Change in business drives innovation and growth. For technology team members, change inspires professional development. Whether you are a leader or an individual contributor, knowing how to effectively plan for and adapt with change based on the needs of your team or organization can make your work more effective, successful, and rewarding.
How can you best leverage your strengths? Are you lean and agile or strong in numbers? Are you an X-Wing fighter or the USS Enterprise?
This guide explores actions available to all members of a technology team working to successfully navigate change.
Learn more: http://www.lynda.com/Management-training-tutorials/1713-0.html
The 5 Team Leadership Principles for Project SuccessDr. Thomas Juli
We all need and thrive for successful projects. But what does it take to get there? There is no doubt that good project management is a critical success factor. But is it really sufficient? The author doesn’t think so. He claims that effective project management needs to have a solid foundation in project leadership AND team work. It takes a performing team to run a project successfully and it takes effective leadership to empower the team to do so. This is why team building is a decisive factor for project success.
Based on his experience, having managed projects of all sizes, from a few to 24,000 person days effort, in various industries, Thomas Juli identifies the five team leadership principles that build a foundation for effective team building. They include building a common project vision, nurturing team collaboration, cultivating team performance, promoting team learning and ensuring team delivery. These five principles encompass the core of effective leadership in a team. The lecture will present these five principles of effective project leadership and show how they can help build and manage a performing and winning team.
Visit www.thomasjuli.wordpress.com for additional information.
The New VUCA World: Creating Alignment for StabilityBizLibrary
The world at large is ever changing, and our organizations and employees are doing all we can to keep up.
The days of going off to a strategic planning retreat, planning a 5-year vision and executing it are gone. We now operate in a world that is VUCA – Volatile, Uncertain, Complex, and Ambiguous.
What do you as the HR leader have to do to adapt to this new and ever changing world?
In this webinar, we will identify common needs of HR functions today and give suggestions to align HR with changes in the organization, insure you gain the resources you need, and establish yourself as the visionary team member that is helping to drive your organization forward.
What You’ll Learn:
What is the VUCA world
Evaluate what areas of HR will be impacted by changes
Establishing and advocating for needs of HR and your employees
Aligning processes with the new initiatives in your organization
What would the ultimate project manager be like? Can you become that person? Explore this guide to develop the top five skills every project manager should possess.
Learn more: http://www.lynda.com/Project-Management-training-tutorials/39-0.html
At a recent Stanford GSB "Nuts & Bolts" talk, Lecturer Robert Siegel (MBA '94) shared insights on hiring and compensating employees at a startup.
Follow Lecturer Siegel on Twitter: @RobSiegel
Creating a Mindset for Change and InnovationBizLibrary
When it comes to change, most leaders and organizations focus on structures, processes, and systems. Few even recognize that without an individual and collective Mindset for Change and Innovation their best efforts will fail, especially now. This experiential session will show what is really getting in the way, how an intentional and clear focus on what you want rather than on what you are trying to avoid turns insight into actions and actions into breakthrough outcomes. She'll explain how this focus can benefit you, why we unconsciously focus on negative thoughts and how we can rewire our brains to focus on positive outcomes so that we can steer toward opportunities and away from the threats that a world in transformation will bring. This is not another positive "attitude" session, it is a session that delves into our natural instincts to focus on what we fear and are trying to avoid. Once people understand this concept, their awareness of intentional and clear focus on what they do want becomes very powerful. Laura will demonstrate simple tools to help turn you and your team's focus around and provide stories of how organizations have implemented this successful mindset. Leaders will walk away with a clear method of how to create a positive future for themselves and their team.
www.bizlibrary.com
Learner Engagement is back in focus. With the majority of the global corporate workforce still #workingfromhome, several recent surveys indicate that #learnerengagement will be one of the top points to address for corporate L&D team.
While we all agree that Motivation and Practice are the two pillars of Learning Engagement, Learning at the Time of Need and Feedback are two factors that we can ill afford to ignore. Learning engagement also depends largely on the organizational culture, and the transition of L&D from an order taker to playing an active role by being a consultant/advisor is crucial for today's learning endeavors to be successful. Also, the active contribution of line managers and other similar stakeholders in the creation and curation of learning content is also essential.
It is with the aim to discuss and emphasize these factors that we present you with the top 20 quotes from the insightful conversations that Amit Garg - CEO of Upside Learning Solutions, who moderated the podcasts had with learning experts and features:
Dhiren Doshi
Kirk Donaghey
Keith Keating
Guy W Wallace
Phil Reddall
Jennifer Tsang, PCC
Toby Harris
Stefaan van Hooydonk 范汇东
Vince Han
Julie Dirksen
The 5 Team Leadership Principles for Project SuccessDr. Thomas Juli
We all need and thrive for successful projects. But what does it take to get there? There is no doubt that good project management is a critical success factor. But is it really sufficient? The author doesn’t think so. He claims that effective project management needs to have a solid foundation in project leadership AND team work. It takes a performing team to run a project successfully and it takes effective leadership to empower the team to do so. This is why team building is a decisive factor for project success.
Based on his experience, having managed projects of all sizes, from a few to 24,000 person days effort, in various industries, Thomas Juli identifies the five team leadership principles that build a foundation for effective team building. They include building a common project vision, nurturing team collaboration, cultivating team performance, promoting team learning and ensuring team delivery. These five principles encompass the core of effective leadership in a team. The lecture will present these five principles of effective project leadership and show how they can help build and manage a performing and winning team.
Visit www.thomasjuli.wordpress.com for additional information.
The New VUCA World: Creating Alignment for StabilityBizLibrary
The world at large is ever changing, and our organizations and employees are doing all we can to keep up.
The days of going off to a strategic planning retreat, planning a 5-year vision and executing it are gone. We now operate in a world that is VUCA – Volatile, Uncertain, Complex, and Ambiguous.
What do you as the HR leader have to do to adapt to this new and ever changing world?
In this webinar, we will identify common needs of HR functions today and give suggestions to align HR with changes in the organization, insure you gain the resources you need, and establish yourself as the visionary team member that is helping to drive your organization forward.
What You’ll Learn:
What is the VUCA world
Evaluate what areas of HR will be impacted by changes
Establishing and advocating for needs of HR and your employees
Aligning processes with the new initiatives in your organization
What would the ultimate project manager be like? Can you become that person? Explore this guide to develop the top five skills every project manager should possess.
Learn more: http://www.lynda.com/Project-Management-training-tutorials/39-0.html
At a recent Stanford GSB "Nuts & Bolts" talk, Lecturer Robert Siegel (MBA '94) shared insights on hiring and compensating employees at a startup.
Follow Lecturer Siegel on Twitter: @RobSiegel
Creating a Mindset for Change and InnovationBizLibrary
When it comes to change, most leaders and organizations focus on structures, processes, and systems. Few even recognize that without an individual and collective Mindset for Change and Innovation their best efforts will fail, especially now. This experiential session will show what is really getting in the way, how an intentional and clear focus on what you want rather than on what you are trying to avoid turns insight into actions and actions into breakthrough outcomes. She'll explain how this focus can benefit you, why we unconsciously focus on negative thoughts and how we can rewire our brains to focus on positive outcomes so that we can steer toward opportunities and away from the threats that a world in transformation will bring. This is not another positive "attitude" session, it is a session that delves into our natural instincts to focus on what we fear and are trying to avoid. Once people understand this concept, their awareness of intentional and clear focus on what they do want becomes very powerful. Laura will demonstrate simple tools to help turn you and your team's focus around and provide stories of how organizations have implemented this successful mindset. Leaders will walk away with a clear method of how to create a positive future for themselves and their team.
www.bizlibrary.com
Learner Engagement is back in focus. With the majority of the global corporate workforce still #workingfromhome, several recent surveys indicate that #learnerengagement will be one of the top points to address for corporate L&D team.
While we all agree that Motivation and Practice are the two pillars of Learning Engagement, Learning at the Time of Need and Feedback are two factors that we can ill afford to ignore. Learning engagement also depends largely on the organizational culture, and the transition of L&D from an order taker to playing an active role by being a consultant/advisor is crucial for today's learning endeavors to be successful. Also, the active contribution of line managers and other similar stakeholders in the creation and curation of learning content is also essential.
It is with the aim to discuss and emphasize these factors that we present you with the top 20 quotes from the insightful conversations that Amit Garg - CEO of Upside Learning Solutions, who moderated the podcasts had with learning experts and features:
Dhiren Doshi
Kirk Donaghey
Keith Keating
Guy W Wallace
Phil Reddall
Jennifer Tsang, PCC
Toby Harris
Stefaan van Hooydonk 范汇东
Vince Han
Julie Dirksen
“Change alone is eternal...” ... said the German philosopher Arthur Schopenhauer as early as at the beginning of the 19th century. And as the pace and magnitude of change have increased exponentially through the succeeding two centuries, those words are more relevant than ever.
Paradoxically, the well-established recognition of change as a fundamental part of our lives has not made it easier for us to handle it, that being as individuals, groups, organisations, nations – or mankind. We have come to the conclusion that this is due to the fact that there simply are no easy answers to the many questions and the apparently endless number of paradoxes that are the constant companions of change. Thus, it is no coincidence that 2/3 of all change initiatives do not realise the stipulated goals.
A new paper from Cegos created with our Partners in Australia TP3 to update our thinking around blended learning and offer some best practices from our joint experiences.
Onboarding Freelancers LinkedIn Group Deck Business901
Would you contribute to empowering Freelancers in your work environment?
Please consider joining this LinkedIn Group:
https://lnkd.in/eRuGzsm
As the use of Freelancers proliferate across organizational departments new ways of thinking are required. We have created instances of success in employee onboarding but often we have similar expectations of Freelancers in very condensed cycles.
This group is intended first and foremost to create awareness of these issues and elaborate on ideas for enhancing the flow of work between the stakeholders.
Lean Scale Up: Lean as a Growth StrategyBusiness901
The Lean Scale-Up ebook has been a handout and lead generator on my website for several years. It was created with the understanding that if you can build a culture of PDCA, a culture of learning, growth becomes part of everyone’s job.
It is this aspect I have always believe that separates good companies from great companies.
How can you and your organization demonstrate positive elearning return on investment (ROI)? Find out in this guide, which describes six key strategies.
Learn more about eLearning: http://www.lynda.com/Elearning-training-tutorials/33-0.html
Being design-ready - the organisation as the studentKarina Smith
As human-centred design becomes increasingly adopted by organisations as a key approach problem-solving, these organisations are growing their in-house design teams to meet the internal demand and training all staff in the mindsets of HCD to ensure they are 'design ready'.
While we believe providing design training for in-house staff will not replace the need for experienced designers, if we want organisations to become environments in which design approaches can flourish, education of staff at all levels about design has a place. This poses questions of who the student is, what it is they need to learn, the best approach, and to what outcomes? And if designers are to become educators for their organisation, what skills do they need?
This workshop was presented at Interaction19 Design Education Summit in Seattle, February 2019.
Managing projects effectively has become essential in every organisation large or small. The uncertainties of the world business economy, rapidly changing technology, and the intensifying focus on sustainability has driven many organisations to develop specific methods for managing projects and to seek highly qualified and competent people to manage those projects. These driving factors require today’s project managers to accept and adapt to change, lead diverse teams, act as ambassadors for their organisations and deal with a multitude of challenging project stakeholders.
It is clear that Project managers are placed in a unique position. They must balance their roles as leader and manager, interface with multiple types of stakeholders, are often the "face" of their organisation to its customers, and must deal with a seemingly unending stream of challenges to be successful. These challenges and the ability to address them require the project manager to maintain awareness of personal brand of and the impact it will have on project assignments, career opportunity, and the willingness of project teams to work for and support the project manager. As the profession of project management evolves and the demand for competent and value driven project managers increases, personal brand and reputation have become major factors in the criteria used to select and assign people to project leadership positions.
Indispensable Factors
The project manager must develop skills and competencies in several areas to be considered for an assign. In addition there are 4 major factors a project manager must address and continue to develop:
Accomplishability: your ability to achieve and deliver valued results.
Value/cost: the value delivered perception relative to the cost.
Supply/Demand: the market dynamics of your position, skills, etc.
Likeability: how others perceive you.
This presentation addresses the importance of the professional project manager in today’s business environment and the need for the project manager to continually enhance existing skills, adapt to a changing environment, and become a “go to” person in the organisation. Emphasis is placed on understanding the business needs of an organisation, clearly and visibly creating value from a client and supplier view point, and continually developing and managing personal brand.
Leading Learning in VUCA Times: How Does a Volatile Uncertain Complex Ambiguo...Human Capital Media
Join Sean Kavanagh, CEO of the Ariel Group, as he shares findings and recommendations from an industry study that explores the changing face of learning strategy. Given a 24/7, global, technology-infused, ever-changing business context, this study asks some hard questions: Are we lowering our standards by leveraging technology to teach things like communication and leadership? How do we create good learning in a cross-generational environment where millennials and boomers co-exist but many not always cohabitate well? Do we need to integrate learning fully into workflow, so that it is less time away from the daily happenings of the job?
VUCA stands for Volatility, Uncertainty, Complexity and Ambiguity and describes the fast-arriving future we are living in. This inspirational session will talk about how leadership, culture, and talent management are changing in these exponential times. Participants thru an exercise to leave with a person action plan.
Learning Objective:
Understand emerging trends and issues facing business and CPA Profession.
Learn about how leadership is changing to lead change in rapidly changing times.
Develop an action plan to take back and apply the principles learned.
Are you looking at growth through the right lenses? Or are you still operating in the Doom Loop? Is your disciplined actions focused on experimentation?
Jim Collins has been talking about the Flywheel Effect for many years and most of us (should) know the intricacies behind the concept. Reviewing the recent book Experimentation Works, author Stefan Thomke reinforces this effect through Booking's Growth Flywheel and his own 7 System Levers.
Expanding on just 3 of the 7 levers:
1. Scale: Number of experiments per week, months, or year
2. Scope: Extent to which an organization’s employees are involved in experiments
3. Speed: Time from formulating a hypothesis to completing an experiment
What we've learned about learning - PowershopPowershopNZ
Slides from November's Agile Welly meetup: http://www.meetup.com/AgileWelly/events/216188702/
Over the last two years Powershop has grown from 10 developers and two testers to a technical team of 40. We used to work as 10 separate development silos delivering work to a separate test team. Now we have small, integrated and engaged multi-disciplinary teams of development, test, design and product ownership.
We’ll talk about the changes we’ve made to get here, what we did well and what went wrong. And most importantly what we’ve learned about growth through learning and teaching.
Presenters:
Andy Newport - Software Development Manager at Powershop @newportandy
Brian Bannister - CTO at Powershop @nz_brian
Telecommuting and distributed working is a growing trend. Gallup says 37% percent of U.S. workers telecommuted in 2015, up from just 9% in 1995. However, most organizations have not adjusted their talent management practices to accommodate (or optimize) distributed teams. Get practical examples for building successful culture, teamwork and engagement across all aspects of HR and across the globe.
This was a presentation for the Northern California HR Association Global Workforce Conference in September 2016.
Workshop #7: Get Strategic: Learn To Embed UX More Deeply Into Your Organizat...ux singapore
As UX practitioners, managers and leaders, we all know how hard it is to stop, think about and plan a strategy for embedding user experience processes more firmly in your organization.
Good user experience research and design are no longer “nice to have”… they are essential. But most organizations don’t know how to effectively integrate UX practices into existing practices and processes. This workshop will equip you with the knowledge and tools to create, advocate for, and guide UX practices aligned to a strategic plan.
Technology and Change: It's good for business, is it good enough for education?Hazel Owen
The notion that education prepares you for the rest of your life is flawed. Rather, education helps you develop the lifelong learning skills that will help you to be responsive to change as it happens.
It might be argued that, public confidence in higher education has been declining steadily as the gap between the 'relevance' seen (by students, communities, and commerce) between what students are being prepared for and the lives they are going to live.
I wanted to ask the question (perhaps a little controversial)
Are tertiary institutions innovative (something several claim to be) or are they simply doing the same things they have been doing for years, just using different tools?
Are we preparing students to be ethical, able participants in communities - online and face-to-face?
“Change alone is eternal...” ... said the German philosopher Arthur Schopenhauer as early as at the beginning of the 19th century. And as the pace and magnitude of change have increased exponentially through the succeeding two centuries, those words are more relevant than ever.
Paradoxically, the well-established recognition of change as a fundamental part of our lives has not made it easier for us to handle it, that being as individuals, groups, organisations, nations – or mankind. We have come to the conclusion that this is due to the fact that there simply are no easy answers to the many questions and the apparently endless number of paradoxes that are the constant companions of change. Thus, it is no coincidence that 2/3 of all change initiatives do not realise the stipulated goals.
A new paper from Cegos created with our Partners in Australia TP3 to update our thinking around blended learning and offer some best practices from our joint experiences.
Onboarding Freelancers LinkedIn Group Deck Business901
Would you contribute to empowering Freelancers in your work environment?
Please consider joining this LinkedIn Group:
https://lnkd.in/eRuGzsm
As the use of Freelancers proliferate across organizational departments new ways of thinking are required. We have created instances of success in employee onboarding but often we have similar expectations of Freelancers in very condensed cycles.
This group is intended first and foremost to create awareness of these issues and elaborate on ideas for enhancing the flow of work between the stakeholders.
Lean Scale Up: Lean as a Growth StrategyBusiness901
The Lean Scale-Up ebook has been a handout and lead generator on my website for several years. It was created with the understanding that if you can build a culture of PDCA, a culture of learning, growth becomes part of everyone’s job.
It is this aspect I have always believe that separates good companies from great companies.
How can you and your organization demonstrate positive elearning return on investment (ROI)? Find out in this guide, which describes six key strategies.
Learn more about eLearning: http://www.lynda.com/Elearning-training-tutorials/33-0.html
Being design-ready - the organisation as the studentKarina Smith
As human-centred design becomes increasingly adopted by organisations as a key approach problem-solving, these organisations are growing their in-house design teams to meet the internal demand and training all staff in the mindsets of HCD to ensure they are 'design ready'.
While we believe providing design training for in-house staff will not replace the need for experienced designers, if we want organisations to become environments in which design approaches can flourish, education of staff at all levels about design has a place. This poses questions of who the student is, what it is they need to learn, the best approach, and to what outcomes? And if designers are to become educators for their organisation, what skills do they need?
This workshop was presented at Interaction19 Design Education Summit in Seattle, February 2019.
Managing projects effectively has become essential in every organisation large or small. The uncertainties of the world business economy, rapidly changing technology, and the intensifying focus on sustainability has driven many organisations to develop specific methods for managing projects and to seek highly qualified and competent people to manage those projects. These driving factors require today’s project managers to accept and adapt to change, lead diverse teams, act as ambassadors for their organisations and deal with a multitude of challenging project stakeholders.
It is clear that Project managers are placed in a unique position. They must balance their roles as leader and manager, interface with multiple types of stakeholders, are often the "face" of their organisation to its customers, and must deal with a seemingly unending stream of challenges to be successful. These challenges and the ability to address them require the project manager to maintain awareness of personal brand of and the impact it will have on project assignments, career opportunity, and the willingness of project teams to work for and support the project manager. As the profession of project management evolves and the demand for competent and value driven project managers increases, personal brand and reputation have become major factors in the criteria used to select and assign people to project leadership positions.
Indispensable Factors
The project manager must develop skills and competencies in several areas to be considered for an assign. In addition there are 4 major factors a project manager must address and continue to develop:
Accomplishability: your ability to achieve and deliver valued results.
Value/cost: the value delivered perception relative to the cost.
Supply/Demand: the market dynamics of your position, skills, etc.
Likeability: how others perceive you.
This presentation addresses the importance of the professional project manager in today’s business environment and the need for the project manager to continually enhance existing skills, adapt to a changing environment, and become a “go to” person in the organisation. Emphasis is placed on understanding the business needs of an organisation, clearly and visibly creating value from a client and supplier view point, and continually developing and managing personal brand.
Leading Learning in VUCA Times: How Does a Volatile Uncertain Complex Ambiguo...Human Capital Media
Join Sean Kavanagh, CEO of the Ariel Group, as he shares findings and recommendations from an industry study that explores the changing face of learning strategy. Given a 24/7, global, technology-infused, ever-changing business context, this study asks some hard questions: Are we lowering our standards by leveraging technology to teach things like communication and leadership? How do we create good learning in a cross-generational environment where millennials and boomers co-exist but many not always cohabitate well? Do we need to integrate learning fully into workflow, so that it is less time away from the daily happenings of the job?
VUCA stands for Volatility, Uncertainty, Complexity and Ambiguity and describes the fast-arriving future we are living in. This inspirational session will talk about how leadership, culture, and talent management are changing in these exponential times. Participants thru an exercise to leave with a person action plan.
Learning Objective:
Understand emerging trends and issues facing business and CPA Profession.
Learn about how leadership is changing to lead change in rapidly changing times.
Develop an action plan to take back and apply the principles learned.
Are you looking at growth through the right lenses? Or are you still operating in the Doom Loop? Is your disciplined actions focused on experimentation?
Jim Collins has been talking about the Flywheel Effect for many years and most of us (should) know the intricacies behind the concept. Reviewing the recent book Experimentation Works, author Stefan Thomke reinforces this effect through Booking's Growth Flywheel and his own 7 System Levers.
Expanding on just 3 of the 7 levers:
1. Scale: Number of experiments per week, months, or year
2. Scope: Extent to which an organization’s employees are involved in experiments
3. Speed: Time from formulating a hypothesis to completing an experiment
What we've learned about learning - PowershopPowershopNZ
Slides from November's Agile Welly meetup: http://www.meetup.com/AgileWelly/events/216188702/
Over the last two years Powershop has grown from 10 developers and two testers to a technical team of 40. We used to work as 10 separate development silos delivering work to a separate test team. Now we have small, integrated and engaged multi-disciplinary teams of development, test, design and product ownership.
We’ll talk about the changes we’ve made to get here, what we did well and what went wrong. And most importantly what we’ve learned about growth through learning and teaching.
Presenters:
Andy Newport - Software Development Manager at Powershop @newportandy
Brian Bannister - CTO at Powershop @nz_brian
Telecommuting and distributed working is a growing trend. Gallup says 37% percent of U.S. workers telecommuted in 2015, up from just 9% in 1995. However, most organizations have not adjusted their talent management practices to accommodate (or optimize) distributed teams. Get practical examples for building successful culture, teamwork and engagement across all aspects of HR and across the globe.
This was a presentation for the Northern California HR Association Global Workforce Conference in September 2016.
Workshop #7: Get Strategic: Learn To Embed UX More Deeply Into Your Organizat...ux singapore
As UX practitioners, managers and leaders, we all know how hard it is to stop, think about and plan a strategy for embedding user experience processes more firmly in your organization.
Good user experience research and design are no longer “nice to have”… they are essential. But most organizations don’t know how to effectively integrate UX practices into existing practices and processes. This workshop will equip you with the knowledge and tools to create, advocate for, and guide UX practices aligned to a strategic plan.
Technology and Change: It's good for business, is it good enough for education?Hazel Owen
The notion that education prepares you for the rest of your life is flawed. Rather, education helps you develop the lifelong learning skills that will help you to be responsive to change as it happens.
It might be argued that, public confidence in higher education has been declining steadily as the gap between the 'relevance' seen (by students, communities, and commerce) between what students are being prepared for and the lives they are going to live.
I wanted to ask the question (perhaps a little controversial)
Are tertiary institutions innovative (something several claim to be) or are they simply doing the same things they have been doing for years, just using different tools?
Are we preparing students to be ethical, able participants in communities - online and face-to-face?
In this slide, first we understand what social media is and what applications that are viewed as social media tools and services.
Then, we learn about how social media can be used for business and the success stories of the businesses that have used social media.
Next, we look at the implication of the technology that needs to be developed in order to support social media data creation, edition, and search.
We also look at how social media changes the way we live in society. Like any other technologies, social media also has side effects which we will discuss some of those.
How to Increase User Accountability by Eliminating the Default User in Unix S...CA Technologies
Hear an overview of implementation considerations for sites that are preparing for the removal of default UNIX® authorization assignments (for both users and groups). IBM®’s z/OS 1.13 is the last planned release to support BPX.DEFAULT.USER. Attend the session to learn more about best practices for managing this change for the mainframe, and the specific features of CA Top Secret® and CA ACF2™, support your work to complete the changeover.
For more information, please visit http://cainc.to/Nv2VOe
Science of Social Learning (Learning Solutions 2016)Greg Bybee
"Sharin' Ain't Social - The Science of Social Learning"
Presentation from Learning Solutions 2016 Conference
Orlando, FL
March 17, 2016
Agenda:
Principles of Andragogy
Principles of Social Learning
Research on Team Learning
Best Practices of Experiential Learning
Includes research and theories:
● Theory of Andragogy (Malcolm Knowles)
● Relatedness motivation (Deci & Ryan)
● Felt accountability (Sutton & Rao)
● Social context of learning (Bandura)
● Cooperative learning (Dewey, Ross, et al)
● Social constructivism (Piaget)
● Joint inquiry (Dewey)
● Shared reflection of ELM (Kolb)
● Diversity of Learning Styles (Kolb)
● Mastery learning (Bloom)
● Community of Inquiry (Peirce, Dewey, Garrison, et al)
● Social development theory (Vygotsky)
● Truly adaptive learning (Bybee)
● Community engagement (Chuck Eesley)
● Social analytics and cohort analyses (Andrew Linford)
Team Engagement and Collaboration in Online CoursesGreg Bybee
Research by Chuck Eesley, Professor at Stanford University.
Students on teams were 79% more likely to say that they would definitely take another class on the same platform. Comparable students on teams were 81% more likely to say that they would definitely recommend the class to a friend. These data use multivariate regressions to control for student demographics such as language, age, gender as well as to control for engagement metrics such as the number of sign-ins to the platform, forum posts and number of hours planned to work on the course at the beginning.
Corporate learning professionals have access to more learning content than ever before. Degreed has cataloged over 250,000 online learning courses and 3 million informal learning activities from more than 1200 sources. Everything from live, virtual and eLearning courses to videos, MOOCs, articles, books, podcasts, webinars, conferences, online communities, apps and more.
When Your LMS Doesn't Cut It: 6 Scenarios for Open edX in Corporate TrainingEdward Daciuk
When you want to incorporate adaptive, competency based, experiential, social or constructivist learning, Open edX may be the right fit. It supports, or can be extended for, newer approaches to online training that legacy LMS systems tend to struggle with.
The Deloitte Center for the Edge conducts original research and develops substantive points of view for new corporate growth. The center, anchored in the Silicon Valley with teams in Europe and Australia, helps senior executives make sense of and profit from emerging opportunities on the edge of business and technology. Center leaders believe that what is created on the edge of the competitive landscape — in terms of technology, geography, demographics, markets — inevitably strikes at the very heart of a business.The Center for the Edge's mission is to identify and explore emerging opportunities related to big shifts that are not yet on the senior management agenda, but ought to be. While Center leaders are focused on long-term trends and opportunities, they are equally focused on implications for near-term action, the day-to-day environment of executives.
Learn more - http://www.deloitte.com/centerforedge
A high level conversation with the CIOMajlis in Dubai on how Agile Transformation (Real & Fake) are an opportunity for CIOs to build collaboration within the CEO Office and drive transformation in a post-industrial age.
As VUCA becomes the norm, the smart leaders are able to realise the power of collaboration across functions and set their eyes fully on delighting the customer. the core customer.
CIOs can drive the transformation from industrial aged thinking and executing to the digital agile era by introducing to their peers pure play Agile Tools such as Scrum & Kanban Boards to drive OKRs of the C-suite; applying Agile rituals into the C-Suite to drive faster smarter decisions and collaborations, and by systematically applying Alex Osterwalder's Value Proposition Canvas & Business Model Canvas within the Lean Start Up and/or Design Thinking approaches so that CEOs & their leadership teams can ship product and services that customers actual want and will pay for.
The Fake Agile is simply when the centre of the business' universe is not delighting the customer, where shareholder values still dominate strategic initiatives. This customer first mindset, triggered by the late Peter Drucker, may well be some years away.
Oh yeah, I know, that's a heck of a mouthful of tools I'm throwing in there, but if you are truly going to transform to the digital age you have to STOP doing a lot of useless 'stuff'.
A big thank you to Steve Denning, Alex Osterwalder, Steve Blank, Jeff Sutherland and my close friend and partner for all large scale agile transformations at Wemanity Are Van Bennekum for providing content and guidance on my journey and mission to hep entrepreneurs turn their vision into reality. Thanks!!
Enterprise Project Management Solutions - Install and train, job done? by "Da...Project Controls Expo
Enterprise Project Management Solutions - Install and train, job done? by "David Dunning - Chairman for CPS, UK" at Project Controls Expo 2017, Arsenal Stadium, London
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https://qidiantiku.com/solution-manual-for-modern-database-management-12th-global-edition-by-hoffer.shtml
name:Solution manual for Modern Database Management 12th Global Edition by Hoffer
Edition:12th Global Edition
author:by Hoffer
ISBN:ISBN 10: 0133544613 / ISBN 13: 9780133544619
type:solution manual
format:word/zip
All chapter include
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Managing Change for Technology Teams
1.
2. Change in business drives innovation and growth.
For technology team members, change inspires
professional development. Whether you are a leader
or an individual contributor, knowing how to
effectively plan for and adapt with change based
on the needs of your team or organization can
make your work more effective, successful, and
rewarding.
How can you best leverage your strengths? Are you
lean and agile or strong in numbers? Are you an
X-Wing fighter or the USS Enterprise?
This guide explores actions available to all members
of a technology team working to successfully
navigate change.
Managing Change
for Technology Teams
“THE X-WING FIGHTER VS. USS ENTERPRISE”
HOW CAN YOU BEST LEVERAGE
YOUR STRENGTHS?
ARE YOU LEAN AND AGILE OR
STRONG IN NUMBERS?
| PAGE 02LYNDA.COM | MANAGING CHANGE FOR TECHNOLOGY TEAMS
3. THIS GUIDE EXPLORES
HOW TECHNOLOGY TEAMS
CAN SUCCESSFULLY
NAVIGATE CHANGE.
Getting Focused p.04
Size Determines Strategy p.05
The Small Business p.06
The Medium-Size Business p.09
The Enterprise p.12
Conclusion p.15
CONTENTS
01
03
02
04
05
06
4. O1 : GETTING FOCUSED
Decision-Making
Change requires a decision
to act. Often, conversations
take place but there is a
reluctance to commit to the
work discussed. Perceived
risk or lack of consensus
may contribute to inaction.
Ultimately, a decision needs
to be made.
TrustSupportPlanning
Change puts trust to the test.
For managers, rely on the
strengths of your team, stake-
holders, and other managers
to ease the pressure.
Change is difficult when
employees affected aren’t
aware it’s coming. Their value
to an organization becomes
less clear. For managers,
supporting a team is a key
responsibilty. They also should
support stakeholders, other
managers, and clients.
Change requires planning.
Adjusting roles or switching
directions without a plan
breeds chaos. A plan won’t
outline everything. It’s not the
law. It’s a guide. As it unfolds,
unknowns come into play.
Have a plan, but don’t be
chained to it.
Getting Focused
4 KEY CONSIDERATIONS
Change is demanding. When managing
change for a technology team, it’s important to
know where to focus.
01
| PAGE 04LYNDA.COM | MANAGING CHANGE FOR TECHNOLOGY TEAMS
5. O2 : SIZE DETERMINES STRATEGY LYNDA.COM | MANAGING CHANGE FOR TECHNOLOGY TEAMS
Size Determines Strategy
“THE X-WING FIGHTER VS. USS ENTERPRISE”
How change is best handled depends on an organization’s size.
Startups and small businesses, medium-size companies, and large
enterprises all function differently.
| PAGE 05
Startups and small businesses are affected by the same dynamics that
characterize X-Wing fighters in Star Wars. At the other end of the spectrum,
large organizations embody characteristics of the USS Enterprise in Star Trek.
In Star Wars, small and incredibly fast X-Wing fighters hold a single pilot.
They can quickly maneuver in new directions to complete their missions.
But they aren’t very powerful. And due to their size, they are vulnerable.
In Star Trek, the USS Enterprise is large and typically slow but powerful.
When its hundreds of crewmembers work well together, the ship can travel
at amazing speeds. It becomes a formidable opponent with equally powerful
offensive and defensive capabilities.
02
6. The industry shifts and the solution needs adjusting, so the company pursues
“establishment change” to adjust its initial work and gain a market foothold.
The change here is localized among a handful of employees who can individually
or through lightweight collaboration react, plan, and execute.
O3 : THE SMALL BUSINESS
The Small Business
GETTING ESTABLISHED
Let’s look at a hypothetical startup or small business
building a mobile application for an emerging industry.
03
| PAGE 06LYNDA.COM | MANAGING CHANGE FOR TECHNOLOGY TEAMS
7. ceo
vp marketingvp product
develpment
quality
engineer
office
manager
developer
The Small Business
O3 : THE SMALL BUSINESS | PAGE 07LYNDA.COM | MANAGING CHANGE FOR TECHNOLOGY TEAMS
The CEO works directly with two vice
presidents to communicate and accomplish
change.
The vice president of product
development functions as product
manager, architect, and development
manager, and can realign the solution
from all three of those perspectives
—explaining the new strategy to the
developer and quality engineer.
For the developer, the directive originates
from a single person and is one level
removed from the source of the change,
the CEO. In all likelihood, the message is
clear and actionable.
8. | PAGE 08LYNDA.COM | MANAGING CHANGE FOR TECHNOLOGY TEAMSO3 : THE SMALL BUSINESS
✓Use small size to an advan-
tage. Communicate and
collaborate to understand
the decision-making process.
✓Identify key factors affecting
a decision. (Decisions are
usually made by the CEO
in an organization this size.)
✓Clearly define goals.
✓Use defined goals to build
your planning process. Post
the goals on a wall, and refer
to them often.
✓Build a technical roadmap
with clear milestones. Check
each one to ensure it aligns
with goals.
✓Build the need to correct
course into your plan. Your
team is small, so you can
navigate unknowns well, but
only if you aren’t overwhelmed.
✓Support your colleagues
universally. Change at an
organization this size is a big
risk, and you need to help
everyone.
✓Consider how you can
embody change. Is there
something outward-facing you
can adjust? Take advantage
of this time to do that, and
share it with your team. Make
a culture of change something
that is embraced.
✓Trust your colleagues to use
their expertise and amplify
their commitment. Remember,
trust got you this far.
✓Trust the work that goes into
making the change. Since the
organization is small, you are
able to contribute greatly to
the decision-making process.
Decision-Making Planning Support Trust
The Small Business
9. | PAGE 09LYNDA.COM | MANAGING CHANGE FOR TECHNOLOGY TEAMSO4 : THE MEDIUM-SIZE BUSINESS
The Medium-Size Business
EVOLVING FOR NEW GROWTH
Let’s look at a hypothetical medium-size business of about
500 employees building a single successful product for
an existing user base.
04
10. cto cmo
ceo
cfo coo
vp product
management
vp user
experience
vp product
marketing
vp engineering
developer
lead
architect
user
experience
designers
product
marketing
manager
quality
lead
product
managers
developers
quality
engineers
campaign
manager
O4 : THE MEDIUM-SIZE BUSINESS | PAGE 10LYNDA.COM | MANAGING CHANGE FOR TECHNOLOGY TEAMS
The Medium-Size Business
A product manager who works indirectly
with a team to develop a product often
identifies opportunity. The initial idea is
communicated along a short chain across
sections of the product development
group as needed. If it is a larger project,
multiple product managers work on com-
ponents of the product and coordinate
with multiple engineering teams.
The architect, developer leads, and
quality leads must determine how
the change will impact all aspects of
the work ahead and plan for adjustments
in development methodology and arch-
itecture. User experience designers may
be required to implement the change.
Developers, quality engineers, and
architects are all dependent on the
product manager and the developer
lead, who define and prioritize the
scope of work and feature roadmap.
Employee roles are specialized and not
“doubled up” for any one person. An
individual developer focused on one
feature or component of the whole
product communicates and collaborates
with fellow developers as needed.
11. | PAGE 11LYNDA.COM | MANAGING CHANGE FOR TECHNOLOGY TEAMSO4 : THE MEDIUM-SIZE BUSINESS
✓Voice risks, and be open to
multiple options. You aren’t
at a small company anymore.
Agreement might not come
by consensus.
✓Build a case and communicate
it effectively to the technology
team, customer, and overall
business. If a technology issue
drives the change, you may
own the decision.
✓Accommodate multiple teams
to build your plan. Your plan
isn’t limited to your immediate
team. Stakeholders will play
a key role.
✓Tap your infrastructure for
help mapping out steps.
You’ve already got a team,
so use it.
✓Develop an end-to-end
plan, but take each step one
at a time.
✓Rely on your team, and lead
by example to help support
team members.
✓Support managers as well.
Understand their anxiety.
Answer their questions.
✓Create a safe place where
concerns are heard and
addressed.
✓Tap the unique skills of employees
in specialized roles, and encourage
them to work together.
✓Connect employees from disparate
disciplines to encourage unique
solutions. Invite varying points of
view.
✓Trust your stakeholders. Give them
the autonomy to do their jobs clearly
and with ownership.
Decision-Making Planning Support Trust
The Medium-Size Business
12. | PAGE 12LYNDA.COM | MANAGING CHANGE FOR TECHNOLOGY TEAMSO5 : THE ENTERPRISE
The Enterprise
SUSTAINING SUCCESS
Let’s look at a hypothetical large enterprise with employees
in the thousands, or even tens of thousands.
05
The company built a successful product and expanded its portfolio to three business
units of products, services, and technologies. One product line nears the end of its life.
The company needs to expand into a new area.
13. cto cio
ceo
coocfo coo cro cmo
svp
division
svp
product
design
evp
business
unit
evp
business
unit
evp
business
unit
vp
product
design
product
designer
director
product
design
vp
product
group
product
management
senior
product
manager
user
experience
designer
product
managers
developer
lead
qa
lead
engineering
manager
director
engineering
product
marketing
manager
campaign
manager
acquisitions
marketing
manager
media
marketing
vp
engineering
group
vp
marketing
general
counsel
architect
developers
quality
engineers
The Enterprise
| PAGE 13LYNDA.COM | MANAGING CHANGE FOR TECHNOLOGY TEAMSO5 : THE ENTERPRISE
Business opportunity research, analysis,
product design, marketing, and other
functions are highly specialized. Product
managers typically focus on components.
They collaborate to coordinate feature
roadmaps and prioritize across multiple
sets of needs.
Impacts of change ripple widely. It’s
a challenge to shift the focus of highly
skilled professionals to something new.
They have deep institutional knowledge
of an existing product built on years of
architecture and technical debt.
Should the company transform the skills of
its existing team, layoff staff and hire a new
team, or pursue both strategies? Urgency,
and the importance of the single revenue
source, can impact this decision. If a
company has multiple lines of equally
successful products, the process can be
evolutionary. If not, revolutionary change
may be needed.
The scope of communication required is
huge. Individual technology professionals
must embrace an entirely new ecosystem
of software development, customer needs,
and feature sets. The change affects one
business unit, but the interdependencies
of technology and infrastructure mandate
an epic plan that analyzes and accommo-
dates impacts and communicates them to
all stakeholders.
14. | PAGE 14LYNDA.COM | MANAGING CHANGE FOR TECHNOLOGY TEAMSO5 : THE ENTERPRISE
✓Accept that decision-making is
usually opaque, and move on.
For managers, questioning the
process takes time away from
being a leader for your team.
✓Ask questions. Which
components of current
products do others rely on?
What dependencies will affect
the roadmaps of other teams?
✓Ensure you are not adding risk
by reducing the maintenance
of an existing product.
✓Consider all available options.
✓Accommodate training. It is
part of the work.
✓For managers, rely on Human
Resources when transitioning
employees out of the organi-
zation. For those leaving, write
recommendations and provide
references. Be there for them,
wherever they go.
✓ Trust that your organization’s
established lines of business
will help provide revenue.
Decision-Making Planning Support Trust
The Enterprise
15. Change is fundamental in business. You, your
technology team, and your entire organization
can be prepared.
At a startup or small business, quickly and adeptly
address a market with scalable and adaptive
technologies and platforms. At a medium-size
business, understand how to evolve through
observation, data science, or analysis. At the
enterprise, encourage a culture of change and
actively communicate across business units.
Whether your business is an X-Wing fighter or the
USS Enterprise, your mission will be a success.
O6 : CONCLUSION | PAGE 15LYNDA.COM | MANAGING CHANGE FOR TECHNOLOGY TEAMS
Conclusion
06
16. LYNDA.COM | MANAGING CHANGE FOR TECHNOLOGY TEAMS | 16ABOUT THE AUTHOR
Doug Winnie is director of content for the lynda.com Technology
library at LinkedIn, and has worked in the software industry in
multiple roles for more than 15 years. Through his work with
companies like Lexus, Safeway, Hewlett-Packard, and Industrial Light
Magic, he has been recognized multiple times for industry awards,
including two Webby Award nominations.
Prior to LinkedIn and lynda.com, Doug worked for many years at
Adobe as a principal product manager bridging the gap between
the needs and requirements of designers and developers, which
resulted in many projects and applications. Currently, Doug lives
in San Francisco. He is @sfdesigner on Twitter.
About the Author