This document discusses managing projects that have turned "yellow", or at risk of failing. It defines a yellow zone project as one that may fail to achieve some goals but is still potentially salvageable. Up to 70% of projects are in the yellow zone. The document provides tips for preventing projects from turning yellow and strategies for rescuing yellow zone projects, including establishing clear communication, validating requirements and business cases, and applying risk-driven testing. It emphasizes the importance of evaluating projects against their original business justification.
The document discusses the challenges of managing performance for modern web applications. It notes that traditional monitoring tools are inadequate as they do not measure from the user's perspective and cannot account for factors like third-party content and dynamic architectures. The document advocates for a new approach that directly measures response time at the browser level to provide accurate, correlated data across tiers. This real user monitoring allows teams to quickly triage issues, understand business impact, and optimize performance.
Outsourcing Services: What is right for your organisationVincent Kwon
The document discusses different outsourcing models and their evolution over time. Traditional outsourcing from the 1980s typically involved moving entire operations functions to an external provider. Selective/project outsourcing from the 1990s focused on specific functions or projects. Transformational outsourcing, including business process outsourcing, aims to define a new business operating model and processes. Each model presents different challenges around scope, integration, acceptance criteria, service levels, and knowledge transfer.
IHS Webcast - Navigating Today’s Global Regulatory Environment Tevia Arnold
This document summarizes a presentation on navigating today's global regulatory environment and best practices for managing compliance. The presentation discusses the top 10 regulations companies face, how the regulatory landscape is constantly evolving, and the broadening view of sustainability beyond just regulations. It emphasizes that compliance is key to business value drivers like time to market, cost, quality and innovation. A framework is provided for a systematic approach to compliance, covering areas like identifying requirements, capturing product data, analyzing compliance, and documenting the process. Options for tracking regulations include doing it internally, hiring consultants, or using a regulatory management system.
SOFTWARE PRODUCT DEVELOPMENT GOVERNANCE FRAMEWORKArul Nambi
The document describes Techserv's product development governance framework, which includes standardized processes, templates, guidelines and other artifacts designed to reduce the effort required to define processes by 80-95% and improve the success of software development projects. The framework is compliant with CMMI Level 3 and ISO 9001 standards and is customizable to suit different projects while maintaining consistent application of processes. It is intended to provide benefits like improved quality, schedules, costs and employee morale for stakeholders like customers, management and IT employees.
This document discusses best practices for disaster recovery and business continuity planning. It begins with an agenda for presentations on the business aspects of IT disaster recovery, technical best practices, and a networking opportunity over lunch. It then provides information about the presenting company, The Signature Group, and their client base and services. Finally, it discusses defining objectives for disaster recovery planning by determining recovery time objectives and recovery point objectives based on a risk analysis of different systems. The key aspects are balancing recovery needs with costs while building an automated, documented plan.
The Digital Age: How to get the most out of mobile devices in the legal envir...e-ternity
Learn more about:
* Marketplace statistics
* Tablet’s, Smartphones and Phablet’s. What are the best devices out there?
* Squeezing efficiencies out of powerful business mobiles devices
* Great iPad and Android apps
* How important is the data on my Mobile device?
* How do I protect my mobile device from data loss?
The document discusses the challenges of managing performance for modern web applications. It notes that traditional monitoring tools are inadequate as they do not measure from the user's perspective and cannot account for factors like third-party content and dynamic architectures. The document advocates for a new approach that directly measures response time at the browser level to provide accurate, correlated data across tiers. This real user monitoring allows teams to quickly triage issues, understand business impact, and optimize performance.
Outsourcing Services: What is right for your organisationVincent Kwon
The document discusses different outsourcing models and their evolution over time. Traditional outsourcing from the 1980s typically involved moving entire operations functions to an external provider. Selective/project outsourcing from the 1990s focused on specific functions or projects. Transformational outsourcing, including business process outsourcing, aims to define a new business operating model and processes. Each model presents different challenges around scope, integration, acceptance criteria, service levels, and knowledge transfer.
IHS Webcast - Navigating Today’s Global Regulatory Environment Tevia Arnold
This document summarizes a presentation on navigating today's global regulatory environment and best practices for managing compliance. The presentation discusses the top 10 regulations companies face, how the regulatory landscape is constantly evolving, and the broadening view of sustainability beyond just regulations. It emphasizes that compliance is key to business value drivers like time to market, cost, quality and innovation. A framework is provided for a systematic approach to compliance, covering areas like identifying requirements, capturing product data, analyzing compliance, and documenting the process. Options for tracking regulations include doing it internally, hiring consultants, or using a regulatory management system.
SOFTWARE PRODUCT DEVELOPMENT GOVERNANCE FRAMEWORKArul Nambi
The document describes Techserv's product development governance framework, which includes standardized processes, templates, guidelines and other artifacts designed to reduce the effort required to define processes by 80-95% and improve the success of software development projects. The framework is compliant with CMMI Level 3 and ISO 9001 standards and is customizable to suit different projects while maintaining consistent application of processes. It is intended to provide benefits like improved quality, schedules, costs and employee morale for stakeholders like customers, management and IT employees.
This document discusses best practices for disaster recovery and business continuity planning. It begins with an agenda for presentations on the business aspects of IT disaster recovery, technical best practices, and a networking opportunity over lunch. It then provides information about the presenting company, The Signature Group, and their client base and services. Finally, it discusses defining objectives for disaster recovery planning by determining recovery time objectives and recovery point objectives based on a risk analysis of different systems. The key aspects are balancing recovery needs with costs while building an automated, documented plan.
The Digital Age: How to get the most out of mobile devices in the legal envir...e-ternity
Learn more about:
* Marketplace statistics
* Tablet’s, Smartphones and Phablet’s. What are the best devices out there?
* Squeezing efficiencies out of powerful business mobiles devices
* Great iPad and Android apps
* How important is the data on my Mobile device?
* How do I protect my mobile device from data loss?
The document discusses how to maximize the value of security investments through vulnerability management and compliance programs. It emphasizes doing something to improve security, such as comprehensive scanning, and proving the program's effectiveness through metrics and reporting. The document provides questions to assess a program and ensure goals are understood. It also discusses automation, integrating tools, and measuring maturity to track improvement over time.
The document discusses best practices for facilitating a successful Joint Application Design (JAD) session. It provides examples of poorly planned JAD agendas that are unfocused and allow only a few voices to dominate. The document suggests applying structure to the session while still encouraging creativity from group interactions. The facilitator, Jackie Parker, shares tips for planning an effective JAD session that gathers requirements in an inclusive, productive way.
This document summarizes an organization called Changefirst that provides change management consulting and training. It discusses Changefirst's People Centred Implementation methodology for helping organizations implement projects effectively by engaging people and building skills to adapt to changes. The methodology involves six critical success factors including shared change purpose, effective change leadership, powerful engagement processes, and sustained commitment. Changefirst trains over 12,000 people annually and provides tools and resources to close the "value gap" often seen between planned benefits and actual benefits realized in change initiatives.
Industry report home agent adoption 2010 print versionDaniel Willis
This document summarizes the results of a survey about home agent adoption in the North American contact center industry in 2010. Some key findings include:
1) 46% of surveyed companies had adopted a home agent model, and of those adopters, 90% found the program successful.
2) Successful programs cited benefits like expanding their geographic reach for agents, adding capacity, and realizing cost savings.
3) Of those who did not adopt, 31% planned to implement a home agent program within 12 months.
4) Adoption rates and realized benefits were generally consistent across industries surveyed.
Benchmark METRICS THAT MATTER October 4 2012BenchmarkQA
Betty Schaar and Jeff Roth presented this at BenchmarkQA's fall 2012 Software Quality Forum, challenging attendees to rethink the metrics they're generating. Metrics without the context of the project mean nothing.
Lotusphere Id601 - Understanding the marketplace advantages for IBM Lotus sol...Ed Brill
The document discusses IBM Lotus collaboration software solutions and their advantages over competitors. It highlights IBM's leadership position across key collaboration categories like enterprise email, portals, and business process management. The document also summarizes IBM's product strategy, roadmap, and focus on open standards and integration. It addresses questions customers may have around migration costs when evaluating switching from existing solutions.
The document discusses how IT governance can help solve the problems caused by organizational "silos" by promoting collaboration between business units and IT. IT governance establishes a process that brings together business and IT experts to communicate, align goals, share risks, prioritize projects, and make joint decisions. This helps ensure IT expenditures deliver business value by overcoming the isolation of separate business units working independently without coordination.
The traditional contract for software development based on the waterfall model is flawed in several key ways:
1. Fixed requirements specified upfront are unrealistic and limit flexibility to adapt to changes.
2. Customers struggle to fully articulate their needs through requirements documents, which are a blunt tool, and developers often cannot understand the requirements.
3. The sequential nature of waterfall prevents early and continuous delivery of working software for customer feedback.
4. Payment is tied to rigid dates and milestones rather than delivery of working software.
5. Waterfall contracts fail to account for the iterative nature of agile software development practices now in widespread use.
Managing the the Technical Debt lifecycle. In this presentation we explore the evolution of the metaphor, the value it brings to organizations and challenges to successful adoption.
The full audio and video can be viewed at http://blog.acrowire.com/td-webinar.
This white paper discusses key considerations for designing and maximizing a video architecture. It addresses evaluating user requirements, migrating from legacy systems to IP-based environments, and selecting a scalable, standards-based solution for growth. The paper outlines components of a typical video architecture, including infrastructure, endpoints, management systems and applications. It emphasizes choosing a reliable, scalable and easy to use solution to improve productivity and collaboration through video communication.
Portfolio management and agile: a look at risk and valueJohn Goodpasture
The document is a presentation about portfolio management and agile given to the PMI Central Florida Chapter. It discusses how portfolio value and risk trade-offs can be compatible with agile practices like dynamic backlogs and incremental plans. While portfolio value is planned, agile allows for emergent outcomes. The presentation addresses tensions between portfolio planning and agile emergence, and how portfolios and agile both address value and risk through diversification and frequent deliveries.
In this presentation, Peter Farrow of Randolph-Brooks Federal Credit Union shares the basics of “Lean for Credit Unions.” He also discusses some of the reasons Randolph-Brooks considered Lean and ways Lean can be beneficial to any credit union.
Peter presents three detailed case studies from Randolph-Brooks and the results they achieved:
– Branch Channel Lending
– Call Center Member Service
– Branch Workforce Management
He gives an overview of Lean in IT and a few reasons Randolph-Brooks chose to implement Lean in IT. Peter also shares some helpful tips for getting started with your own improvement initiatives.
In this webinar, Steve Hall, author of "Managing Global Development Risk,” discusses the challenge of aligning vendor SLAs with long term business value. Steve discusses how you can build healthier and transparent relationships between vendors and customers by incorporating application structural quality measurement and practical, meaningful metrics to mitigate risk. You’ll learn how you can avoid vendor lock-in, improve production support activities and align metrics between vendors and project managers.
To view the webinar, visit http://www.castsoftware.com/news-events/event/vendor-management?gad=ss
Social Engagement: Buckle Up and Enjoy the Ride!Petra Neiger
The document discusses social engagement and provides tips for companies. It notes that 90% of people trust peer reviews and 37% of tech buyers use social media for advice. It encourages companies to integrate social media into their business, listen to customers, engage customers on social platforms, and measure the impact of their social media efforts on business goals.
Part I - Why-asset-management-system-implementations-fail[1]Transcendent
The document discusses why asset management system implementations often fail. It describes a case where Marin County, CA spent $30 million on an ERP system but ultimately abandoned it after consultants said it wasn't worth fixing problems. The root cause of failure, according to the document, is that sales overpromise on what software can deliver versus customer expectations. Setting proper expectations between the customer, vendor, and consultants is identified as key to implementation success.
Keeping the spin - from idea to cash in 6 weeks (ICGSE2011)Marcin Kokott
This document discusses how Tieto helped a Dutch client transition to an agile way of working with their Indian team in just 6 weeks. Initially, the Dutch team was disappointed with the collaboration due to cultural differences. Tieto provided training on agile methods, global delivery, and cultural awareness. They then led a 1-week "crash course" using rapid learning cycles to break old habits. This improved innovation, global cooperation, and customer results. The client was happy with the outputs, saw weekly progress, and selected Tieto for future work due to the new approach.
This document discusses how the media product challenges and develops conventions of horror films. It presents several conventions that were challenged, such as killing a male character instead of the usual female victim. It also challenged revealing the killer's identity to generate suspense. Some conventions were followed, like using ominous music, fast-paced editing, and a variety of shots to set the scene and keep the audience engaged. Overall, the goal was to empower young female viewers while still capturing elements typical of the horror genre.
The document discusses how to maximize the value of security investments through vulnerability management and compliance programs. It emphasizes doing something to improve security, such as comprehensive scanning, and proving the program's effectiveness through metrics and reporting. The document provides questions to assess a program and ensure goals are understood. It also discusses automation, integrating tools, and measuring maturity to track improvement over time.
The document discusses best practices for facilitating a successful Joint Application Design (JAD) session. It provides examples of poorly planned JAD agendas that are unfocused and allow only a few voices to dominate. The document suggests applying structure to the session while still encouraging creativity from group interactions. The facilitator, Jackie Parker, shares tips for planning an effective JAD session that gathers requirements in an inclusive, productive way.
This document summarizes an organization called Changefirst that provides change management consulting and training. It discusses Changefirst's People Centred Implementation methodology for helping organizations implement projects effectively by engaging people and building skills to adapt to changes. The methodology involves six critical success factors including shared change purpose, effective change leadership, powerful engagement processes, and sustained commitment. Changefirst trains over 12,000 people annually and provides tools and resources to close the "value gap" often seen between planned benefits and actual benefits realized in change initiatives.
Industry report home agent adoption 2010 print versionDaniel Willis
This document summarizes the results of a survey about home agent adoption in the North American contact center industry in 2010. Some key findings include:
1) 46% of surveyed companies had adopted a home agent model, and of those adopters, 90% found the program successful.
2) Successful programs cited benefits like expanding their geographic reach for agents, adding capacity, and realizing cost savings.
3) Of those who did not adopt, 31% planned to implement a home agent program within 12 months.
4) Adoption rates and realized benefits were generally consistent across industries surveyed.
Benchmark METRICS THAT MATTER October 4 2012BenchmarkQA
Betty Schaar and Jeff Roth presented this at BenchmarkQA's fall 2012 Software Quality Forum, challenging attendees to rethink the metrics they're generating. Metrics without the context of the project mean nothing.
Lotusphere Id601 - Understanding the marketplace advantages for IBM Lotus sol...Ed Brill
The document discusses IBM Lotus collaboration software solutions and their advantages over competitors. It highlights IBM's leadership position across key collaboration categories like enterprise email, portals, and business process management. The document also summarizes IBM's product strategy, roadmap, and focus on open standards and integration. It addresses questions customers may have around migration costs when evaluating switching from existing solutions.
The document discusses how IT governance can help solve the problems caused by organizational "silos" by promoting collaboration between business units and IT. IT governance establishes a process that brings together business and IT experts to communicate, align goals, share risks, prioritize projects, and make joint decisions. This helps ensure IT expenditures deliver business value by overcoming the isolation of separate business units working independently without coordination.
The traditional contract for software development based on the waterfall model is flawed in several key ways:
1. Fixed requirements specified upfront are unrealistic and limit flexibility to adapt to changes.
2. Customers struggle to fully articulate their needs through requirements documents, which are a blunt tool, and developers often cannot understand the requirements.
3. The sequential nature of waterfall prevents early and continuous delivery of working software for customer feedback.
4. Payment is tied to rigid dates and milestones rather than delivery of working software.
5. Waterfall contracts fail to account for the iterative nature of agile software development practices now in widespread use.
Managing the the Technical Debt lifecycle. In this presentation we explore the evolution of the metaphor, the value it brings to organizations and challenges to successful adoption.
The full audio and video can be viewed at http://blog.acrowire.com/td-webinar.
This white paper discusses key considerations for designing and maximizing a video architecture. It addresses evaluating user requirements, migrating from legacy systems to IP-based environments, and selecting a scalable, standards-based solution for growth. The paper outlines components of a typical video architecture, including infrastructure, endpoints, management systems and applications. It emphasizes choosing a reliable, scalable and easy to use solution to improve productivity and collaboration through video communication.
Portfolio management and agile: a look at risk and valueJohn Goodpasture
The document is a presentation about portfolio management and agile given to the PMI Central Florida Chapter. It discusses how portfolio value and risk trade-offs can be compatible with agile practices like dynamic backlogs and incremental plans. While portfolio value is planned, agile allows for emergent outcomes. The presentation addresses tensions between portfolio planning and agile emergence, and how portfolios and agile both address value and risk through diversification and frequent deliveries.
In this presentation, Peter Farrow of Randolph-Brooks Federal Credit Union shares the basics of “Lean for Credit Unions.” He also discusses some of the reasons Randolph-Brooks considered Lean and ways Lean can be beneficial to any credit union.
Peter presents three detailed case studies from Randolph-Brooks and the results they achieved:
– Branch Channel Lending
– Call Center Member Service
– Branch Workforce Management
He gives an overview of Lean in IT and a few reasons Randolph-Brooks chose to implement Lean in IT. Peter also shares some helpful tips for getting started with your own improvement initiatives.
In this webinar, Steve Hall, author of "Managing Global Development Risk,” discusses the challenge of aligning vendor SLAs with long term business value. Steve discusses how you can build healthier and transparent relationships between vendors and customers by incorporating application structural quality measurement and practical, meaningful metrics to mitigate risk. You’ll learn how you can avoid vendor lock-in, improve production support activities and align metrics between vendors and project managers.
To view the webinar, visit http://www.castsoftware.com/news-events/event/vendor-management?gad=ss
Social Engagement: Buckle Up and Enjoy the Ride!Petra Neiger
The document discusses social engagement and provides tips for companies. It notes that 90% of people trust peer reviews and 37% of tech buyers use social media for advice. It encourages companies to integrate social media into their business, listen to customers, engage customers on social platforms, and measure the impact of their social media efforts on business goals.
Part I - Why-asset-management-system-implementations-fail[1]Transcendent
The document discusses why asset management system implementations often fail. It describes a case where Marin County, CA spent $30 million on an ERP system but ultimately abandoned it after consultants said it wasn't worth fixing problems. The root cause of failure, according to the document, is that sales overpromise on what software can deliver versus customer expectations. Setting proper expectations between the customer, vendor, and consultants is identified as key to implementation success.
Keeping the spin - from idea to cash in 6 weeks (ICGSE2011)Marcin Kokott
This document discusses how Tieto helped a Dutch client transition to an agile way of working with their Indian team in just 6 weeks. Initially, the Dutch team was disappointed with the collaboration due to cultural differences. Tieto provided training on agile methods, global delivery, and cultural awareness. They then led a 1-week "crash course" using rapid learning cycles to break old habits. This improved innovation, global cooperation, and customer results. The client was happy with the outputs, saw weekly progress, and selected Tieto for future work due to the new approach.
This document discusses how the media product challenges and develops conventions of horror films. It presents several conventions that were challenged, such as killing a male character instead of the usual female victim. It also challenged revealing the killer's identity to generate suspense. Some conventions were followed, like using ominous music, fast-paced editing, and a variety of shots to set the scene and keep the audience engaged. Overall, the goal was to empower young female viewers while still capturing elements typical of the horror genre.
The consulting firm uses benchmarking to help clients improve sales effectiveness. It assessed a client's sales process and found the sales cycle was too long at over 200 days. The root cause was that the sales cycle and buying cycle were not aligned, with sales criteria not matching customer needs. Recommendations included aligning the sales cycle with the buying cycle, implementing sales performance management to give managers better visibility, and adopting talent management to coach managers on supporting the customer journey.
FAO - 5. business management for agro-industriesHernani Larrea
This document provides an overview of Module 5 of a course on agribusiness management for producers' associations. The module focuses on business management techniques for small-scale agro-industries. It contains 5 units that cover managing finance, people, equipment, exports, and quality assurance. Each unit includes conceptual content, case studies for analysis, group exercises, and assessments. The goal is to help participants build management capacities and apply what they learn to improve their own agribusinesses.
Any company that\'s looking to engage with their buying audience will need to adjust to this buyer cycle revolution, and there is a way to do this most effectively. How? By engaging the buyer with the information they’re looking for, when they need it, and where they need it.
El documento habla sobre las técnicas de ventas B2B. Explica que las ventas B2B son una modalidad de comercio electrónico entre empresas que permite encontrar más proveedores y distribuidores. Luego describe las principales ventajas como la reducción de costes y de intermediarios, y las principales desventajas como el trato impersonal. Finalmente, resalta que para implantar con éxito el modelo B2B en una empresa se debe elaborar un plan estratégico que analice el entorno, las capacidades, recursos y un modelo de negocio en internet
Shorten Your Sales Cycle In 7 Words Or LessToby Marshall
The document provides tips for creating an effective elevator pitch, including keeping it short (7 words or less), hooking the listener, being outcome-focused, and considering different variations for business and social settings depending on if the listener is a prospect or not. It also discusses focusing marketing narrowly on a niche that is reachable, profitable, and serves profitable customers. The document includes examples of recruitment industry elevator pitches and tips for challenger marketing.
In today's economy there is a driving need to cut costs. Yet the uncertain and changing environment makes business agility more critical than ever. To successfully address both these challenges companies must reduce maintenance costs and lead times for their existing mainframe systems and core application portfolio. They need to find ways to renovate the right pieces of their existing applications. Minimizing risk by retaining the majority of the code, yet reducing maintenance costs and improving agility by modernizing critical components. Service-Oriented Architectures deliver the framework to successfully transform core IT assets, and companies are rightfully embracing the approach. But more is needed.
This presentation covers applying Decision Management, SOA and Business Rules Management Systems to renovate your existing applications. Used together these approaches dramatically reduce maintenance costs and increasing business agility. You will see how to use the techniques and technologies to identify critical components, externalize them and make them easier and cheaper to manage and change. Illustrated with real customer stories, this webinar will show you how to increase agility and reduce costs.
Digiday Presents the Brand Investment ReportDigiday
Researcher Evan Neufeld will present the findings of Digiday's inaugural report, which examines how Fortune 500 brands and their CMOS are navigating the increasingly complicated digital marketplace. He will identify key emerging trends, as well as best and worst practices, and make recommendations for agencies and publishers who want to know where brands will be putting their money in 2013 and beyond.
Presenter: Evan Neufeld, principal analyst and co-founder, Storyline Development @mobilewallah
The document provides an overview and agenda for a practitioner class on introduction and procurement, covering objectives like key differences in procuring goods, services and works, important developments in contracts and procurement, and an overview of the SIG's 6-7 stage procurement process. The class covers topics such as definitions, the procurement strategy, contract development, and risk allocation.
New Challenges in Cloud Adoption - The Users!Khazret Sapenov
The document discusses challenges with user adoption of cloud technologies. Traditional change management approaches are not effective for cloud because they focus on training users on the technology rather than business goals and performance. This leads to one-time training rather than ongoing support. Effective cloud adoption requires new user adoption approaches that address both technology and behavior changes, and keep pace with constant updates. It also requires building user adoption programs with ongoing activities and resources rather than one-time training.
New Challenges in Could Adoption - The Users!Tri Tuns
The document discusses new challenges for user adoption of cloud technologies. Traditional change management approaches are not well-suited for the cloud where technology changes constantly. Vendors now take on the risk of user adoption for their products. Effective user adoption programs require a holistic approach and sustaining adoption efforts over the long-term. The document promotes outsourcing user adoption programs to ensure skills and resources can keep pace with changing technology.
The document provides an agenda and overview for a project management workshop. The workshop will cover three main topics: an introduction to the project management profession, Microsoft Project training, and the key project management process groups. It will be led by Muhammad Azeem Uddin and aims to provide hands-on learning for line managers, team leaders, functional coordinators and project organizers. Ground rules for the workshop are outlined which emphasize avoiding distractions to allow full concentration.
Realisor helps create the information and business conversations to deliver greater results. It is business software and a flexible and engaging process. See www.realisor.com for more info.
Use for benefits realisation/ management, business cases, assurance, governance and programs and portfolios.
WHY USE?
People are more engaged and effective plans are created with greater efficiency. Delivery has greater transparency and this enables people to make clearer and faster governance decisions.
This allows costs and risks to be reduced and greater benefits delivered. Reputation can be protected and customer, employee and stakeholder satisfaction can then be increased.
Large IT projects often fail to deliver expected returns due to organizational barriers that prevent business process changes needed to realize benefits. A comprehensive assessment should evaluate organizational structure, metrics, culture and processes to identify barriers. Improvement projects targeting these issues can help organizations escape the "valley of despair" where benefits are not achieved. Continuous management is required to drive performance using the insights from the assessment.
Agile@Scale presentation for PMI Łódź chapeter on 26 June 2013rulefinancial_pl
1. The document describes a story of a project that struggled to implement Agile at scale, spinning its wheels through multiple iterations and failing to deliver requirements on time. This highlighted the challenges of using Agile for complex, distributed projects.
2. It then contrasts the IT and business perspectives on Agile, noting that while IT loves Agile's iterative approach, businesses need more accountability and traceability which Agile does not always provide.
3. The presentation proposes a new Agile@Scale framework that addresses delivery, process, and people to connect predictive planning to agile execution for large projects through a staged delivery funnel.
The document discusses the business case for cloud computing and provides critical legal, business, and diligence considerations. It outlines benefits like cost avoidance, improved agility, and focusing on core business functions. Evaluation considerations include functionality, security, disaster recovery, and contractual requirements. Privacy and regulatory compliance are also important factors to examine for a cloud migration.
Merger Tech Advisors Presentation July 2012pwegner
MergerTech is an investment bank that specializes in mergers and acquisitions for small and medium-sized technology companies. It aims to help these companies realize the value of their business through leveraging MergerTech's domain expertise. MergerTech prides itself on having expert bankers with over 10 years of experience each and worldwide reach to over 20,000 potential buyers. This leads to the fastest M&A process, greatest certainty of deals closing, and best value for sellers. The document provides details on MergerTech's leadership team and profiles some recent acquisition transactions it has completed.
Consulting Overview for Sales Implementation TeamJudy Hogan
I prepared this presentation for a group of sales implementation professionals who were transforming their function from project management to client consulting.
Ray Boggs presented on IT spending trends among small and medium businesses. He found that SMB IT spending is growing faster than total corporate IT spending. Many SMBs plan to delay, reduce, or focus their IT spending on tactical projects in the next 12 months due to economic concerns. SMBs are interested in software-as-a-service solutions for benefits like paying for capabilities as needed. However, they also have security and cost concerns about these solutions. Dell then presented on their new managed services approach to address SMB needs like reducing downtime and costs while freeing up resources. They outlined service plan levels and features to provide remote monitoring, resolution, and management support for SMBs.
Webinar Deck: GICs vs. Service Providers: Who is Winning?Everest Group
Leading buyer organizations extensively leverage both Global In-house Centers (GICs) and service providers as part of their delivery portfolios. As their exposure in both these sourcing models increases with growing offshore maturity and adoption, buyer organizations are often faced with the following key questions:
Is one model growing relative to the other?
How should organizations think about comparing GICs and service providers?
What are the best practices for optimizing sourcing model portfolio?
M12S01 - The Information Tsunami: Where We Are and How to Move ForwardMER Conference
The document summarizes a presentation on the current state of electronic records and information management (eRIM) programs. It notes that many eRIM implementations are failing because records managers missed an opportunity to lead, and that senior management buy-in and business operations involvement are key to success. The presentation outlines the various stakeholders involved in eRIM and their sometimes conflicting interests. It recommends clarifying accountability for information management and addressing the effects of social media. Motivating senior leaders requires emphasizing value and risk, while business users must take responsibility for records and embrace necessary changes.
Moxie Software provides an employee collaboration platform called Employee Spaces. It utilizes a people-centric design approach to maximize adoption. The platform allows employees to find experts, collaborate on projects, share knowledge, and drive innovation. It also offers customizable features for integration, templating, search, and management. Moxie typically delivers an initial iteration within 15 days and full deployment within 90 days using an iterative methodology focused on usability.
This document discusses five critical areas of transparency that are considered best practices for successful government contractors:
1) Visibility at the lowest project level to optimize resources with uncertainty in budgets
2) Using thresholds and alerts to identify problems early with flat or decreasing budgets
3) Analyzing business profitability to understand the most profitable projects amid increased competition
4) Aligning supply chain visibility with contract terms and conditions for low cost and high quality
5) Rapidly implementing industry-focused solutions to allow for flexibility with anticipated shifts in commercial sector spending