Project Presentation of a process to help companies gain change momentum and move forward. I am available to deliever this process to your organization.
Happiness - Secret Key to Productivity by Melvin Thambi RapidValue solutionsRapidValue
Happiness can be defined in many ways, and for each person the word happiness differs!
I would like to talk about simple ten points which brings happiness inside the design team.
Smart Work VS Hard Work
Team Work & Discussions
Awesomeness Report
Bring back Saturdays & Sundays
One day wonder Magic
Visualise your dreams
Playing with challenges
Making others happy
Learn, discuss & share
Be the difference & make a difference
The document summarizes the creation of SprintZ.work, a company that trains people to manage remote innovation sprints. It discusses how the founder initially doubted remote work could foster innovation but conducted a remote sprint with experts that changed his view. This convinced him remote work was the future and the best way to learn management was by doing it. The company now runs intensive 5-day and 5-week training programs to teach these remote management and innovation skills.
Three scrum teams were quickly scaled up across multiple locations as part of a distributed scrum project. This led to growing pains around talent acquisition, communication costs, onboarding new hires, and creating a sense of ownership among distributed teams. To address these, standardized hiring and onboarding processes were implemented, communication tools were improved, local team leads took on more responsibility to foster ownership, and initiatives like hackathons and transparency into career growth were used to promote bottom-up innovation. While distributed scrum brought challenges, focus on ownership among teams helped improve productivity and motivation.
Project Management can present a variety of challenges, with internal and external factors often having an impact on keeping projects on budget and within deadlines...
Planning and communication can play a major part in keeping projects on track.
Here are InterQuest's 5 Top Tips for Task Project Management.
The document discusses empowered teams and their advantages over disempowered teams for successful software projects. Empowered teams are self-organizing, focus on outcomes rather than tasks, seek feedback, and feel empowered through trust, knowledge of goals, and confidence. When hiring, it is important to find a "thought partner" team that is engaged, transparent, and focused on project success. Srijan organizes into empowered teams and brings projects to the teams to deliver business value for clients through an agile process.
Creating a Lean PMO. Empower People, Enable FlowJulee Everett
Align. Fund teams, not projects. Leave them alone to do what they said they would do. Adapt. Sound easy? Then why do we make it so complicated? Stop being good at process & start getting good at business.
Lean Kanban India 2019 Conference | Risky Business: Real Options for Business...LeanKanbanIndia
Session Title: Risky Business: Real Options for Business Agility
Abstract: Enterprise projects are known to have challenges with uncertainty, risk, forecasting and commitment - and the most valuable projects often carry the most risk. Other industries also encounter risk and generate value by understanding and managing that risk effectively. Todd Little explores techniques used in a number of risky businesses - product development, oil and gas exploration, investment banking, medicine, weather forecasting, and gambling - and shares what those industries have done to manage uncertainty.
Happiness - Secret Key to Productivity by Melvin Thambi RapidValue solutionsRapidValue
Happiness can be defined in many ways, and for each person the word happiness differs!
I would like to talk about simple ten points which brings happiness inside the design team.
Smart Work VS Hard Work
Team Work & Discussions
Awesomeness Report
Bring back Saturdays & Sundays
One day wonder Magic
Visualise your dreams
Playing with challenges
Making others happy
Learn, discuss & share
Be the difference & make a difference
The document summarizes the creation of SprintZ.work, a company that trains people to manage remote innovation sprints. It discusses how the founder initially doubted remote work could foster innovation but conducted a remote sprint with experts that changed his view. This convinced him remote work was the future and the best way to learn management was by doing it. The company now runs intensive 5-day and 5-week training programs to teach these remote management and innovation skills.
Three scrum teams were quickly scaled up across multiple locations as part of a distributed scrum project. This led to growing pains around talent acquisition, communication costs, onboarding new hires, and creating a sense of ownership among distributed teams. To address these, standardized hiring and onboarding processes were implemented, communication tools were improved, local team leads took on more responsibility to foster ownership, and initiatives like hackathons and transparency into career growth were used to promote bottom-up innovation. While distributed scrum brought challenges, focus on ownership among teams helped improve productivity and motivation.
Project Management can present a variety of challenges, with internal and external factors often having an impact on keeping projects on budget and within deadlines...
Planning and communication can play a major part in keeping projects on track.
Here are InterQuest's 5 Top Tips for Task Project Management.
The document discusses empowered teams and their advantages over disempowered teams for successful software projects. Empowered teams are self-organizing, focus on outcomes rather than tasks, seek feedback, and feel empowered through trust, knowledge of goals, and confidence. When hiring, it is important to find a "thought partner" team that is engaged, transparent, and focused on project success. Srijan organizes into empowered teams and brings projects to the teams to deliver business value for clients through an agile process.
Creating a Lean PMO. Empower People, Enable FlowJulee Everett
Align. Fund teams, not projects. Leave them alone to do what they said they would do. Adapt. Sound easy? Then why do we make it so complicated? Stop being good at process & start getting good at business.
Lean Kanban India 2019 Conference | Risky Business: Real Options for Business...LeanKanbanIndia
Session Title: Risky Business: Real Options for Business Agility
Abstract: Enterprise projects are known to have challenges with uncertainty, risk, forecasting and commitment - and the most valuable projects often carry the most risk. Other industries also encounter risk and generate value by understanding and managing that risk effectively. Todd Little explores techniques used in a number of risky businesses - product development, oil and gas exploration, investment banking, medicine, weather forecasting, and gambling - and shares what those industries have done to manage uncertainty.
2016 1 ebm_exercício 5_análise de casosFlora Couto
1) O terapeuta comete várias armadilhas ao rotular o paciente de "dependente" e insistir nesse rótulo, ao invés de escutá-lo;
2) O paciente se sente desconfortável com os rótulos e tenta explicar sua perspectiva, mas não é ouvido;
3) É sugerido que o terapeuta evite rotular o paciente e enfatize que o mais importante é entender como o uso de drogas o afeta e o que ele quer fazer a respeito.
Este documento describe la Web 2.0 y su uso didáctico. Define la Web 2.0 como una arquitectura de participación que aprovecha la inteligencia colectiva para ofrecer servicios interactivos en línea y dar control a los estudiantes sobre sus datos. Explica que la Web 2.0 facilita el acceso a contenidos educativos y la colaboración entre estudiantes. También permite nuevas formas de comunicación e interacción entre profesores y estudiantes de forma remota. Finalmente, detalla algunos usos didácticos de herramient
1. The system must take ownership of event data to ensure durability and free input systems from managing logs.
2. Events must be causally linked through parent IDs and timestamps to reconstruct request flows.
3. The system must be idempotent to handle duplicate events and allow bulk import of historical data.
4. The output should be time-invariant so that reprocessing the same input data produces the same outputs.
El documento describe las cuatro generaciones de teléfonos móviles. La primera generación (1G) utilizaba tecnología analógica y fue lanzada en los años 80. La segunda generación (2G) introdujo la telefonía digital y permitió un mayor manejo de llamadas. La tercera generación (3G) permitió transferir voz y datos como llamadas de video y correo electrónico. La cuarta generación (4G) se basa completamente en el protocolo IP y converge redes de cable e inalámbricas.
JEE Physics/ Lakshmikanta Satapathy/ Direct Current QA part 9/ Question on Power consumed by an external resistance connected across a parallel combination of two identical cells
Supposedly agile methologies like Scrum and Kanban are currently very popular and often encouraged by developers, management and consultants from outside. It is often presented as an evolution or natural next step, while it may impose radical changes and actually prevent or hinder the goal of implementing the correct strategy for the company. This presentation is a review of the effects of implementation of scrum in an already agile software company. The aim of the presentation is to deliver the message that we should be careful with scrum and to provide the viewer with a perspective on team work as well as implementation strategies when dealing with Scrum. Covering: Scrum, Agile, Agile workers, team work, X-Y theory (McGregor) and more.
The document provides information about an Agile consultant named Anuj M Ojha. It includes details of his certifications and experience in Agile coaching and training over 13 years. It also lists some of the organizations he has worked with to help them implement Agile practices and deliver value through continuous improvement.
AgileNCR 2010 conference was held in Gurgaon on 17th & 18th July 2010. This largest community driven conference was the Fourth edition of Agile NCR and was organized in collaboration with ASCI. This time the event was based on four major themes : 'Agile for newbies', ' Agile Adoption Challenges', 'Workshops and Software Craftsmanship', and ' Post Agile'
The document discusses thredUP's engineering culture and practices. It emphasizes building a culture of learning, speed, and scaling quickly. Key aspects of thredUP's engineering culture include favoring people over processes, generalist full-stack engineers over specialists, overcommunication in small asynchronous teams, dynamic teams without hierarchy, and prioritizing tempo over quality. The goal is for full-cycle product development engineers to work in small teams with a mindset of speed.
Scrum is a framework for managing complex work that emphasizes iterative development, daily self-organization, and accountability. It consists of roles like the Product Owner, Scrum Master, and team. The team works in short cycles called sprints that involve sprint planning, daily standups, a review, and retrospective. The goal is to deliver value continuously through working software and transparency using artifacts like the product and sprint backlogs.
The agile mindset is the #1 thing that has helped me advance as an agile practitioner - but that doesn't mean it's easy to shift to this way of thinking.
This document provides an introduction to project management and the Project Management Professional (PMP) certification. It discusses typical project management challenges such as scope creep, schedule delays, resource issues, and stakeholder management. It also outlines the key knowledge areas required for project management, including integration management, scope management, time management, cost management, quality management, human resource management, communication management, risk management, and procurement management. Finally, it emphasizes the importance of stakeholder involvement, realistic planning, change control systems, and teamwork in solving common project management problems.
In the Agile community we talk a lot about the ""self-organized"" or ""self-managed"" teams - the ones, that control and manage their work themselves. But many organisations have already gone beyond that and let people not only choose HOW to work, but also WHICH problems to address or WHOM to work with. As suggested by Richard Hackman, we can call these teams "Self-Designing".
In my talk, I would like to share key findings and lessons learned I have observed while conducting self-design events and providing further support to self-designed organisational structures over the last four years. You will learn how having the freedom to choose whom to work with and what goal to pursue affects motivation, commitment, focus, quality and outcomes of the Product delivery and its contributors.
I believe that by possessing this information and a ready-to-apply facilitation design I will share, you will be able to make Self-Design happen at your own company to benefit both the people and the business.
Agile Gurugram 2023 I Game Changing Agile: Unleashing a Tectonic Shift in Wor...AgileNetwork
The document proposes implementing a "Total Football" approach in workplaces to improve team efficiency and drive innovation. It discusses setting goals and planning projects using interchangeable team roles. Key steps include forming a core "Total Football Team" of diverse skills, mapping goals to milestones and rewards, and using a dashboard to provide feedback. The approach is claimed to improve results by decreasing defects while improving morale when used to develop an home automation product.
I am a digital project manager (and so can you!)Forum One
This document discusses the role of a digital project manager and managing projects using agile methodologies. It begins with an introduction of the presenters and an overview of the agenda. It then discusses the responsibilities of a modern digital project manager, which includes managing various technical aspects of digital projects like user experience, content management, development, and more. It also outlines the core aspects of agile project management using the Scrum framework. Finally, it covers best practices for managing risk on projects and introduces various tools that can help with project tracking and collaboration.
2016 1 ebm_exercício 5_análise de casosFlora Couto
1) O terapeuta comete várias armadilhas ao rotular o paciente de "dependente" e insistir nesse rótulo, ao invés de escutá-lo;
2) O paciente se sente desconfortável com os rótulos e tenta explicar sua perspectiva, mas não é ouvido;
3) É sugerido que o terapeuta evite rotular o paciente e enfatize que o mais importante é entender como o uso de drogas o afeta e o que ele quer fazer a respeito.
Este documento describe la Web 2.0 y su uso didáctico. Define la Web 2.0 como una arquitectura de participación que aprovecha la inteligencia colectiva para ofrecer servicios interactivos en línea y dar control a los estudiantes sobre sus datos. Explica que la Web 2.0 facilita el acceso a contenidos educativos y la colaboración entre estudiantes. También permite nuevas formas de comunicación e interacción entre profesores y estudiantes de forma remota. Finalmente, detalla algunos usos didácticos de herramient
1. The system must take ownership of event data to ensure durability and free input systems from managing logs.
2. Events must be causally linked through parent IDs and timestamps to reconstruct request flows.
3. The system must be idempotent to handle duplicate events and allow bulk import of historical data.
4. The output should be time-invariant so that reprocessing the same input data produces the same outputs.
El documento describe las cuatro generaciones de teléfonos móviles. La primera generación (1G) utilizaba tecnología analógica y fue lanzada en los años 80. La segunda generación (2G) introdujo la telefonía digital y permitió un mayor manejo de llamadas. La tercera generación (3G) permitió transferir voz y datos como llamadas de video y correo electrónico. La cuarta generación (4G) se basa completamente en el protocolo IP y converge redes de cable e inalámbricas.
JEE Physics/ Lakshmikanta Satapathy/ Direct Current QA part 9/ Question on Power consumed by an external resistance connected across a parallel combination of two identical cells
Supposedly agile methologies like Scrum and Kanban are currently very popular and often encouraged by developers, management and consultants from outside. It is often presented as an evolution or natural next step, while it may impose radical changes and actually prevent or hinder the goal of implementing the correct strategy for the company. This presentation is a review of the effects of implementation of scrum in an already agile software company. The aim of the presentation is to deliver the message that we should be careful with scrum and to provide the viewer with a perspective on team work as well as implementation strategies when dealing with Scrum. Covering: Scrum, Agile, Agile workers, team work, X-Y theory (McGregor) and more.
The document provides information about an Agile consultant named Anuj M Ojha. It includes details of his certifications and experience in Agile coaching and training over 13 years. It also lists some of the organizations he has worked with to help them implement Agile practices and deliver value through continuous improvement.
AgileNCR 2010 conference was held in Gurgaon on 17th & 18th July 2010. This largest community driven conference was the Fourth edition of Agile NCR and was organized in collaboration with ASCI. This time the event was based on four major themes : 'Agile for newbies', ' Agile Adoption Challenges', 'Workshops and Software Craftsmanship', and ' Post Agile'
The document discusses thredUP's engineering culture and practices. It emphasizes building a culture of learning, speed, and scaling quickly. Key aspects of thredUP's engineering culture include favoring people over processes, generalist full-stack engineers over specialists, overcommunication in small asynchronous teams, dynamic teams without hierarchy, and prioritizing tempo over quality. The goal is for full-cycle product development engineers to work in small teams with a mindset of speed.
Scrum is a framework for managing complex work that emphasizes iterative development, daily self-organization, and accountability. It consists of roles like the Product Owner, Scrum Master, and team. The team works in short cycles called sprints that involve sprint planning, daily standups, a review, and retrospective. The goal is to deliver value continuously through working software and transparency using artifacts like the product and sprint backlogs.
The agile mindset is the #1 thing that has helped me advance as an agile practitioner - but that doesn't mean it's easy to shift to this way of thinking.
This document provides an introduction to project management and the Project Management Professional (PMP) certification. It discusses typical project management challenges such as scope creep, schedule delays, resource issues, and stakeholder management. It also outlines the key knowledge areas required for project management, including integration management, scope management, time management, cost management, quality management, human resource management, communication management, risk management, and procurement management. Finally, it emphasizes the importance of stakeholder involvement, realistic planning, change control systems, and teamwork in solving common project management problems.
In the Agile community we talk a lot about the ""self-organized"" or ""self-managed"" teams - the ones, that control and manage their work themselves. But many organisations have already gone beyond that and let people not only choose HOW to work, but also WHICH problems to address or WHOM to work with. As suggested by Richard Hackman, we can call these teams "Self-Designing".
In my talk, I would like to share key findings and lessons learned I have observed while conducting self-design events and providing further support to self-designed organisational structures over the last four years. You will learn how having the freedom to choose whom to work with and what goal to pursue affects motivation, commitment, focus, quality and outcomes of the Product delivery and its contributors.
I believe that by possessing this information and a ready-to-apply facilitation design I will share, you will be able to make Self-Design happen at your own company to benefit both the people and the business.
Agile Gurugram 2023 I Game Changing Agile: Unleashing a Tectonic Shift in Wor...AgileNetwork
The document proposes implementing a "Total Football" approach in workplaces to improve team efficiency and drive innovation. It discusses setting goals and planning projects using interchangeable team roles. Key steps include forming a core "Total Football Team" of diverse skills, mapping goals to milestones and rewards, and using a dashboard to provide feedback. The approach is claimed to improve results by decreasing defects while improving morale when used to develop an home automation product.
I am a digital project manager (and so can you!)Forum One
This document discusses the role of a digital project manager and managing projects using agile methodologies. It begins with an introduction of the presenters and an overview of the agenda. It then discusses the responsibilities of a modern digital project manager, which includes managing various technical aspects of digital projects like user experience, content management, development, and more. It also outlines the core aspects of agile project management using the Scrum framework. Finally, it covers best practices for managing risk on projects and introduces various tools that can help with project tracking and collaboration.
This document provides an overview of AMEND's capabilities for driving organizational transformation. It discusses how AMEND embraces change and helps clients leverage change to move forward. AMEND focuses on people, processes, and metrics to achieve lasting transformations for clients in various industries. Case studies highlight million-dollar impacts, double-digit performance improvements, and significant operations enhancements achieved through AMEND's consulting, training, and analytics services.
The document discusses adopting an agile approach to human resource management. An agile organization is responsive to changing business needs and customer demands. Adopting agile practices like continuous feedback, rapid learning, and frequent updates allows HR processes to keep pace in a dynamic environment. The Scrum framework is presented as an example of an agile methodology, with sprints, product backlogs, stand-up meetings, and retrospectives that aim to frequently deliver value. Making HR functions more adaptable through agile practices can help organizations embrace changes and remain competitive.
Ideanote is a platform that allows companies to continuously solve business challenges by involving employees and accessing their ideas. It can be used to listen to employee needs and ideas, optimize processes, and challenge employees to innovate through idea campaigns on specific issues. Call Me, a telecommunications company, used Ideanote to get ideas from employees on how to grow and increase earnings. Employees provided over 1,500 contributions, leading to process optimizations and satisfied customers. Ideanote offers scalable pricing plans and ensures data security.
This document provides an overview of developing a culture of innovation within an organization. It outlines four phases of innovation: idea generation, idea elaboration, idea championing, and idea implementation. For each phase, examples are given of how specific companies like IDEO, Amazon, Apple, and 3M approach that phase. The document also discusses key aspects of culture that enable innovation, such as transparency, empowerment, and communication. It concludes by offering questions and techniques for assessing a company's current approach to innovation and brainstorming ways to improve.
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
I don't do agile, i am agile (Barry O'Reilly)Ontico
1. The document discusses various agile frameworks like Scrum, XP, and Kanban and their associated practices.
2. It emphasizes that organizations should focus on using practices that suit their specific context rather than strictly adhering to a single framework.
3. The document advocates for a lean, adaptive approach to agile by continuously questioning practices, eliminating waste, and prioritizing delivering value over following prescriptive processes.
George Spencer received a positive performance review from his manager Jolyn Rutledge. Some of the key highlights included:
- On previous projects, George helped shorten timelines and achieve record low defect rates through implementing new practices and frameworks. On the current Mulan project, he has already doubled team performance.
- George demonstrates strong customer focus, initiative, planning skills, and a dedication to quality work and teamwork. He is passionate about aligning teams towards common goals.
- Areas for development include continuing to get cross-functional teams and departments communicating and aligned on the Mulan project. Overall, George's leadership has helped drive improvements in performance, productivity and culture.
The document discusses scrum and agile frameworks. It provides information on scrum roles and ceremonies like stand-ups, planning, reviews and retrospectives. It also discusses metrics like velocity and burn down/up charts. The document reviews participants' past project experiences and has them identify success and failure factors. It aligns these factors to scrum roles and ceremonies. It also discusses aligning with the values in the Agile Manifesto and whether participants currently practice these values.
Working together: Agile teams, developers, and product managersDanielle Martin
I spoke to students at Ada Developer Academy in Seattle, WA about how product managers and software engineers work together. In the presentation I cover: what's an agile team and how do they work; case studies of real work by my agile product development team; advice about behaviors that create successful product manager and developer working relationships; and other career/life advice for students starting their careers as software engineers.
How to Implement a Real Estate CRM SoftwareSalesTown
To implement a CRM for real estate, set clear goals, choose a CRM with key real estate features, and customize it to your needs. Migrate your data, train your team, and use automation to save time. Monitor performance, ensure data security, and use the CRM to enhance marketing. Regularly check its effectiveness to improve your business.
Easily Verify Compliance and Security with Binance KYCAny kyc Account
Use our simple KYC verification guide to make sure your Binance account is safe and compliant. Discover the fundamentals, appreciate the significance of KYC, and trade on one of the biggest cryptocurrency exchanges with confidence.
Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Neil Horowitz
On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
What follows is a collection of snippets from the podcast. To hear the full interview and more, check out the podcast on all podcast platforms and at www.dsmsports.net
Digital Marketing with a Focus on Sustainabilitysssourabhsharma
Digital Marketing best practices including influencer marketing, content creators, and omnichannel marketing for Sustainable Brands at the Sustainable Cosmetics Summit 2024 in New York
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
SATTA MATKA SATTA FAST RESULT KALYAN TOP MATKA RESULT KALYAN SATTA MATKA FAST RESULT MILAN RATAN RAJDHANI MAIN BAZAR MATKA FAST TIPS RESULT MATKA CHART JODI CHART PANEL CHART FREE FIX GAME SATTAMATKA ! MATKA MOBI SATTA 143 spboss.in TOP NO1 RESULT FULL RATE MATKA ONLINE GAME PLAY BY APP SPBOSS
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
2. Goals Generate Forward Movement Tools: SMART Model Understanding the Mind of the Employee Listening - Doing Action Creates Excitement Six Projects Transfer the process from our team to yours L P D Momentum Express
3. The Challenge Employee suggestions often come to leaders as complaints. Leaders have to use mental energy to translate the complaint into a solvable problem. Priorities and resources may not allow all solutions to be realized creating frustration and disengagement. L P D Momentum Express
4. “If you want to change a persons perspective, Change their role” Stephen Covey
5. The Solution Teach a proven tool - SMART Let the employees sell their ideas to each other. Let the employees prioritize which problems to solve. (They vote for the project of the week) Show them we are listening, by supporting their plan, and helping them succeed L P D Momentum Express
6. The challenge is not the problem, the challenge is engagement Our mission is to build momentum for change by generating engagement L P D Momentum Express
7. The New Paradigm Knowledge: Employees have practiced six cycles of using the SMART Model – They know the tool Forward Movement: Employees have made choices on which projects to move forward. They understand prioritizing and choosing the best options with limited resources. They planned and accomplished their plan. Action: Change is not so scary, because they have been the change agents. Momentum L P D Momentum Express
8. Did you know A locomotive pulls a train one car at a time.
9. SMART1 of 6 Specific (concrete, detailed, well defined) Measureable (numbers, quantity, comparison) Achievable (feasible, actionable) Realistic (considering resources) Time-Bound (a defined time line) L P D Momentum Express
10. SMART2 of 6 Specific: Create momentum for change in the organization by gaining employee suggestions, and acting on them immediately. Listen Plan Do
11. SMART3 of 6 Measureable Success of the program will be defined by Completion of Six Employee lead projects in Six weeks: 6 projects lead by employees 6 projects championed by site leadership team First 4 projects facilitated by Momentum Express Last 2 projects facilitated by the site management team L P D Momentum Express
12. SMART4 of 6 L P D Momentum Express Achievable 6 projects 1000 dollars each or less 8 hrs per project to fix the problem 3-5 Employees per project.
13. SMART5 of 6 Realistic Each project will be planned by the employees, voted on by the employee group and championed by a manager. 1000 dollars per project, 1 Manager, 3-5 employees, one shift per project. L P D Momentum Express
14. SMART6 of 6 Time-Bound One shift, 8 hours L P D Momentum Express
15. Employee Brief We are passing out a change tool many of you are familiar with, the SMART Goal Planning Tool. Your mission should you choose to accept it is to select one thing to fix in your work area, that will take less than one shift to fix, and cost less than 1000 dollars. Select 3-5 fellow employees from this facility as a team. You have 30 minutes to develop your plan and brief the rest of the employees. Then we all vote on the best project. On Friday the winning team will complete their plan. Any Questions? Go L P D Momentum Express
16. Why Choose Our Team for Your Team The best way to start a ball rolling is to push it from the outside. The chance of failure is greatest at the beginning, we assume that risk. Once we get the process started we pass the success to you. With momentum you can go after the big projects requiring more resources and planning, experiencing more success because the team is on board, and change is seen as an adventure. L P D Momentum Express
17. Momentum Express Listen Plan Do Are You on Board To Schedule Momentum Express Services Contact Shannon Reynolds 360.556.3064 Str.transolutions@comcast.net