How do you decide between implementing a CRM system and upgrading to Windows XP? Are those initiatives more or less important than improving data security systems? Now, compare those investments to the dozens of other IT proposals on the table -- which do you pursue? What will deliver the most value to the company? One solution -- Prioritize and select IT initia-tives based on their contribution to the balanced scorecard.
Tricks of the Transformation Trade: Disruptive Disintermediation, Agility Age...UMT
A vast majority of U.S multinational firms – 93% in fact, according to a recent survey – are at some stage
of undergoing or preparing for business transformation initiatives. This is being driven by an unprecedented
confluence of changes in customer behavior, disruptive technology and domestic competition, among other
key triggers. It’s constantly “transform or wither” in today’s volatile global business, and
agility is the executive imperative of the day, albeit an elusive one. An organization’s long term success or failure
depends on its capacity to consistently identify opportunities and risks and renew itself faster than rivals do.
Business leaders need to be more efficient and effective at updating and implementing strategies than ever
before. If wielded correctly, an important weapon in their agility war chest is a new style of enterprise program
management office (PMO) that is more comprehensive than in the past.
Portfolio Agility– From Elusive Imperative to Practical Reality: Seven Dimens...UMT
More efficient and effective setting and implementing of strategy can be potentially achieved by leveraging a new style of PMO that is more comprehensive than in the past.
Agility is the elusive executive imperative of the day; long term success or failure depends on an organization’s skill at identifying and capturing opportunities faster than rivals do in this volatile and global business environment.
Bridging the gap between strategy and execution and facilitating better decisions and their deployment requires a non-ad-hoc, comprehensive roadmap to laying an enterprise-wide web of information sharing and structural change that is adopted at all levels of the company.
How a hospital CIO improved PMO to make a difference in the lives of childrenUMT
The Children's Hospital of Philadelphia implemented a project management solution using Microsoft Project Server and UMT Project Essentials to better manage its substantial investments in information technology projects. This involved revising processes, providing project data to leadership, and ensuring all staff properly tracked time. As a result, the hospital now has higher quality project data, improved understanding of its project portfolio, and better resource management. This enables leadership to make more informed decisions and improves productivity across the information services department.
Transalta: How a Power Company Saved Time and Reduced Capital Expenses Throug...UMT
TransAlta Corporation, a Canadian power generation and wholesaling company, needed to better “compare apples to apples” when selecting its portfolio of capital projects across fuel types and investment streams.
Optimizing Organizational Performance by Managing Project BenefitsUMT
Too many organizations today still measure the success of a project based only on the traditional project management standards of delivering On Time, On Budget and On Scope. While these criteria are valid measures of successful project management, they are less suitable when assessing a project’s true success: its contribution to the overall organization's performance. Indeed, the ulti-mate success of a project – whether cost savings, revenue increases or customer satisfaction improvements – may not be known until years after it has been successfully delivered.
Global Pharma CIO transforms IT into accountable, low risk business partnerUMT
A global pharmaceutical company hired a new CIO to restructure their IT organization after falling to seventh place. The CIO was tasked with aligning IT to the new strategy, restructuring divisions, reducing spend by 15%, and instilling a culture of accountability. UMT Consulting designed and implemented an enterprise portfolio management framework using Microsoft Project Portfolio Server to provide visibility, governance, and budget planning across the divisions. This allowed projects to be tracked and budgets to be managed more dynamically, providing executives greater confidence in budget numbers and identifying risks.
Ben Chamberlain, UMT360: PPM + Financial Intelligence = Greater ROIUMT
Ben Chamberlain, UMT360 gave this presentation at Microsoft and UMT event Project Portfolio Management Exchange at Microsoft San Francisco office on January 14, 2014.
Dianne Wyllie, Brocade: Transforming the Annual Planning ProcessUMT
The document summarizes Brocade's transformation of its annual planning process through improvements to people, process, and technology. Specifically, it overhauled the governance model to be more cross-functional, implemented new planning tools like Microsoft Project Server, and established an application portfolio management process to better align IT investments with business objectives.
Tricks of the Transformation Trade: Disruptive Disintermediation, Agility Age...UMT
A vast majority of U.S multinational firms – 93% in fact, according to a recent survey – are at some stage
of undergoing or preparing for business transformation initiatives. This is being driven by an unprecedented
confluence of changes in customer behavior, disruptive technology and domestic competition, among other
key triggers. It’s constantly “transform or wither” in today’s volatile global business, and
agility is the executive imperative of the day, albeit an elusive one. An organization’s long term success or failure
depends on its capacity to consistently identify opportunities and risks and renew itself faster than rivals do.
Business leaders need to be more efficient and effective at updating and implementing strategies than ever
before. If wielded correctly, an important weapon in their agility war chest is a new style of enterprise program
management office (PMO) that is more comprehensive than in the past.
Portfolio Agility– From Elusive Imperative to Practical Reality: Seven Dimens...UMT
More efficient and effective setting and implementing of strategy can be potentially achieved by leveraging a new style of PMO that is more comprehensive than in the past.
Agility is the elusive executive imperative of the day; long term success or failure depends on an organization’s skill at identifying and capturing opportunities faster than rivals do in this volatile and global business environment.
Bridging the gap between strategy and execution and facilitating better decisions and their deployment requires a non-ad-hoc, comprehensive roadmap to laying an enterprise-wide web of information sharing and structural change that is adopted at all levels of the company.
How a hospital CIO improved PMO to make a difference in the lives of childrenUMT
The Children's Hospital of Philadelphia implemented a project management solution using Microsoft Project Server and UMT Project Essentials to better manage its substantial investments in information technology projects. This involved revising processes, providing project data to leadership, and ensuring all staff properly tracked time. As a result, the hospital now has higher quality project data, improved understanding of its project portfolio, and better resource management. This enables leadership to make more informed decisions and improves productivity across the information services department.
Transalta: How a Power Company Saved Time and Reduced Capital Expenses Throug...UMT
TransAlta Corporation, a Canadian power generation and wholesaling company, needed to better “compare apples to apples” when selecting its portfolio of capital projects across fuel types and investment streams.
Optimizing Organizational Performance by Managing Project BenefitsUMT
Too many organizations today still measure the success of a project based only on the traditional project management standards of delivering On Time, On Budget and On Scope. While these criteria are valid measures of successful project management, they are less suitable when assessing a project’s true success: its contribution to the overall organization's performance. Indeed, the ulti-mate success of a project – whether cost savings, revenue increases or customer satisfaction improvements – may not be known until years after it has been successfully delivered.
Global Pharma CIO transforms IT into accountable, low risk business partnerUMT
A global pharmaceutical company hired a new CIO to restructure their IT organization after falling to seventh place. The CIO was tasked with aligning IT to the new strategy, restructuring divisions, reducing spend by 15%, and instilling a culture of accountability. UMT Consulting designed and implemented an enterprise portfolio management framework using Microsoft Project Portfolio Server to provide visibility, governance, and budget planning across the divisions. This allowed projects to be tracked and budgets to be managed more dynamically, providing executives greater confidence in budget numbers and identifying risks.
Ben Chamberlain, UMT360: PPM + Financial Intelligence = Greater ROIUMT
Ben Chamberlain, UMT360 gave this presentation at Microsoft and UMT event Project Portfolio Management Exchange at Microsoft San Francisco office on January 14, 2014.
Dianne Wyllie, Brocade: Transforming the Annual Planning ProcessUMT
The document summarizes Brocade's transformation of its annual planning process through improvements to people, process, and technology. Specifically, it overhauled the governance model to be more cross-functional, implemented new planning tools like Microsoft Project Server, and established an application portfolio management process to better align IT investments with business objectives.
Carl Souchereau, SNC Lavalin T&D: Both Sides of the FenceUMT
The document outlines the challenges faced by an EPMO (Enterprise Project Management Office) and project managers at SNC Lavalin T&D in planning, prioritizing, and managing a portfolio of projects. It discusses the need for consistency, common processes and tools, trusted data, and simplicity. The solution implemented was a phased multi-year implementation of a project portfolio management tool to provide one place for planning, prioritization, optimization, and project management and insight. Benefits included improved decision making, consistency, reduced planning time, and better management of costs and at-risk projects.
Baird Miller, DOL: IT Portfolio Management in State GovernmentUMT
Baird Miller, DOL gave this presentation at Microsoft and UMT event Project Portfolio Management Exchange at Microsoft San Francisco office on January 14, 2014.
Agile businesses stay competitive by quickly realigning IT investment, capital projects, and R&D pipeline portfolios to a constantly shifting environment. Learn about the importance of accelerating knowledge and experience (the kind Captain Sully used to land on the Hudson) in making the right portfolio decisions at the right time. Sy Aslan, a 30-year veteran of consulting management and PPM, discusses:
• Balancing the goals of effectiveness versus efficiency
• The roles of strategy, governance and knowledge in decision making
• Accelerating knowledge and experience with models that enhance and simplify analytics and judgment
The document describes a webinar presented by Sy Aslan on effective portfolio management. UMT, the company hosting the webinar, provides portfolio management consulting services and products. The webinar discusses challenges managing a portfolio of projects and investments and advocates an integrated portfolio management approach using governance, insight, and analytics to optimize value. It emphasizes assessing interrelated business, application, and infrastructure portfolios and using business intelligence to identify transformation opportunities.
UMT Federal Webinar Series Part 4: Communicating Investment StatusUMT
Develop a clearer picture of your investments by using data on commodity IT investments, duplicated efforts that could be consolidated, and misaligned functionality to ultimately maximize the return on investment. Review how an efficient communication model, along with the use of the IT Dashboard and PortfolioStat, can help to maximize the value of your IT investments.
learn how UMT 360’s powerful Integrated Portfolio Management techniques can help you establish a financial management framework to gain transparency and improve investment decisions across your project, program and asset portfolios.
IT Financial Management Series - Part 3: Drive Financial Transparency Across ...UMT
This document discusses improving financial transparency for IT infrastructure costs. It begins with an agenda and overview of key challenges. Infrastructure typically lacks transparency due to its shared service model. The document then discusses creating a service catalog, service costing models, and capacity planning challenges. It emphasizes the need for collaboration between IT and business units on capacity planning. Finally, it discusses optimizing costs, managing consumption, creating a "bill of IT", and running IT like a business to improve transparency and allow informed decision making.
IT Financial Management Series - Part 2: Drive financial transparency across ...UMT
This webinar is the second part of the IT financial management series. In this webinar, Charlie Curcio, IT CFO shares his experience in driving financial transparency across the application portfolio.
IT Financial Management Series - Part 1: Defining a Model to Effectively Run ...UMT
"This is the first part of the IT financial management series. In this webinar, Charlie Curcio, IT CFO shares his experience in defining what it means to Run the Business of IT.
On average companies spend 5% of the total operating budget on IT, increasing pressure on executives to reduce costs, communicate value and align IT investments with business priorities to drive a competitive advantage.
Today, many high performing IT organizations are adopting Integrated IT Portfolio Analysis (IIPA) best practices to effectively Run the Business of IT. Developing a holistic data model and financial framework is key to driving transparency across disparate IT domains and providing accurate and reliable metrics to enhance decision making."
Microsoft recently announced the release of Microsoft Project 2013, the latest Project and Portfolio Management solution from Microsoft. This webinar covers the four stages of the UMT Project Portfolio Management Governance Lifecycle: Create, Select, Plan, and Manage.
The quest to define IT’s relationship with the business has gained new momentum over the last few years, primarily due to a more difficult economic climate driving the need for transparency in spending decisions. The momentum is manifested in a fundamental awareness, developed since the technology hype of the late 90’s, that IT organizations must be integrated more closely with the businesses they support. Management teams in many organizations are focused on defining a better Business-Technology partnership, which is shining the spotlight on a new discipline -- Project Portfolio Management (PPM).
Proven Paradigm for Creating Enterprise Project and Portfolio Management Adop...UMT
Capability Maturity Assessment is one of the tools consistently leveraged by Enterprise Project and Portfolio Manage-ment (EPM) practitioners in the creation of adoption roadmaps for organizations that are creating momentum for change with the objective of improving internal governance. Historically, the problem has been addressed in parallel at the Project, Program, or Portfolio levels, and in many cases the solutions devised have been independent of one anoth-er, potentially missing on integration aspects that could greatly improve overall results. In the past couple of years, new methodologies that attempt to encompass all three disciplines have been developed, including OPM3 from the PMI.
The Seven Habits of Highly Effective Portfolio Management ImplementationsUMT
Originally published in 2003, this white paper on portfolio management has stood the test of time and is still relevant in all 7 best practice areas. Although the 7 best practices remain the same, the field of portfolio management has evolved substantially. To follow are some key questions that have been answered in the last few years:
Where should I start: Process or Tools?
For IT portfolios, what is more important: APM or PPM?
Which is the right level to start: Project or Portfolio?
Has portfolio management become more widely accepted as a practice in the last three years?
Are there financial benefits to implementing portfolio management?
Enterprise Project and Portfolio Management: Managing the RevolutionUMT
This document discusses strategies for successfully implementing enterprise project and portfolio management (EPPM) frameworks in large, global organizations. It identifies common challenges such as scale, incomplete solutions, political governance issues, and lack of standardized metrics. The document recommends 12 principles for EPPM implementation, including securing senior management sponsorship, identifying clear objectives, employing a phased approach, leveraging pilots, implementing change management, including financial analysis, consolidating systems, and conducting ongoing analysis. Case studies and examples are provided for each principle to illustrate proven strategies. The overall goal is to provide guidance for organizations navigating the complexities of implementing comprehensive EPPM on an enterprise-wide scale.
Measure What Matters - New Perspectives on Portfolio SelectionUMT
The document discusses new frameworks for IT portfolio selection that consider both financial and strategic metrics. It summarizes that traditional portfolio selection focused solely on financial metrics, but recent research shows this led to underinvestment in strategic areas. The new framework evaluates investments from four perspectives: demand, supply, governance, and alternatives. This allows executives to consider financial returns, strategic alignment, risk exposure, architectural fit, options, costs, deadlines, and skills. Successful companies now use multiple financial and strategic metrics to optimize resource allocation and maximize investment value and benefits.
Project and Portfolio Management in a Federated Governance ModelUMT
This document describes an approach for managing project portfolios across multiple business units using proportional and binary optimization. It discusses how corporate and business unit CIOs can use these techniques to prioritize projects, optimize spending, and align investments with corporate strategies. Binary optimization allows business units to select optimal project portfolios, while proportional optimization gives corporate CIOs a way to adjust program funding levels without eliminating them entirely. The methodology provides a framework for effective portfolio management in complex, federated organizations.
Pharma Research Labs IT: Taking Hold of Resource Capacity and Demand Across P...UMT
The technology application support group of a major pharmaceutical’s R&D division is responsible for the solution de-velopment, release and support activities required to maintain existing applications and platforms. The work is per-formed by both employees and outsourced contractors located at four different sites and regions. The 150 IT staff works both on new development and support activities at any given time.
The Vice President IT in a $20B global pharmaceutical company sought to transform the organization from a reactive, order-taking organization to a strategic business partner. The company’s use of IT was lagging behind industry standards. Gaining a broad view of all existing and planned efforts was virtually impossible. Decision-making and governance of projects was decentralized and only focused on “bottom up” execution. It was also clear that IT investment levels needed to increase to support business growth. The selection of these investments became a strategic issue for the business division leaders within R&D, manufacturing, and sales. Once initiated, a critical need for consistent management of investments emerged.
Carl Souchereau, SNC Lavalin T&D: Both Sides of the FenceUMT
The document outlines the challenges faced by an EPMO (Enterprise Project Management Office) and project managers at SNC Lavalin T&D in planning, prioritizing, and managing a portfolio of projects. It discusses the need for consistency, common processes and tools, trusted data, and simplicity. The solution implemented was a phased multi-year implementation of a project portfolio management tool to provide one place for planning, prioritization, optimization, and project management and insight. Benefits included improved decision making, consistency, reduced planning time, and better management of costs and at-risk projects.
Baird Miller, DOL: IT Portfolio Management in State GovernmentUMT
Baird Miller, DOL gave this presentation at Microsoft and UMT event Project Portfolio Management Exchange at Microsoft San Francisco office on January 14, 2014.
Agile businesses stay competitive by quickly realigning IT investment, capital projects, and R&D pipeline portfolios to a constantly shifting environment. Learn about the importance of accelerating knowledge and experience (the kind Captain Sully used to land on the Hudson) in making the right portfolio decisions at the right time. Sy Aslan, a 30-year veteran of consulting management and PPM, discusses:
• Balancing the goals of effectiveness versus efficiency
• The roles of strategy, governance and knowledge in decision making
• Accelerating knowledge and experience with models that enhance and simplify analytics and judgment
The document describes a webinar presented by Sy Aslan on effective portfolio management. UMT, the company hosting the webinar, provides portfolio management consulting services and products. The webinar discusses challenges managing a portfolio of projects and investments and advocates an integrated portfolio management approach using governance, insight, and analytics to optimize value. It emphasizes assessing interrelated business, application, and infrastructure portfolios and using business intelligence to identify transformation opportunities.
UMT Federal Webinar Series Part 4: Communicating Investment StatusUMT
Develop a clearer picture of your investments by using data on commodity IT investments, duplicated efforts that could be consolidated, and misaligned functionality to ultimately maximize the return on investment. Review how an efficient communication model, along with the use of the IT Dashboard and PortfolioStat, can help to maximize the value of your IT investments.
learn how UMT 360’s powerful Integrated Portfolio Management techniques can help you establish a financial management framework to gain transparency and improve investment decisions across your project, program and asset portfolios.
IT Financial Management Series - Part 3: Drive Financial Transparency Across ...UMT
This document discusses improving financial transparency for IT infrastructure costs. It begins with an agenda and overview of key challenges. Infrastructure typically lacks transparency due to its shared service model. The document then discusses creating a service catalog, service costing models, and capacity planning challenges. It emphasizes the need for collaboration between IT and business units on capacity planning. Finally, it discusses optimizing costs, managing consumption, creating a "bill of IT", and running IT like a business to improve transparency and allow informed decision making.
IT Financial Management Series - Part 2: Drive financial transparency across ...UMT
This webinar is the second part of the IT financial management series. In this webinar, Charlie Curcio, IT CFO shares his experience in driving financial transparency across the application portfolio.
IT Financial Management Series - Part 1: Defining a Model to Effectively Run ...UMT
"This is the first part of the IT financial management series. In this webinar, Charlie Curcio, IT CFO shares his experience in defining what it means to Run the Business of IT.
On average companies spend 5% of the total operating budget on IT, increasing pressure on executives to reduce costs, communicate value and align IT investments with business priorities to drive a competitive advantage.
Today, many high performing IT organizations are adopting Integrated IT Portfolio Analysis (IIPA) best practices to effectively Run the Business of IT. Developing a holistic data model and financial framework is key to driving transparency across disparate IT domains and providing accurate and reliable metrics to enhance decision making."
Microsoft recently announced the release of Microsoft Project 2013, the latest Project and Portfolio Management solution from Microsoft. This webinar covers the four stages of the UMT Project Portfolio Management Governance Lifecycle: Create, Select, Plan, and Manage.
The quest to define IT’s relationship with the business has gained new momentum over the last few years, primarily due to a more difficult economic climate driving the need for transparency in spending decisions. The momentum is manifested in a fundamental awareness, developed since the technology hype of the late 90’s, that IT organizations must be integrated more closely with the businesses they support. Management teams in many organizations are focused on defining a better Business-Technology partnership, which is shining the spotlight on a new discipline -- Project Portfolio Management (PPM).
Proven Paradigm for Creating Enterprise Project and Portfolio Management Adop...UMT
Capability Maturity Assessment is one of the tools consistently leveraged by Enterprise Project and Portfolio Manage-ment (EPM) practitioners in the creation of adoption roadmaps for organizations that are creating momentum for change with the objective of improving internal governance. Historically, the problem has been addressed in parallel at the Project, Program, or Portfolio levels, and in many cases the solutions devised have been independent of one anoth-er, potentially missing on integration aspects that could greatly improve overall results. In the past couple of years, new methodologies that attempt to encompass all three disciplines have been developed, including OPM3 from the PMI.
The Seven Habits of Highly Effective Portfolio Management ImplementationsUMT
Originally published in 2003, this white paper on portfolio management has stood the test of time and is still relevant in all 7 best practice areas. Although the 7 best practices remain the same, the field of portfolio management has evolved substantially. To follow are some key questions that have been answered in the last few years:
Where should I start: Process or Tools?
For IT portfolios, what is more important: APM or PPM?
Which is the right level to start: Project or Portfolio?
Has portfolio management become more widely accepted as a practice in the last three years?
Are there financial benefits to implementing portfolio management?
Enterprise Project and Portfolio Management: Managing the RevolutionUMT
This document discusses strategies for successfully implementing enterprise project and portfolio management (EPPM) frameworks in large, global organizations. It identifies common challenges such as scale, incomplete solutions, political governance issues, and lack of standardized metrics. The document recommends 12 principles for EPPM implementation, including securing senior management sponsorship, identifying clear objectives, employing a phased approach, leveraging pilots, implementing change management, including financial analysis, consolidating systems, and conducting ongoing analysis. Case studies and examples are provided for each principle to illustrate proven strategies. The overall goal is to provide guidance for organizations navigating the complexities of implementing comprehensive EPPM on an enterprise-wide scale.
Measure What Matters - New Perspectives on Portfolio SelectionUMT
The document discusses new frameworks for IT portfolio selection that consider both financial and strategic metrics. It summarizes that traditional portfolio selection focused solely on financial metrics, but recent research shows this led to underinvestment in strategic areas. The new framework evaluates investments from four perspectives: demand, supply, governance, and alternatives. This allows executives to consider financial returns, strategic alignment, risk exposure, architectural fit, options, costs, deadlines, and skills. Successful companies now use multiple financial and strategic metrics to optimize resource allocation and maximize investment value and benefits.
Project and Portfolio Management in a Federated Governance ModelUMT
This document describes an approach for managing project portfolios across multiple business units using proportional and binary optimization. It discusses how corporate and business unit CIOs can use these techniques to prioritize projects, optimize spending, and align investments with corporate strategies. Binary optimization allows business units to select optimal project portfolios, while proportional optimization gives corporate CIOs a way to adjust program funding levels without eliminating them entirely. The methodology provides a framework for effective portfolio management in complex, federated organizations.
Pharma Research Labs IT: Taking Hold of Resource Capacity and Demand Across P...UMT
The technology application support group of a major pharmaceutical’s R&D division is responsible for the solution de-velopment, release and support activities required to maintain existing applications and platforms. The work is per-formed by both employees and outsourced contractors located at four different sites and regions. The 150 IT staff works both on new development and support activities at any given time.
The Vice President IT in a $20B global pharmaceutical company sought to transform the organization from a reactive, order-taking organization to a strategic business partner. The company’s use of IT was lagging behind industry standards. Gaining a broad view of all existing and planned efforts was virtually impossible. Decision-making and governance of projects was decentralized and only focused on “bottom up” execution. It was also clear that IT investment levels needed to increase to support business growth. The selection of these investments became a strategic issue for the business division leaders within R&D, manufacturing, and sales. Once initiated, a critical need for consistent management of investments emerged.
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The Steadfast and Reliable Bull: Taurus Zodiac Signmy Pandit
Explore the steadfast and reliable nature of the Taurus Zodiac Sign. Discover the personality traits, key dates, and horoscope insights that define the determined and practical Taurus, and learn how their grounded nature makes them the anchor of the zodiac.
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Business analysis - Prescriptive analytics Introduction to Prescriptive analytics
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Unlocking WhatsApp Marketing with HubSpot: Integrating Messaging into Your Ma...Niswey
50 million companies worldwide leverage WhatsApp as a key marketing channel. You may have considered adding it to your marketing mix, or probably already driving impressive conversions with WhatsApp.
But wait. What happens when you fully integrate your WhatsApp campaigns with HubSpot?
That's exactly what we explored in this session.
We take a look at everything that you need to know in order to deploy effective WhatsApp marketing strategies, and integrate it with your buyer journey in HubSpot. From technical requirements to innovative campaign strategies, to advanced campaign reporting - we discuss all that and more, to leverage WhatsApp for maximum impact. Check out more details about the event here https://events.hubspot.com/events/details/hubspot-new-delhi-presents-unlocking-whatsapp-marketing-with-hubspot-integrating-messaging-into-your-marketing-strategy/
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Adani Group's Active Interest In Increasing Its Presence in the Cement Manufa...Adani case
Time and again, the business group has taken up new business ventures, each of which has allowed it to expand its horizons further and reach new heights. Even amidst the Adani CBI Investigation, the firm has always focused on improving its cement business.
Adani Group's Active Interest In Increasing Its Presence in the Cement Manufa...
Linking IT Initiatives to Balanced Scorecard
1. Linking IT Initiatives to the
Balanced Scorecard
A UMT White Paper
Introduction
In the current environment of budget cuts and increased scrutiny due to the enormous amount of money spent on IT in
recent years, businesses need a way to compare and rationalize the value of all new IT initiatives. How do you decide
between implementing a CRM system and upgrading to Windows XP? Are those initiatives more or less important than
improving data security systems? Now, compare those investments to the dozens of other IT proposals on the table --
which do you pursue? What will deliver the most value to the company? One solution -- Prioritize and select IT initia-
tives based on their contribution to the balanced scorecard.
Balanced Scorecards
Balanced scorecards are growing in popularity as a method for communicating, measuring, and monitoring company
strategy. While the end goal of most enterprises is financial return, financial gauges used alone are lagging indicators
that often fail to properly capture short-term benefits of certain business initiatives. In contrast, balanced scorecards
are designed to measure all of the operational factors that influence the success of a business (financial or otherwise),
providing a holistic view of a company’s operations across multiple
performance categories. Created by David Norton and Robert Kaplan in 1992, the original Balanced Scorecard has be-
come a widely accepted methodology to render overall company strategy into measurable objectives within four cate-
gories: financial, customer, processes, and organizational learning. Gartner Group estimates that at least 40 percent of
Fortune 1000 companies have adopted the Balanced Scorecard. Since its release, many forms of scorecarding have
been created and implemented, most of which can serve as an adequate departure point for determining investment
priorities.
A Rational Investment Approach
A balanced scorecard answers the call for changing times and changing budgets. IT organizations have long enjoyed an
entitlement to choose IT investments without the rigor of developing a business case or a system of comparing one
proposal to another, leaving investment decisions to be made by the most politically powerful or persuasive managers.
The result? Millions of dollars invested in ERP and CRM systems, e-commerce infrastructure, Y2K preparedness, and
implementations of the latest technologies without much sense of the value these initiatives contribute to the busi-
ness. As budgets have tightened in recent years, executives need a rational methodology to compare, prioritize, and
select the portfolio of initiatives that deliver the highest value to the business. Linking IT proposals directly to a bal-
anced scorecard offers a much-needed single reference point to best align IT investments with company strategy.
2. <2>
Scorecarding Alone is Insufficient
Two important issues must be considered before using a balanced scorecard to decide IT investments. First, while there
are many scorecard models a company can use, as Frank Buytendijk of the Gartner Groups suggests, don’t thoughtless-
ly accept and force fit a particular scorecard’s given performance categories to your business, but rather use your com-
pany’s unique strategic objectives as a starting point. Second, once consensus is reached on a scorecard’s strategic ob-
jectives and key performance indicators, you must have a system of finding the rank and relative importance of each
objective. Only then can you know how to weight your investments in each strategic area. You need to reach consensus
on which initiatives are more important than others and to what degree. For example, is "Improving Operational Effi-
ciency" a more or less important objective than, say, "Improving Employee Satisfaction", and if so, how much more im-
portant (i.e., the relative weight). At that point you can start to assess the impact of proposals on each objective based
on quantifiable criteria. Specifically, will a proposed order automation system affect the "Operational Efficiency" objec-
tive "Strongly" (reduce shipping cycle by 5 days), "Moderately" (reduce shipping cycle by 3 days), or "Low" (reduce
shipping cycle by 1 day)? The bottom line is this: you need a tried and true system for ranking and weighting strategic
objectives and for determining effects of proposals on each objective.
Best-in-Class Methodology for Linking IT and Balanced Score Cards
Linking IT investments to business objectives requires 5 steps to achieve optimal results:
1.Balanced Scorecard: If a generally accepted scorecard exists and it captures all strategic objectives in an organization,
then step one is complete. If you need to create or change one, leverage the multitude of scorecard formats available
while ensuring that you capture your company’s unique objectives. If you need help with the process, find a consulting
company with years of experience in determining strategic objectives. A qualified software consultancy will provide
business objective libraries that will quickly help you develop your balanced scorecard.
2. Priorities of Objectives: Once you have all of the relevant objectives captured in your scorecard, you must determine
their relative priorities. While general discussion and consensus are part of the determination process, the right soft-
ware is equally important. Look for software that uses a conjoint analysis methodology to mathematically derive the
relative importance of each strategic objective. The method asks executive stakeholders to rate each objective against
each other on a Likert scale ranging from "Extremely More Important" to "Extremely Less Important."
Once the ratings are complete, software should derive the relative value of each strategic objective in the scorecard to
determine how much they should be investing in each area. In the example below from an actual case study, we see
that the scorecard objective "Profitability of financial advisors" is considered almost 16 times more important than
"Improve employee satisfaction," and thus should likely be considered for a similar ratio of investment.
3. 3.Impact Analysis: Once the scorecard
weightings are determined, all proposals
can be assessed for their impact on each
objective. Prioritizing IT proposals begins
with an evaluation of each proposed IT
initiative on a 5-point Likert scale to assess
the expected quantifiable impact on each
scorecard objective. For example, imple-
menting a CRM system might have an
"Extreme Impact" (e.g., decrease by 20%)
on the Customer Turnover objective, but
"No Impact" on the Risk Management ob-
jective.
4. Prioritization: Software is also used to
determine a strategic value for each IT pro-
posal based on the expected impact of
each initiative on each weighted scorecard objective. Rank your IT proposals by their expected strategic value.
5. Optimization: With a list of initiatives prioritized by their strategic value, the software will optimize against budget
and headcount constraints to find the portfolio of IT initiatives that will deliver the most value and alignment with
corporate strategy. For example, it might require $100 million and 250 people to pursue all of the proposed IT initia-
tives, but if you only have $60 million and 180 people, you must optimize against those constraints to achieve the
highest value portfolio of IT initiatives, all driven originally by your balanced scorecard.
Conclusion
A good balanced scorecard is an excellent system for communicating, measuring, and monitoring enterprise strategy
-- it can also be an effective and rational filter to determine how a company commits its resources. Given the tradi-
tionally huge expenditures on IT, the recent economic downturn, questions about the business value of IT, and new
regulations requiring business transparency and accountability, the balanced scorecard provides a rational and sys-
tematic methodology to ensure that IT expenditures both align with strategy and maximize business value.
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