Practice - An Agile Success Story
Overview
Our client serves about 10,000 clients worldwide. Their aging platform was
proving to be inefficient, difficult and expensive to adapt to the changing needs of
their clients.
In August 2010 our client asked Deloitte Consulting (DC) to help drive an effort to
create a new global platform to offer portal, collaboration and document
management capabilities.
Many of the requirements for this new solution were above and beyond what the
selected platform, Microsoft SharePoint 2010 (SP), had to offer. To make matters
more complex, the expected number of combinations of clients, locations,
application modules and individual functionalities quickly grew into the
thousands. Moreover, our client had little experience embarking into an
enterprise like this one.
16 months and 11 releases later our top-talented DC team completed a solution
that exceeded our client's expectations. Each release delivered working
software, showing the team's progress and giving our client the opportunity to
adjust requirements and design as needed. Each release was delivered on time
and under budget, every time!
This document explains why we chose an agile life cycle model for this project,
how we implemented it and what lessons we learned, so other DC teams can
benefit from our experiences1.
1 For more information on Agile methodologies, please see the “Agile Development POV”
available on KX
2
Why Agile
Like many other large-scale projects, the first couple of months were mostly
dedicated to establish the overall vision, business case and define high-level
business requirements for the solution. We started off with a traditional waterfall
Software Development Life Cycle (SDLC) approach; given the strong emphasis
of our established methods (Playbook) and for the need for a tight control over
scope and budget, it seemed an adequate decision at the time.
The original concepts for the solution were vaguely defined so we needed a way
to make them concrete through continuous refinement iterations with our client.
By the end of January 2011, requirements and design work started to pile up and
our initial attempts to prototype some of these concepts were not working well.
The interactions between the client and DC teams took too long to get from
concept to requirements to prototype and back again. It was clear we had to
make important adjustm.
apidays LIVE Australia 2021 - Why are some organisations slower than their co...apidays
apidays LIVE Australia 2021 - Accelerating Digital
September 15 & 16, 2021
Why are some organisations slower than their competitors?
Liz Douglass, Partner & Andy Tam, Director at Deloitte
Going Beyond WIP Limits for Ever-Higher Organizational PerformanceLeanKit
In this webinar, I introduce the concept of WIP Targets and their application at the enterprise scale, and address key questions about how to implement WIP Targets on your team and at scale.
This guide summaries a successful Agile transformation in Telco with a related case study.
Do not take the described steps of this guide as the only way to be successful, there can be many other alternatives for sure. However, this guide explains a way thats experienced to be successful in many companies and under different circumstances.
Looking forward to hear your comments & suggestions
Thanks
stackconf 2023 | Better Living by Changing Less – IncrativeOps by Michael Cot...NETWAYS
DevOps has always been about dramatic changes to improve IT. You don’t only need to use a different set of tools, you need to change your entire IT culture! It’s all exhausting, really. Worse, this imperative to change never goes away. Will we ever actually be done and “be like Google”? Instead of carrying the flag of “change or die,” this talk proposes an alternate, more practical, sustainable, and comforting approach to improving: IncrativeOps.
My teammate and I had to come up with a short report for our client Dr. Web, LLC. In this proposal we discussed the best opportunity for enhancing knowledge decision making among project. this document demonstrates my technical documentation skills. I was a group member.
1. Talking Points, Bay Cruise, Cliff Dodd, CIO
Event: Bay Cruise Celebrating Successful October MMA Release
Date: Thursday, October 13, 2005
Speaker: Cliff Dodd, CIO and CAO
Themes: Unprecedented methodologies brought sweeping change to make order out of chaos
These unprecedented methodologies will shape the way KP does business in the future
Understanding of the scope of the project done in a highly compressed time frame
Success of October implementation was flawless
There is as much ahead of us as behind us
Talking Points:
Welcome aboard the Cabernet Yacht. You definitely deserve a break. Between all of you, you
have already logged 40,000 hours towards this project.
With the enormity of the MMA project, we saw a cross-portfolio team from KP-IT and
business people work together to complete the largest single initiative KP history.
Had these cross functional teams not done all the requirements well, the ASM team would not have
been able to achieve testing in such a short time frame, and wouldn’t have made the first
implementation date.
Of course, a “single initiative” is really a complicated, multi-faceted project with 27 separate work
streams and literally hundreds of business development requirements to define and
implement it. This required unprecedented cooperation and teamwork, and a new way of thinking
about the way we work.
For this, we implemented revolutionary new cross-functional methodologies that allowed for a
tremendous amount of work in a very compressed time frame.
These methodologies that you pioneered will be a model for the way KP does business in the
future.
An example of how cross functional teams working together with such tools as Borland and ASE
include the BI and Pharmacy Teams, who were able to help business storyboard the information, so
everyone had the same information needed to test.
On October 9, the first Foundations System implementation went into effect, virtually defect
–free. The work has continued, non-stop, from there. The project management has so far been
flawless, and that is a testament to your professionalism and dedication.
Moving On:
Right now, a lot of work is going on in test planning. The short time frames continue, and although
I know this is not the ideal situation, I am fully confident in your abilities to carry on in this new cross-
portfolio environment.
Next week, we roll out the Common Membership implementation in the other regions. We have a
lot of work ahead of us on with every aspect of MMA, and I want to take this time to
recognize your efforts and to thank you for all your hard work thus far.
I want to take the opportunity here today to speak with you about how you think things are
going, hear about some of the challenges you are facing, and to hear it directly from you if there is
some way the KP-IT leadership team can better support your efforts. We’re on this voyage
together, and as you know, cross-portfolio communication is crucial. So I look forward to
speaking with you as we cruise the bay today. Thank you for coming and thank you again for
the tremendous hard work you are doing.
