Case Study on Business Communication Training - by projectingITprojectingIT
This presentation covers excerpt of the "Training Assessment Report" prepared by projectingIT and sent to our client. The presentation covers following aspects
# Training Assessment Steps
1] Reaction and Planned Action
2] Learning
3] Course Content
4] Trainer Feedback
5] Participant Feedback
# Training Effectiveness Measurements
Visit our website to know more
Model driven development using smart use cases and domain driven designSander Hoogendoorn
Short presentation of how smart use cases and domain driven design can trigger model driven development. Note: there is a very good white paper on the Capgemini website about the same approach.
Education and policies for gifted students are based on past research and learning traditions. But are these ideas sufficient for anticipating and understanding what might come next for developing learners and ourselves? This session draws on futures (or “foresight”) studies to explore evolving contexts for understanding and supporting gifts, giftedness, and creative talent development in our rapidly shifting and complex environments.
Case Study on Business Communication Training - by projectingITprojectingIT
This presentation covers excerpt of the "Training Assessment Report" prepared by projectingIT and sent to our client. The presentation covers following aspects
# Training Assessment Steps
1] Reaction and Planned Action
2] Learning
3] Course Content
4] Trainer Feedback
5] Participant Feedback
# Training Effectiveness Measurements
Visit our website to know more
Model driven development using smart use cases and domain driven designSander Hoogendoorn
Short presentation of how smart use cases and domain driven design can trigger model driven development. Note: there is a very good white paper on the Capgemini website about the same approach.
Education and policies for gifted students are based on past research and learning traditions. But are these ideas sufficient for anticipating and understanding what might come next for developing learners and ourselves? This session draws on futures (or “foresight”) studies to explore evolving contexts for understanding and supporting gifts, giftedness, and creative talent development in our rapidly shifting and complex environments.
The workbook leads the user through the elements of Crafitti's "Lean Inventive Systems Thinking" framework applied to accelerate innovative thinking in business and technology contexts.
The seemingly ambiguous title of this presentation – use of the terms maturity and innovation in concord – signifies the imperative of every organisation within the competitive domain. Where organisational maturity and innovativeness were traditionally considered antonymous, the assimilation of these two seemingly contradictory notions is fundamental to the assurance of long-term organisational prosperity. Organisations are required, now more than ever, to grow and mature their innovation capability – rending consistent innovative outputs. The presentation describes research conducted to consolidate the principles of innovation and identify the fundamental components that constitute organisational innovation capability. The process of developing an Innovation Capability Maturity Model is discussed. A brief description is provided of the basic components of the model, followed by the case studies that were conducted to evaluate the model. The presentation concludes with a summary of the findings and potential future research.
Utilize the latest industry experience, proven technology and O&M strategies to maximize generation and reduce costs in your wind farm
North America's leading O&M focused conference is back for its fourth year, completely refreshed and re-formatted for total coverage. This is the only forum that will give you the direction and tools you need to build a comprehensive strategy to ensure success in this booming market.
Over 300 senior O&M decision makers will be in attendance to network, do business and exchange the latest industry updates. Our world class agenda will equip you with business critical information:
End of warranty options (EOW) presented: Get the blueprint for end of warranty options whether it's re-entering warranty, using an ISP or performing self service
Retrofit technology & Repowering: Understand the various types of technology available today that can be implemented in your wind operations for maximized generation
Advanced Monitoring Technologies: Data analysis - condition monitoring and SCADA solutions that have not only proof of concept, but proven ROI
Life extension of critical components: Find out what can be done to your current wind farms that will extend their life and see grater ROI on your O&M dollars
Major Part Failure, Upgrading & Repair: Discover the latest R&D that is being undertaken to reduce failure or damage to your rotor, Blade, Generator, Gearboxes, Foundations, Tower
The workbook leads the user through the elements of Crafitti's "Lean Inventive Systems Thinking" framework applied to accelerate innovative thinking in business and technology contexts.
The seemingly ambiguous title of this presentation – use of the terms maturity and innovation in concord – signifies the imperative of every organisation within the competitive domain. Where organisational maturity and innovativeness were traditionally considered antonymous, the assimilation of these two seemingly contradictory notions is fundamental to the assurance of long-term organisational prosperity. Organisations are required, now more than ever, to grow and mature their innovation capability – rending consistent innovative outputs. The presentation describes research conducted to consolidate the principles of innovation and identify the fundamental components that constitute organisational innovation capability. The process of developing an Innovation Capability Maturity Model is discussed. A brief description is provided of the basic components of the model, followed by the case studies that were conducted to evaluate the model. The presentation concludes with a summary of the findings and potential future research.
Utilize the latest industry experience, proven technology and O&M strategies to maximize generation and reduce costs in your wind farm
North America's leading O&M focused conference is back for its fourth year, completely refreshed and re-formatted for total coverage. This is the only forum that will give you the direction and tools you need to build a comprehensive strategy to ensure success in this booming market.
Over 300 senior O&M decision makers will be in attendance to network, do business and exchange the latest industry updates. Our world class agenda will equip you with business critical information:
End of warranty options (EOW) presented: Get the blueprint for end of warranty options whether it's re-entering warranty, using an ISP or performing self service
Retrofit technology & Repowering: Understand the various types of technology available today that can be implemented in your wind operations for maximized generation
Advanced Monitoring Technologies: Data analysis - condition monitoring and SCADA solutions that have not only proof of concept, but proven ROI
Life extension of critical components: Find out what can be done to your current wind farms that will extend their life and see grater ROI on your O&M dollars
Major Part Failure, Upgrading & Repair: Discover the latest R&D that is being undertaken to reduce failure or damage to your rotor, Blade, Generator, Gearboxes, Foundations, Tower
The Masterclass Knowledge Management (KM) is a set of six presentations describing and explaining KM via definitions, concepts, instruments and many practical examples, insights, stories and exercises as well as links and references.
The material is the result of 25 years of research, consulting of challenging clients, discussions with appreciated peers and communities as well as ten years of lecturing on KM at various universities in Germany and Austria including discussions with many inspiring students.
Contents:
KM 1 – Knowledge and KM
KM 2 – KM Processes 1
KM 3 – Soc.-t. KM Systems 1 / Processes 2
KM 4 – Socio-technical KM-Systems 2
KM 5 – Plan & Control Knowledge & KM
KM 6 – KM and Idea / Innovation Mngt.
This presentation provides you with a practical approach for implementing Enterprise Content Management (ECM) using the open methodology MIKE2. The slides are from the AIIM ECM Specialist and Master Certificate Programs. For more information visit www.aiim.org/training
Presentation on "Views on 2030" by Dr. Holger Kohl during the 6th International Benchmarking Conference organized by Dubai Quality Group from 6-7 March 2012 at Al Bustan Rotana Dubai
Webinar presentation--A Framework for Enterprise Adoption of Virtual Worlds--by Rob Edmonds of Virtual Worlds @ Work, a research initiative of SRI Consulting Business Intelligence (a spin out from SRI International, formerly Stanford Research Institute) in Menlo Park, in Silicon Valley
Serious Games for Human Capital ManagementChuck Allen
Advancements in human capital management (HCM) often come about through the incorporation of approaches and technologies from outside the HCM field. Those looking for the next source of big ideas to shape HCM strategies need to keep an eye on the field known as "serious games." An increasing number of enterprises are using games for HCM purposes such as employee recruiting and selection, training, and team building.
VidenDanmark og Intra2 afholdt den 19.9.2012 seminar om socialt intranet. Ved seminaret præsenterede Kim Escherich fra IBM, hvordan IBM bruger et socialt intranet internt.
VidenDanmark og Intra2 afholdt den 19.9.2012 seminar om socialt intranet. Ved seminaret præsenterede Jacob Wenzel fra Frederikshavn Kommune, hvordan Frederikshavn Kommune er på vej mod det sociale intranet.
VidenDanmark og Intra2 afholdt den 19.9.2012 seminar om socialt intranet. Ved seminaret præsenterede Pia Eskildsen fra Advodan, hvordan Advodan har integreret Yammer i deres intranet.
VidenDanmark seminar: Digitalisering og procesoptimering 25.1.2012. Mads Cars...VidenDanmark
Mads Carstensen fra DJØF holder oplæg om Findes det ? findes det her? - om optimering af medlemsservice og arbejdsgange i Djøf, ved VidenDanmarks seminar den 25.1.2012.
24.11.2011 Læring flytter ud. Johnny Ryser Virtuel læring på IBC - ipads og w...VidenDanmark
Johnny Ryser fra IBC præsenterer, hvordan IBC arbejder med virtuel læring ved hjælp af Ipads og Webinarer, ved VidenDanmarks seminar den 24.11.2011 med titlen: Læring flytter ud.
Ditte Kolbæk præsenterer konceptet Proactive Reviews ved et møde arrangeret af VidenDanmark den 14.6.2011. Ditte Kolbæk har skrevet en bog med titlen: Proactive Reviews. Lær af jeres erfaringer
VidenDanmark seminar om Elektronisk Dokumenthåndtering og Enterprise Search Best Practice 2011.
31. marts 2011.
Bjerne Hansen fra ESDH-specialisten fortæller om Det gode ESDH-projekt.
VidenDanmark seminar: Dan Thomsen 310311VidenDanmark
VidenDanmark seminar om Elektronisk Dokumenthåndtering og Enterprise Search Best Practice 2011.
31. marts 2011.
Dan Thomsen fra Ibox, Scan Jour fortæller om Informationsrevolution i Udenrigsministeriet.
VidenDanmark seminar om Elektronisk Dokumenthåndtering og Enterprise Search Best Practice 2011.
31. marts 2011.
Tine Weirsøe fra Scandinavian Information Audit fortæller om Dokumenthåndtering, Information Management og Records Management
Aktuelle tendenser, krav og udfordringer.
VidenDanmark seminar: Erik Arndal Nielsen AC børnehjælp 310311VidenDanmark
VidenDanmark seminar om Elektronisk Dokumenthåndtering og Enterprise Search Best Practice 2011.
31. marts 2011.
Erik Arndal Nielsen fra AC Børnehjælp fortæller om Intelligent dokumenthåndtering hos AC Børnehjælp.
The Art Pastor's Guide to Sabbath | Steve ThomasonSteve Thomason
What is the purpose of the Sabbath Law in the Torah. It is interesting to compare how the context of the law shifts from Exodus to Deuteronomy. Who gets to rest, and why?
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
Ethnobotany and Ethnopharmacology:
Ethnobotany in herbal drug evaluation,
Impact of Ethnobotany in traditional medicine,
New development in herbals,
Bio-prospecting tools for drug discovery,
Role of Ethnopharmacology in drug evaluation,
Reverse Pharmacology.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
The Indian economy is classified into different sectors to simplify the analysis and understanding of economic activities. For Class 10, it's essential to grasp the sectors of the Indian economy, understand their characteristics, and recognize their importance. This guide will provide detailed notes on the Sectors of the Indian Economy Class 10, using specific long-tail keywords to enhance comprehension.
For more information, visit-www.vavaclasses.com
How to Split Bills in the Odoo 17 POS ModuleCeline George
Bills have a main role in point of sale procedure. It will help to track sales, handling payments and giving receipts to customers. Bill splitting also has an important role in POS. For example, If some friends come together for dinner and if they want to divide the bill then it is possible by POS bill splitting. This slide will show how to split bills in odoo 17 POS.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
We all have good and bad thoughts from time to time and situation to situation. We are bombarded daily with spiraling thoughts(both negative and positive) creating all-consuming feel , making us difficult to manage with associated suffering. Good thoughts are like our Mob Signal (Positive thought) amidst noise(negative thought) in the atmosphere. Negative thoughts like noise outweigh positive thoughts. These thoughts often create unwanted confusion, trouble, stress and frustration in our mind as well as chaos in our physical world. Negative thoughts are also known as “distorted thinking”.
3. A story
John Henderson, Boston
Speaking at BP, 1997
Copyright Knoco Ltd, all rights reserved
4. The rationale behind KM
Get A from B to C
As effectively and efficiently as possible
Where A is the critical knowledge that decision makers at
all levels need
B are the decision makers
C is the source of the knowledge
Copyright Knoco Ltd. All rights reserved
6. Demonstrating
the value Using all
knowledge
and best
practice
With no
knowledge
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7. AAR – Jwaneng mine
Knowledge Opportunity
190h for VALUE add
Additional Upgrade
TIME / COST
Project At Same Time
70h
GA GB GC GD GE GF GG
Main Treatment Plant - Double-Deck Screen Replacement Project
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8. What’s different about
knowledge?
Data
A pressure reading,
in one place, at one
time
Information
Data structured in
such a way as to
“tell you something”
Knowledge?
What does this
mean? What action
should I take?
Copyright Knoco Ltd. All rights reserved
9. Where knowledge comes
from
Data Info
knowledge decision action
experience
Reflection/
Performance
Analysis
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10. How does KM work?
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11. A series of
knowledge-focused roles
Provide KM Leadership
Acknowledge experience sharing
SENIOR
Setting clear expectations
MANAGER
Maintaining the “knowledge bank”
for their practice – up to date, useful
PRACTICE accessible material
OWNER
Ensuring use of, and sustainability of,
the KM Framework
KM TEAM
Building the experience-sharing
networks, managing the
COP LEADER conversations
Planning and coordinating KM
activities at project level
PROJECT K
Copyright Knoco Ltd. All rights reserved MANAGER
12. KM processes embedded
into the working cycle
FEL1 FEL2 FEL3 Exec Start-up Ops
Lessons Learned
Mandatory Reviews
activity
Create KM plan, review at each new stage
Peer Assist
Optional
activity
After Action Review
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13. A suite of Technology
For Community of For knowledge
Practice (Open capture and re-use
discussion) (Written Document)
Knowledge
Library
• Guidance
documents
• Best Practices
• Working Examples
Company lessons
management
system
• Lessons applicable
to region/function
Project lessons
management
system
• Lessons Learned From
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projects
14. Governance Clear KM
expectations.
Policies and
Standards for
Experience
Management
Support, including
training, reference
and coaching
KM performance metrics,
linked to recognition and
reward
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18. Q3 – how do we manage
it?
Answer – it depends on the knowledge
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19. Knowledge end-members
Basic, static Improving, evolving
Basic process New knowledge, tips,
knowledge hints, improvements
Standard practice Best practice
Training, supervision Knowledge sharing
Classroom or e- Learning from peers
learning and experience
Manuals, instructions CoPs, wikis, lessons
Traditional role of L&D Traditional role of KM
25. Example 1
Mars, new markets
Strategy – Growth
What do we need to know? – how to
distribute and sell “impulse goods” in
the 3rd world
The knowledge – new/improving,
dispersed, relatively few people know it
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26. Mars New Markets
“In 2004, the Mars, Inc Presidents identified a
challenge in our newer markets in the
developing world.
These are markets where the bulk of consumer
spending occurs in small local shops.
We wanted to achieve a step-change in the
number of small retail outlets which sell our
products, and so drive a rapid increase in sales
in these markets.
The challenge covered 12 markets, in which there
are approximately 12 million shops, and 3.5
billion potential consumers of Mars products”
Linda Davies of Mars, writing in “KM for teams and projects”,
Nick Milton
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27. The solution
A Knowledge Sharing Network – the New Markets
Global practice group
meets every 6 months, face-to-face, hosted by one
of the markets.
The meetings are focused on sharing, learning
lessons, and discussing
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29. The results
In the 5 years this network has existed, sales in the
small retail channel in the 12 markets have trebled
and the percentage profit has more than doubled,
adding around $250 million to the bottom line.
“Whilst it would be unfair to claim this was entirely
due to knowledge sharing, the GPG members
themselves clearly point to the ideas and lessons
they have gained from others as fundamental to
their success”.
Linda Davies of Mars, writing in “KM for teams and projects”,
Nick Milton
Copyright Knoco Ltd. All rights reserved
30. A systematic framework
Learn
during
Leveraging
People
$
Learn Learn
Goals & Using Results
before after
Knowledge
&
Teams
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31. Framework 2
Knowledge
Bank Knowledge Assets
Learn
during
Leveraging
People
$
Learn Learn
Goals & Using Results
before after
Knowledge
&
Teams
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32. Framework 3
Knowledge Assets
Communities of
Practice
Learn
during
Leveraging
Business
$
Learn Learn
Goals & Using Results
before after
Knowledge
roles
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33. Example 3 – cautionary
tale
Boeing
Strategy – maintain and grow sales
What do we need to know? – build and
deliver planes
The knowledge – basic knowledge,
held by ageing workforce
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34. Early Retirement at
Boeing
When Boeing offered early retirement to 9,000 senior
employees during a business downturn, an unexpected rush of
new commercial airplane orders left the company critically
short of skilled production workers.
The knowledge lost from veteran employees, combined with
the inexperience of their replacements, threw the firm’s 737
and 747 assembly lines into chaos. Overtime skyrocketed and
workers were chasing planes along the line to finish assembly.
Management finally had to shut down production for more than
three weeks to straighten out the assembly process, which
forced Boeing to take a $1.6 billion charge against earnings and
contributed to an eventual management shake-up.
Press and Journal Scotland, 1/9/2008
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35. Questions?
nick.milton@knoco.com
www.knoco.com
www.nickmilton.com
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39. So how do we change
the culture?
20 cm at a
time!
Photo from Flickr under a creative commons
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licence, originally uploaded by
AndYaDontStop
49. KM Metrics and reward
– Conoco example
Metrics gathered on an annual basis and reported to steering team and sponsor
Community activity
Community Maturity
Community Value Added
Annual awards program for Knowledge Management – “Archimedes Awards”
SUCCESS STORY OF THE YEAR
NETWORK OF YEAR
GIVE
GET
GATHER
GUTS
http://www.conocophillips.com/
EN/about/company_reports/spiri
t_mag/Documents/spiritMagazin
e1Q10.pdf
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51. Staged approach
to implementation
System
Strategy
Assessment Testing and Roll-out Operation
Development
Piloting
Do we have an Is the model Is roll-out
agreed plan? robust? complete?
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52. Change process
5
Laggards
Apply and monitor
the framework
4
% Involvement
Neutral
Roll out the
KM framework
Assessment 3
Supporters
and Strategy
Test, pilot,
prove the concept
1 2
Time
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Editor's Notes
There will need to be a number of roles and accountabilities defined within the organisation, as a part of the EM framework. The exact number, nature and position of these roles may vary from Sales to Service to R&D.
Four main EM technologies are required. These fall either into the “tacit” [left-hand side] or “explicit” [the right hand side] side of the picture. The question and response forums and yellow pages support open discussion, and the exchange of knowledge through communication. The local and regional lessons systems and the knowledge library support the capture of knowledge and the creation of a written record. All of these technologies are linked by a common practice-based taxonomy.
http://www.youtube.com/watch?v=hO8MwBZl-Vc
Leadership needs to be very clear about their expectations for knowledge management. What are the standards, or the minimum conditions of satisfaction, which everybody is required to follow in terms of KM? Statements such as the one on this slide can clarify these expectations
Management encouragement also has its darker side; its stick as well as carrot. Bob Buckman at Buckman labs encourages both through rewarding the top knowledge sharers, and through warning those who do not share their knowledge.