The document discusses smarter working frameworks and strategies for the modern workplace. It emphasizes collaborative workspaces, flexible work arrangements, and multi-functional technology solutions. Smarter working involves communication technologies, cloud storage, video conferencing, and virtual teaming to allow flexible work environments and work-life balance while maintaining collaboration and productivity. The shifts reflect the priorities of attracting and retaining talent through compensation, flexibility, and well-being over traditional benefits and structures.
The document discusses the future of workspaces post-COVID. It outlines three key considerations for reimagining office spaces: 1) Monitoring changing employee needs to enable consistent operations, 2) Reassessing what constitutes a "workspace" as work becomes more remote and flexible, 3) Using tools and data to guide a strategic reintegration approach and define the path forward. Remote work is positioned as the new normal, with an emphasis on cloud-based collaboration tools and digitally monitoring employee productivity and wellness.
This document discusses how social media and emerging technologies will impact jobs and workplaces in the future. It notes that many current jobs did not exist in the past and jobs of the future cannot yet be predicted. It suggests that workers will change jobs more frequently, holding 10-14 jobs by age 38, and that virtual and flexible teams will become more common. The document argues that identifying and analyzing large amounts of relevant data will be increasingly important for organizations.
IT and human capital: Yin and Yang in your digital workplaceXylos
This document discusses the importance of managing the human aspect of digital transformations. While 9/10 organizations are undergoing digital transformations, only 27% achieve their desired business value. The biggest challenge is overcoming cultural resistance to change. Effective change management is the number one contributor to successful transformations. It involves anticipating human reactions to change and guiding individuals through communication, learning, and sponsorship. Managers must be transformed into change leaders who create awareness, address objections, and help with transitions. With proper change management focusing on the people side, transformations can successfully deliver business value.
The document discusses learning analytics, which is defined as the measurement, collection, analysis, and reporting of data about learners and learning environments to understand and optimize the learning process. It outlines why learning analytics is important to comprehend future work needs, make training behaviors and needs more visible, and inform learning. The document then discusses how to implement learning analytics through gathering relevant data points, looking for data sources, starting small, and measuring the right things. Finally, it outlines a future for learning analytics that includes diverse learning times and places, personalized learning, free learner choice, and more humanized learning.
This document discusses how unified communications and collaboration (UC&C) solutions can improve interdepartmental communication and collaboration. It notes that with trends like remote work, UC&C technologies have become mission-critical for enabling effective internal and external communication. These solutions provide flexibility by combining real-time and asynchronous collaboration tools. Research is cited showing UC&C can deliver significant benefits like increased customer retention, employee productivity, operational efficiency and sales cycle reduction. The article advocates that UC&C can empower different departments and workstyles, and is important for improving processes that require interdepartmental collaboration.
The document discusses smarter working frameworks and strategies for the modern workplace. It emphasizes collaborative workspaces, flexible work arrangements, and multi-functional technology solutions. Smarter working involves communication technologies, cloud storage, video conferencing, and virtual teaming to allow flexible work environments and work-life balance while maintaining collaboration and productivity. The shifts reflect the priorities of attracting and retaining talent through compensation, flexibility, and well-being over traditional benefits and structures.
The document discusses the future of workspaces post-COVID. It outlines three key considerations for reimagining office spaces: 1) Monitoring changing employee needs to enable consistent operations, 2) Reassessing what constitutes a "workspace" as work becomes more remote and flexible, 3) Using tools and data to guide a strategic reintegration approach and define the path forward. Remote work is positioned as the new normal, with an emphasis on cloud-based collaboration tools and digitally monitoring employee productivity and wellness.
This document discusses how social media and emerging technologies will impact jobs and workplaces in the future. It notes that many current jobs did not exist in the past and jobs of the future cannot yet be predicted. It suggests that workers will change jobs more frequently, holding 10-14 jobs by age 38, and that virtual and flexible teams will become more common. The document argues that identifying and analyzing large amounts of relevant data will be increasingly important for organizations.
IT and human capital: Yin and Yang in your digital workplaceXylos
This document discusses the importance of managing the human aspect of digital transformations. While 9/10 organizations are undergoing digital transformations, only 27% achieve their desired business value. The biggest challenge is overcoming cultural resistance to change. Effective change management is the number one contributor to successful transformations. It involves anticipating human reactions to change and guiding individuals through communication, learning, and sponsorship. Managers must be transformed into change leaders who create awareness, address objections, and help with transitions. With proper change management focusing on the people side, transformations can successfully deliver business value.
The document discusses learning analytics, which is defined as the measurement, collection, analysis, and reporting of data about learners and learning environments to understand and optimize the learning process. It outlines why learning analytics is important to comprehend future work needs, make training behaviors and needs more visible, and inform learning. The document then discusses how to implement learning analytics through gathering relevant data points, looking for data sources, starting small, and measuring the right things. Finally, it outlines a future for learning analytics that includes diverse learning times and places, personalized learning, free learner choice, and more humanized learning.
This document discusses how unified communications and collaboration (UC&C) solutions can improve interdepartmental communication and collaboration. It notes that with trends like remote work, UC&C technologies have become mission-critical for enabling effective internal and external communication. These solutions provide flexibility by combining real-time and asynchronous collaboration tools. Research is cited showing UC&C can deliver significant benefits like increased customer retention, employee productivity, operational efficiency and sales cycle reduction. The article advocates that UC&C can empower different departments and workstyles, and is important for improving processes that require interdepartmental collaboration.
Preparing New Leaders for Frontline ManagementCynthia Clay
60-minute webinar introducing the need for front line leadership training, the movement of Millennials into their first leadership roles, and the importance of training them to retain them.
Why hackers do what they do: Understanding Motivation and Effort in Free / Open Source Software Projects. This is an article presented in "Perspectives on Free and Open Source Software, MIT Press 2005"
Preparing New Leaders for Frontline ManagementCynthia Clay
The document discusses developing frontline leaders. It notes that the transition from employee to manager is challenging and brings new responsibilities. Developing frontline leaders is important because they manage most employees and have significant influence on company performance. However, many organizations do not sufficiently train or develop frontline managers. The document proposes using the NetSpeed Leadership 2 program to develop emerging leaders in areas like self-development, performance management, team performance and organizational impact over the course of a year.
The document discusses the significant costs organizations face when data is lost or leaked, including direct costs of remediation efforts that average $4.8 million per incident, as well as indirect costs such as lost business and opportunities that can total over $120 million for an organization with $1 billion in annual sales. It also outlines how the costs of a data leak are not a one-time expense and can negatively impact a company's finances and reputation for many years after the initial incident. Implementing a data loss prevention solution provides a clear return on investment by helping avoid the immense costs associated with data leaks and breaches.
This document is a report on a study about workplace monitoring in India. It includes:
- An introduction describing the growth of workplace monitoring with increased IT usage.
- Types of monitoring used like cameras, email monitoring and social media blocking.
- Hypotheses that employee trust, commitment, efficiency and behavior are independent of monitoring.
- A survey analysis of 147 IT employees finding monitoring affects trust, efficiency and commitment but not behavior. Monitoring type and level impact these factors.
- Managing engineering organizations today is more difficult due to projects being understaffed and shorter schedules as well as generational differences between employees.
- CEOs are more involved in product development and focused on innovation for competitive advantage. They want more visibility into engineering operations.
- Talent management must be integrated into business strategy and implemented throughout the organization, not just in HR, to attract and retain employees.
- Different approaches are needed to develop and document products to make design decisions and provide definitions for manufacturing. Changing IT landscapes and tools also impact engineering organizations.
An educational presentation that explores how technology is changing the way people work together. Learn more at http://www.odesk.com/.
A video version can be found at: http://www.youtube.com/watch?v=G8Yt4wxSblc
On November 24, 2015, Tom Haak of the HR Trend Institute, conducted a workshop at Oracle Cloud Day South Africa. Karel Stanz (University of Pretoria) and Ronnie Toerien and Vance Kearny (both Oracle) were also part of the workshop. These are the pictures Tom Haak used in his introduction.
It is easy for any organization, large or small, to get in the habit of just piling information onto their employees and not really paying attention to the method in which this training is delivered. Any successful learning system must have the goal of behavioral change at the heart of it. This session will cover why traditional e-learning is on the way out, and the benefits of putting the engagement formula into action. Apply your new-found knowledge of e-learning to your everyday work-life, helping your organization and individuals alike to unleash their inner superheroes!
The presentation is for the teacher and the student to learn and grow with their projects applying systematic thinking along with methodologies that foster such thinking. I used emerging business technology applications to serve as examples to highlight the extensive preparation that goes along to achieve any successful product. I just focused on the influence of the smart phone, social, mobile, cloud convergence with a few examples from education, daily digital routines and healthcare.
Soft skills - the key to [project] successUNSW Canberra
This presentation takes the case of project management to make the argument that soft skills are the key to success. Reference is made to the IPMA ICB4.0 competency frameweork
This document summarizes the key findings from the 9th annual survey on the digital workplace conducted by Jane McConnell. The survey gathered responses from 373 people from 280 organizations in 26 countries. It found that while digital workplace capabilities continue increasing, challenges related to organizational mindset have not improved over the last year. The document then examines three groups of organizations that reported 1) a strong, shared sense of organizational purpose, 2) openness to external influences, and 3) an enabled customer-facing workforce. For each group, it identifies correlations with other organizational characteristics and lower reported challenges. It concludes by providing recommendations for addressing common challenges.
The document discusses the top 5 workplace trends in 2014: 1) flexibility and co-working, 2) wellness approach, 3) space customization, 4) sustainability, and 5) BYOD to work. Key points include the rise in flexible work arrangements and remote work. Employers are also focusing more on employee wellness to boost productivity and lower costs. Workspaces are being customized to support both collaboration and individual focus work. Sustainability practices are important for reducing costs and attracting employees. More employees are using their own devices for work through BYOD policies.
The future of work is about more than technology. It’s about employees, managers, the company, and technology. This presentation takes a look at all of these areas from the past and compares them to what the future should and will look like. Leaders at organizations around the world are exploring how the changes in behavior and technology are impacting the way we work and this provides some context around those changes. Chess Media Group works with and has relationships with some of the world’s largest and most forward thinking companies. This presentation is based on observations and discussions with those companies.
Leveraging the Benefits of the Hybrid Workplace Cynthia Clay
This document discusses the benefits and challenges of hybrid work environments. It notes that many organizations are adopting hybrid models where employees work some days in the office and other days remotely. Benefits include increased productivity, work-life balance, lower stress, and cost savings. However, challenges include video meeting fatigue, blurred work-home boundaries, and decreased sense of belonging. Successful hybrid models require training leaders to manage virtual teams effectively and using tools that foster collaboration and connection among remote and in-office employees.
This document outlines a technology integration grant for Lebanon Middle School to improve science and literacy skills through the use of technology. It will provide professional development for teachers over the summer, and during the following school year teachers will collaborate across subjects and develop lessons plans incorporating science, literacy and technology. The goals are to equip students with technology skills, increase parent involvement, and improve test scores by integrating different areas of study using new resources. Progress will be tracked through pre- and post-testing of science knowledge and technology skills, along with monitoring online lessons and staff participation in professional development activities.
The document discusses changes that occur in the adolescent brain during maturation. It addresses what is happening neurologically in the developing teenage brain and the implications for education. Specifically, it will examine the role of myelin development and the function of the frontal lobe on teenage behavior and decision making. Understanding the scientific changes in the adolescent mind can help educators tailor their teaching methods accordingly.
Preparing New Leaders for Frontline ManagementCynthia Clay
60-minute webinar introducing the need for front line leadership training, the movement of Millennials into their first leadership roles, and the importance of training them to retain them.
Why hackers do what they do: Understanding Motivation and Effort in Free / Open Source Software Projects. This is an article presented in "Perspectives on Free and Open Source Software, MIT Press 2005"
Preparing New Leaders for Frontline ManagementCynthia Clay
The document discusses developing frontline leaders. It notes that the transition from employee to manager is challenging and brings new responsibilities. Developing frontline leaders is important because they manage most employees and have significant influence on company performance. However, many organizations do not sufficiently train or develop frontline managers. The document proposes using the NetSpeed Leadership 2 program to develop emerging leaders in areas like self-development, performance management, team performance and organizational impact over the course of a year.
The document discusses the significant costs organizations face when data is lost or leaked, including direct costs of remediation efforts that average $4.8 million per incident, as well as indirect costs such as lost business and opportunities that can total over $120 million for an organization with $1 billion in annual sales. It also outlines how the costs of a data leak are not a one-time expense and can negatively impact a company's finances and reputation for many years after the initial incident. Implementing a data loss prevention solution provides a clear return on investment by helping avoid the immense costs associated with data leaks and breaches.
This document is a report on a study about workplace monitoring in India. It includes:
- An introduction describing the growth of workplace monitoring with increased IT usage.
- Types of monitoring used like cameras, email monitoring and social media blocking.
- Hypotheses that employee trust, commitment, efficiency and behavior are independent of monitoring.
- A survey analysis of 147 IT employees finding monitoring affects trust, efficiency and commitment but not behavior. Monitoring type and level impact these factors.
- Managing engineering organizations today is more difficult due to projects being understaffed and shorter schedules as well as generational differences between employees.
- CEOs are more involved in product development and focused on innovation for competitive advantage. They want more visibility into engineering operations.
- Talent management must be integrated into business strategy and implemented throughout the organization, not just in HR, to attract and retain employees.
- Different approaches are needed to develop and document products to make design decisions and provide definitions for manufacturing. Changing IT landscapes and tools also impact engineering organizations.
An educational presentation that explores how technology is changing the way people work together. Learn more at http://www.odesk.com/.
A video version can be found at: http://www.youtube.com/watch?v=G8Yt4wxSblc
On November 24, 2015, Tom Haak of the HR Trend Institute, conducted a workshop at Oracle Cloud Day South Africa. Karel Stanz (University of Pretoria) and Ronnie Toerien and Vance Kearny (both Oracle) were also part of the workshop. These are the pictures Tom Haak used in his introduction.
It is easy for any organization, large or small, to get in the habit of just piling information onto their employees and not really paying attention to the method in which this training is delivered. Any successful learning system must have the goal of behavioral change at the heart of it. This session will cover why traditional e-learning is on the way out, and the benefits of putting the engagement formula into action. Apply your new-found knowledge of e-learning to your everyday work-life, helping your organization and individuals alike to unleash their inner superheroes!
The presentation is for the teacher and the student to learn and grow with their projects applying systematic thinking along with methodologies that foster such thinking. I used emerging business technology applications to serve as examples to highlight the extensive preparation that goes along to achieve any successful product. I just focused on the influence of the smart phone, social, mobile, cloud convergence with a few examples from education, daily digital routines and healthcare.
Soft skills - the key to [project] successUNSW Canberra
This presentation takes the case of project management to make the argument that soft skills are the key to success. Reference is made to the IPMA ICB4.0 competency frameweork
This document summarizes the key findings from the 9th annual survey on the digital workplace conducted by Jane McConnell. The survey gathered responses from 373 people from 280 organizations in 26 countries. It found that while digital workplace capabilities continue increasing, challenges related to organizational mindset have not improved over the last year. The document then examines three groups of organizations that reported 1) a strong, shared sense of organizational purpose, 2) openness to external influences, and 3) an enabled customer-facing workforce. For each group, it identifies correlations with other organizational characteristics and lower reported challenges. It concludes by providing recommendations for addressing common challenges.
The document discusses the top 5 workplace trends in 2014: 1) flexibility and co-working, 2) wellness approach, 3) space customization, 4) sustainability, and 5) BYOD to work. Key points include the rise in flexible work arrangements and remote work. Employers are also focusing more on employee wellness to boost productivity and lower costs. Workspaces are being customized to support both collaboration and individual focus work. Sustainability practices are important for reducing costs and attracting employees. More employees are using their own devices for work through BYOD policies.
The future of work is about more than technology. It’s about employees, managers, the company, and technology. This presentation takes a look at all of these areas from the past and compares them to what the future should and will look like. Leaders at organizations around the world are exploring how the changes in behavior and technology are impacting the way we work and this provides some context around those changes. Chess Media Group works with and has relationships with some of the world’s largest and most forward thinking companies. This presentation is based on observations and discussions with those companies.
Leveraging the Benefits of the Hybrid Workplace Cynthia Clay
This document discusses the benefits and challenges of hybrid work environments. It notes that many organizations are adopting hybrid models where employees work some days in the office and other days remotely. Benefits include increased productivity, work-life balance, lower stress, and cost savings. However, challenges include video meeting fatigue, blurred work-home boundaries, and decreased sense of belonging. Successful hybrid models require training leaders to manage virtual teams effectively and using tools that foster collaboration and connection among remote and in-office employees.
This document outlines a technology integration grant for Lebanon Middle School to improve science and literacy skills through the use of technology. It will provide professional development for teachers over the summer, and during the following school year teachers will collaborate across subjects and develop lessons plans incorporating science, literacy and technology. The goals are to equip students with technology skills, increase parent involvement, and improve test scores by integrating different areas of study using new resources. Progress will be tracked through pre- and post-testing of science knowledge and technology skills, along with monitoring online lessons and staff participation in professional development activities.
The document discusses changes that occur in the adolescent brain during maturation. It addresses what is happening neurologically in the developing teenage brain and the implications for education. Specifically, it will examine the role of myelin development and the function of the frontal lobe on teenage behavior and decision making. Understanding the scientific changes in the adolescent mind can help educators tailor their teaching methods accordingly.
The document introduces C# as the first component-oriented language in the C/C++ family. It discusses key features of C# including everything being an object, robust and durable software through garbage collection and exceptions, and preservation of investment from C++. It provides examples of basic C# concepts like classes, structs, interfaces, enums, delegates, properties and events.
The Yerevan State Academy of Fine Arts was established in 1945 and has campuses in Gyumri and Dilijan, Armenia. It is a state university with 30% of its revenue coming from the government and 70% from student tuition. It has 800 students total, with 86 being international students from countries like Russia, Georgia, Syria, Iran, and the United States. The academy has several departments related to fine arts and design and is working to transition to a three-cycle degree system in line with the Bologna Process. It has partnerships with several art schools in France and is focused on internationalizing its programs and promoting mobility for both students and faculty.
Rebecca Holland Fuller provides a summary of her education and work experience. She graduated from Hinsdale Township Central High School in 1990 and attended Butler University from 1990-1992, focusing on general studies. Her work experience includes positions in marketing, project management, and administrative support. She also has experience with volunteer work and community involvement through organizations like the PTO and as a youth sports coach.
This document discusses trends in recruiting and staffing professionals in the oil and gas industry. It argues that recruitment is moving away from traditional "job board" models where candidates passively wait to be found, and toward social networks and digital platforms that allow professionals to actively promote themselves. The document also advocates for staffing companies to shift their focus from internal processes to providing excellent personalized service experiences for candidates, using digital tools to gain insights into each professional. If staffing companies modernize their approach and prioritize candidate convenience through digitalization, the summary concludes, they will be able to better serve senior oil and gas professionals.
IDC overviews latest digital workplace research and insightsnexthink
IDC’s Angela Salmeron (Associate Research Director, European Future of Work) overviewed the latest research and trends in digital workplace and transformation as we transition to a future of work centred on supporting a hybrid working culture.
HR Transformation-The Digitization Impact: The Future is NowManish Mohan Misra
Business Environment is massively impacted by VUCA, Technology & New workforce. New business models are fast emerging and are totally different from the current ones. The new dynamics will require HR to undergo a metamorphosis in order to deliver value. The Future of HR is NOW.
David Slight, Senior Director, Microsoft Services in Redmond und sein Vortrag vom Executive Circle Summit Dezember 2012 über "Rethink workforce productivity" - eine Darstellung anhand konkreter Beispiele, wie Unternehmen heute und in Zukunft Verbesserungen im Hinblick auf Mitarbeiter, Teams und die gesamte Produktivität erzielen können.
The document discusses essential skills for 2023 engineers according to the World Economic Forum. It identifies four main drivers behind the need for new skills: digital transformation, emerging business models, bridging skills gaps, and adapting to a changing world. The top 10 in-demand future skills are then outlined, including problem-solving, self-management, working with people, and technology use/development. The document provides examples and advice for developing these skills and concludes with a roadmap and timeline for skills acquisition.
مبادرة
#تواصل_تطوير
المحاضرة رقم 188
الاستاذ الدكتور / أكرم حسن
استاذ واستشاري إدارة المشروعات
بعنوان
"مهارات لاغنى عنها لمهندس ٢٠٢٣"
يوم الإثنين 02 يناير 2023
التاسعة مساء توقيت القاهرة
العاشرة مساء توقيت مكة المكرمة
و الحضور عبر تطبيق زووم من خلال الرابط
https://us02web.zoom.us/meeting/register/tZAqf-qrqz0iG9F1L1h81rPO11TLphOF45PQ
علما ان هناك بث مباشر للمحاضرة على القنوات الخاصة بجمعية المهندسين المصريين
ونأمل أن نوفق في تقديم ما ينفع المهندس ومهمة الهندسة في عالمنا العربي
والله الموفق
للتواصل مع إدارة المبادرة عبر قناة التليجرام
https://t.me/EEAKSA
ومتابعة المبادرة والبث المباشر عبر نوافذنا المختلفة
رابط اللينكدان والمكتبة الالكترونية
https://www.linkedin.com/company/eeaksa-egyptian-engineers-association/
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https://twitter.com/eeaksa
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https://www.facebook.com/EEAKSA
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https://www.youtube.com/user/EEAchannal
رابط التسجيل العام للمحاضرات
https://forms.gle/vVmw7L187tiATRPw9
ملحوظة : توجد شهادات حضور مجانية لمن يسجل فى رابط التقيم اخر المحاضرة.
The document discusses how project management and work are evolving due to factors like digital disruption, AI, climate change, economic shifts, and more. It notes that organizations need new ways of working like networks of teams rather than roles, and skills like complex problem solving, agility, transformation readiness, and getting things done. People must rapidly learn skills to deliver outcomes, and upskilling is important. Projects are how work gets done, so organizations must empower people to make ideas a reality through collaboration, teaming, resilience, knowledge, risk management, and learning.
ADV Slides: Organizational Change Management in Becoming an Analytic Organiza...DATAVERSITY
The disparity between expecting change and managing it – the “change gap” – is growing at an unprecedented pace. This has put many information management shops into traction as they initiate large, complex projects needed to stay competitive.
Information management professionals and business leaders must concern themselves with the organization’s acceptance of these efforts. To be successful in achieving the larger enterprise goals, these initiatives must transform the organization. However, it takes more than wishful thinking to bridge the gap.
The complexities of engaging behavioral and enterprise transformation are too often underestimated at great peril, because the “soft stuff” is truly hard. In this webinar, William McKnight will outline:
• The change readiness activities that focus on identifying and addressing people risks
• The tasks that will mobilize and align leaders to create outstanding business value
• The strategies to manage stakeholders, ensure change readiness, and address the organizational implications
• The methodologies to train the workforce as required to fully embrace and utilize the system
‘Managing People Change in the Digital Era’ with Mr. Manoj Prasad, V.P. – Digital Transformation & People Change, Reliance Industries. He will be discussing why Digital Transformation is important in a VUCA (Volatile, Uncertain, Complex and Ambiguous) world, change management and the key to adopt a digital mind-set.
About Manoj Prasad: An HR Industry veteran with more than 21+ years of global work experience, he has been managing end to end complex HR Transformation & Organization Change program across globe. He is currently leading the recreate, redesign & transform e-digital platform initiatives across Reliance.
Facebook- https://www.facebook.com/NMIMSSCE/
Twitter- https://twitter.com/NMIMS_SCE
LinkedIn- https://www.linkedin.com/school/nmims/
This document provides an overview of information technology project management. It defines what a project and project management are, and discusses why project management is an important skill. It describes the project life cycle and systems development life cycle. It also discusses standards for project management from the Project Management Institute and the growing professionalization of the project management field.
ASAE Technology Conference and UNTECH10 case study. Tools and techniques I use to create a healthy project environment and effective governance for the membership systems platform of the Massachusetts Medical Society.
The document provides an introduction to project management. It discusses that the world spends $10 trillion annually on projects, over 16 million people are project managers, and IT projects have a poor track record. Formal project management provides advantages like improved control, relations, quality and costs. A project is a temporary endeavor to create a unique product or service. Project management involves resources from various areas to meet a sponsor's goals under conditions of uncertainty. The role of project managers is to work with teams and stakeholders to meet goals. Experience and skills in areas like leadership, communication and problem solving are important for project managers.
Governing Projects Uni Syd INFO6007 2009UNSW Canberra
The document discusses IT project governance and the need to re-examine traditional views of success. It notes that while project management focuses on outputs like time and budget, true success requires governing projects to achieve intended outcomes and benefits. Proper governance involves boards and top managers guiding projects aligned with strategy and being accountable for realizing expected value. The document advocates governance standards like HB280 and AS8016 which emphasize outcomes over outputs and managing projects from the boardroom level.
This document summarizes key points from a lecture on IT project governance, including:
1. Traditional project management advice has less impact on success than previously believed, and benefits are delivered by operations management, not just the project team.
2. Most IT projects fail to deliver benefits, and a benefits-based definition of success is more appropriate than just assessing project management success.
3. Top management support is the most critical success factor for IT projects, not just competent staff or clear requirements. Effective governance where top managers evaluate, direct and monitor projects is needed.
1) Flexible IT policies play a major role in employee satisfaction and retention. Employees with access to flexible policies like telework and social media report higher satisfaction and are less likely to plan to leave their employer.
2) Employees expect work technology to be on par with their personal technology experiences, but report their work technology is often outdated, slower, and less user-friendly. Addressing basic IT issues like speed and support is important.
3) Employees are driving technological change in the workplace as they transfer their consumer technology experiences. Many expect to use similar tools at work and home.
The survey found that executives' confidence in their company's digital IQ has dropped since 2015. While the average investment in emerging technologies like AI and IoT has remained stagnant at around 18% of the total technology budget despite their increased importance. Companies commonly face obstacles to their digital transformation like a lack of properly skilled employees and outdated technologies. Additionally, the definition of "digital" has expanded and is now seen as more than just IT, but as having an impact across the entire business. There is a growing recognition that digital transformation is about both technology and human experiences for customers and employees.
Operations to enable to better the business they serve and have moved beyond traditional cost reduction to embrace new technology, practices and talent to move beyond incremental gains. See Gianni Giacomelli, SVP, Genpact and Phil Fersht, CEO, Hfs Research explain how to do this.
Digital Workplace in the Connected Organization - Enterprise 2.0Jane McConnell
Scorecards and maturity by industry of digital workplaces from 314 organizations worldwide. Early Adopters versus the Majority. Leading trends: customer focus, working out loud, humanizing the enterprise, new organizational design, the future workplace.
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.
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.
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.
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
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.
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.
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.
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[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
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!
[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
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
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
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1. 1 ACC knowledge Seminar “ Mobile work environment – time to start” Kyiv, May 21st, 2010
2. 3D picture 2 Mobile Work Environment Software provider Communication provider Knowledge provider
3. 3 world (PEP®worldwide group) Norway Sweden UK Canada Denmark Netherlands Usa Poland Japan Ukraine New Zealand Brasil Australia More than 30 countries
5. According to IDC "IDC expects the global mobile worker population to increase from 919.4 million in 2008 to more than 1.19 billion in 2013, representing nearly 35% of the worldwide workforce" Sean Ryan, research analyst for IDC's Mobile Enterprise group. 5
7. Mobile Work Environment MWE becoming mainstream around the world. (around 35% of total workforce becomes mobile to 2013) Technology gives the chance to organize the distant collaboration with proper quality and security There is no way back. “if you can not beat it – join it” The first one takes all 7
8. MWE advantages Reducing basic workforce support costs Increasing workforce productivity Attracting and retaining talents Increasing organizational agility Reducing business risks of disruption from natural disaster Positive social impact 8
9. Reducing basic workforce support costs Up to 40% of workforce support costs ( Sun Microsystems, Cisco Systems, IBM) 9
10. Increasing workforce productivity Up to 15% higher productivity (non-commuting, less interruptions, inefficient meetings etc.) More than 50% time spent on commuting given back to company 10
11. Attracting and retaining talents Workforce shortage next decade ( Baby Boomers retirement) 83% of Russian middle managers want to work in more creative environment (designer, photographer, consultant, artist) (autumn 2009,headhunter.ru) Less expensive to let the work “go” to the workers 11
18. Knowledge – essential element Both leaders and mobile workers have to be prepared to collaborate in mobile environment 18
19. Challenges for managers Industrial age thinking& managerial habits Human & organization inertia Uncertainty about communication & relationship 19
20. Challenges for workers not properly encouraged ( 66%) not get proper recognition ( 59%) overloaded with information (10% time spent searching for information) unclear links between own and organizational goals ( 20%) 20
22. Working process 22 Most of white collars very seldom analyze workflow as a technological process and even more seldom trying to change it
23. Leaders to learn how to: lining up goals & KPIs agreeing action plans & set mile stones handling information managing regular efficient meetings & delegation using recognition & motivation managing relationship promoting better communication and response times being efficient, effective and agile. using common sense 23
24. Mobile workers to learn how to: managing information managing time efficiently managing multiple priorities communicating from different locations surviving on its own being efficient, effective and agile. using common sense 24
25. IBT’s way 25 Streamlining of the workflow processes. TEP® Individual 1 Individual 2 Individual 3... PEP® PEP® PEP® Unified approach to business practice.
26. Conclusion Mobile Work is truly a Big Change There is not way back Technically it is feasible now Changes in human habits – crucial point for success 26
27. Steps to implement MWE at your office Evaluate benefits Evaluate technical solutions needed Work out implementation plan Turn to change staff mentality Start today ! 27
28. Questions and feed back Dmitry.Shymkiv@microsoft.com ergun.birol@life.com.ua oprotsenko@ibt-pep.com.ua 28
29. References Working Effectively From Wherever You Arewww.PEPproductivitysolutions.com How Come Distributed Work is Still the Next Big Thing ? www.thefutureofwork.net The Top Ten Strategies For Managers Of Mobile Workers. www.makingstories.net Leading Virtual Effectiveness. www.AIMLeadership.com Каким видят свое профессиональное будущее «белые воротнички»? http://hh.ru 29