Create a roadmap for ea using capability maturity modelsLeo de Sousa
The document discusses using capability maturity models (CMM) to create a roadmap for enterprise architecture (EA). It describes the five levels of a CMM from initial to optimized. Benefits of using a CMM include describing EA maturity, creating an EA roadmap, and communicating with EA clients. The document provides an example of how one organization used an EA CMM as a roadmap and measurement tool to mature its EA methodology over time.
Blending Methods To Succeed Comparing Prince2 S Agility With Scrum Within The...thavo001
Comparing PRINCE2\'s Agility with Scrum within the TFS2010 ALM.
By Vincent THAVONEKHAM www.thavo.com. Microsoft Team Foundation Server 2010 / ALM Trainer
The value reference model document provides a high-level overview of the components and services that contribute value within an organization. It outlines the key auxiliary services including IT services, financial and accounting services, quality assurance services, and organizational intelligence services. The document also maps the relationships between business services, human resource services, product development services, supply chain services, customer relations services, and the auxiliary services that support them. Finally, it breaks down several of the auxiliary services such as IT services into further sub-components and services.
Leadership Development Workshop - Quick Cardsmalpascoe
The document provides guidance on conducting performance appraisals, including the CDP cycle, competencies and ratings to use, how to deliver effective feedback using a structured model, and tips for goal setting using the SMART framework. It also includes quick cards on topics like teamworking, leadership, recruitment interviewing, problem solving, and giving feedback.
Employee motivation depends largely on good goals setting. The highest strategic goals are sometimes called directions. Goals are related to drivers, principles and requirements. This presentation shows an example of enterprise directions setting by the usage of an enterprise architecture tool.
The document describes the Supply Chain Operations Reference (SCOR) model, which contains three levels of process detail for planning, sourcing, making, delivering, and returning goods and services. It provides a standardized structure and notation for describing supply chain processes and their relationships. The model was developed by the Supply Chain Council to provide a framework for communication between supply chain partners and to improve supply chain management.
The document outlines the roles and processes in Scrum, including the Product Owner who manages the Product Backlog of requirements, the Scrum Master who ensures the Scrum process is followed, and the self-organizing Team who works in Sprints to complete tasks from the Product Backlog. Key Scrum events include Sprint Planning meetings where the Team selects work for the upcoming Sprint and daily Stand-Up meetings where the Team coordinates work. The goal is for the Team to deliver working software functionality every Sprint through an iterative process of designing, coding, testing, and refactoring work items.
Create a roadmap for ea using capability maturity modelsLeo de Sousa
The document discusses using capability maturity models (CMM) to create a roadmap for enterprise architecture (EA). It describes the five levels of a CMM from initial to optimized. Benefits of using a CMM include describing EA maturity, creating an EA roadmap, and communicating with EA clients. The document provides an example of how one organization used an EA CMM as a roadmap and measurement tool to mature its EA methodology over time.
Blending Methods To Succeed Comparing Prince2 S Agility With Scrum Within The...thavo001
Comparing PRINCE2\'s Agility with Scrum within the TFS2010 ALM.
By Vincent THAVONEKHAM www.thavo.com. Microsoft Team Foundation Server 2010 / ALM Trainer
The value reference model document provides a high-level overview of the components and services that contribute value within an organization. It outlines the key auxiliary services including IT services, financial and accounting services, quality assurance services, and organizational intelligence services. The document also maps the relationships between business services, human resource services, product development services, supply chain services, customer relations services, and the auxiliary services that support them. Finally, it breaks down several of the auxiliary services such as IT services into further sub-components and services.
Leadership Development Workshop - Quick Cardsmalpascoe
The document provides guidance on conducting performance appraisals, including the CDP cycle, competencies and ratings to use, how to deliver effective feedback using a structured model, and tips for goal setting using the SMART framework. It also includes quick cards on topics like teamworking, leadership, recruitment interviewing, problem solving, and giving feedback.
Employee motivation depends largely on good goals setting. The highest strategic goals are sometimes called directions. Goals are related to drivers, principles and requirements. This presentation shows an example of enterprise directions setting by the usage of an enterprise architecture tool.
The document describes the Supply Chain Operations Reference (SCOR) model, which contains three levels of process detail for planning, sourcing, making, delivering, and returning goods and services. It provides a standardized structure and notation for describing supply chain processes and their relationships. The model was developed by the Supply Chain Council to provide a framework for communication between supply chain partners and to improve supply chain management.
The document outlines the roles and processes in Scrum, including the Product Owner who manages the Product Backlog of requirements, the Scrum Master who ensures the Scrum process is followed, and the self-organizing Team who works in Sprints to complete tasks from the Product Backlog. Key Scrum events include Sprint Planning meetings where the Team selects work for the upcoming Sprint and daily Stand-Up meetings where the Team coordinates work. The goal is for the Team to deliver working software functionality every Sprint through an iterative process of designing, coding, testing, and refactoring work items.
The document outlines the information flow within an organization and with external entities. Key internal divisions include sales, business development, and legal teams. External entities include clients, partners, and product marketing. Various systems are used to manage workflows, sales, business setup and onboarding, legal documents, accounting, settlements, and reporting. Information flows between these internal systems and is also released to external peripheral systems, partners, and clients.
This document outlines a 7 step continual service improvement process:
1. Define policies and methods for service design.
2. Plan design resources and capabilities.
3. Coordinate design activities.
4. Manage design risks and issues.
5. Improve service design.
6. Design coordination.
7. Plan individual designs and coordinate and monitor them.
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The document discusses the evolution of procurement and strategic sourcing over time. It outlines several waves of procurement including decentralized contracting in the late 1980s, strategic sourcing in the 1990s focused on standardization and cost management, and modern procurement focused on total cost of ownership, open competition between functions, and dynamic insourcing/outsourcing. The relationship between purchasing, sourcing, procurement, and supply chain management is also briefly defined.
This document provides an overview of enterprise architecture including:
1. It defines enterprise architecture as a method for describing the current and future structure and behavior of an organization's processes, information systems, personnel, and units to align with strategic goals.
2. Enterprise architecture develops and maintains a target architecture to guide technology investment and support business goals through communication, management of alignment, and monitoring of new technologies.
3. Having an enterprise architecture provides value through a strategic roadmap, reduced costs, enabled business capabilities, faster delivery, and clear contribution to business success.
4. Common frameworks like TOGAF and Zachman are described at a high level to structure architecture work. Considerations for a SAP
Ea Landscape Capabilities Summary Slides 2009 Shareskipboe910
This document provides an overview of integrated enterprise architecture capabilities to achieve competitive advantage and success through an organizational blueprint. It discusses aligning corporate strategy and goals, organizing value chains and lines of business, and using priority dimensions. Frameworks and methodology are presented for defining and improving value streams, processes, sub-processes, and activities. Options for IT infrastructure and applications are also discussed. The goal is to architect relationships between interrelated parts through business driven integration enabled by applying behavioral factors to the enterprise planning reference model.
Changing Human Performance to Improve Business ProcessesEPPIC Inc.
This document provides an overview of using human performance technology (HPT) methods to improve business processes. It discusses analyzing processes using tools like process mapping and performance modeling to identify gaps. It also examines how to analyze human and environmental asset requirements to determine what knowledge, skills, tools, etc. are needed to optimize process performance. The document uses examples from the author's 150+ HPT projects to illustrate modeling performance and systematically deriving the enablers required for improvement.
Eliminate latency between engineering and manufacturing to drive lean holistically. Drive engineer intent to the shop floor with 3D images. Speed is a competitive advantage
The document outlines a methodology for developing a recruitment outsourcing ecosystem for a client that involves mapping existing processes, identifying stakeholders, developing strategies and objectives, and integrating people, processes, and technologies. Key phases include planning, defining workstreams, sourcing vendors, negotiating agreements, implementation, and completion. The goal is to create an end-to-end recruitment solution by integrating various components like talent mapping, social recruiting, onboarding, and analytics.
The document discusses marketing performance management (MPM) and how it can help companies by linking marketing processes, metrics, and technology to business objectives to gain insights and prove marketing's value. MPM is impacted by an organization's processes, people, and technology, and issues often arise if metrics are not well-designed, indicators do not reflect objectives, data is outdated, or collection and delivery of insights is too manual. The House of Marketing offers a 4-step approach and methodology to implement MPM and tackle common issues.
Technology Review is a periodical publication of Comarch that presents current industry trends and addresses hot topics regarding the telecommunications market.
Featured articles:
- Case Study: Grupo TVCable have obtained new flexible back office systems assuring smooth order-to-bill process support
- Transformation… what does this mean???
- How to avoid embarrassing challenges in projects – a vendor view
- Service Quality and Customer Experience – where customers meet the network
- How to transform your BSS to achieve the perfect customer experience
- Telework – an unexploited niche for telecom operators?
The document discusses SAP's Audit Information System (AIS) which provides a standardized way for auditors to perform system and business process audits of an SAP system. AIS organizes audit activities into a reporting tree and allows auditors to run reports, review configurations, and document audit findings. It aims to improve audit quality by facilitating the standardized collection of evidence.
The document provides information on an individual's qualifications, skills, and experience. It lists educational achievements including an ISEB Diploma in Business Analysis, an Open University MBA, and modules in senior management, finance, strategy, and problem solving. Work experience is detailed across a variety of roles, sectors, and industries including project management, business analysis, systems administration, accountancy, and financial analysis. A wide range of technical skills are also highlighted relating to communication, analysis, documentation, methodology, and software/systems experience.
The document discusses creating intelligent and cost-conscious shared services processes. It outlines an approach to shared services that involves assessing the current state, formulating options, conducting feasibility analyses, and developing a low-cost model. Key objectives are discussed such as strategic alignment. A shared services vision and structure is presented using accounts payable as a pilot function. The rationale for a shared services center is described as providing a service-oriented and scalable infrastructure with appropriate accountability.
The document discusses Oracle's supplier management solutions. It highlights that Oracle's integrated suite can dramatically cut costs for supplier management by streamlining procurement processes, enforcing policy compliance, and providing complete procure-to-pay automation. The suite includes modules for spend analysis, category management, sourcing, procurement, supplier collaboration, logistics, settlement, and supplier performance management. It claims that implementing the solutions can reduce costs per supplier from $585-1000 annually to below $150 by providing better visibility across the organization.
The document discusses Tally.ERP 9's capabilities for asset life cycle management. It covers the structure of asset life cycles including asset masters, transactions, key events, security controls, and MIS reports. The document also provides examples of how Tally.ERP 9 can be used to track asset groups, types, warranties, and perform acquisitions, deployments, maintenance, retirements, and auditing of assets through the life cycle.
Matrix Structure Navigating & Making It Workngaungsan
The document discusses navigating matrix organizations and making them work effectively. It begins with an overview of different types of organizational structures, including centralized functional, multi-divisional, and matrix structures. The matrix structure aims to achieve the benefits of both functional expertise and divisional market focus. However, collaboration does not happen automatically and requires explicit strategies, structures, and systems. Potential sources of collaborative value are then outlined, including financial, customer, process, and learning & growth synergies across business units. Overall, the document argues that matrix organizations can enhance competitive advantage by optimizing both global/group and local tradeoffs, but it requires collaborative strategies, structures, and systems developed by the corporate center.
The document discusses Dow's strategy to enhance its earnings power and strengthen its financial profile. It outlines Dow's plans to drive growth through innovation, accelerate enhanced earnings through cost savings of $2.5 billion by 2011, and reward shareholders with substantial cash flow. It then summarizes Dow's 2009 accomplishments in operational, financial, and strategic areas. Finally, it discusses how Dow aims to improve the normalized EBITDA margins of its various business segments.
This document introduces a new guide called "Core Practices" that provides managers with skills and practices vital for success in performance management. The guide is user-friendly and covers 4 competency groups, 10 skills, and 70 assessment items related to 52 core practices. It is designed to support "nano-learning" by providing actionable information in short doses. Accompanying the guide are an assessment tool to evaluate manager performance and a workshop to help managers improve execution.
Oracle soa and e2.0 partner community forum bpm léon smiers shareLeon Smiers
The document discusses business process management (BPM). It defines BPM and related terms like business process management systems (BPMS) and BPMN 2.0. It outlines five critical success areas for BPM projects: value and performance management, accelerated business analysis, leveraging BPM technology, unified process improvement, and end-to-end BPM governance. The document provides examples of using BPM for a utility company's work order management and a bank's month-end reporting improvements. It emphasizes the importance of demonstrating value, requirements management, architectural alignment, and stakeholder commitment for successful BPM.
The document discusses how companies can embrace change and drive innovation through software. It describes IBM's Measured Capability Improvement Framework, which helps companies incrementally adopt agile practices. It also discusses IBM's Jazz platform and how it supports requirements management, configuration management, and other best practices. Finally, it outlines how embedded software will be crucial for enabling smarter products and ecosystems in various industries like transportation.
The document outlines the information flow within an organization and with external entities. Key internal divisions include sales, business development, and legal teams. External entities include clients, partners, and product marketing. Various systems are used to manage workflows, sales, business setup and onboarding, legal documents, accounting, settlements, and reporting. Information flows between these internal systems and is also released to external peripheral systems, partners, and clients.
This document outlines a 7 step continual service improvement process:
1. Define policies and methods for service design.
2. Plan design resources and capabilities.
3. Coordinate design activities.
4. Manage design risks and issues.
5. Improve service design.
6. Design coordination.
7. Plan individual designs and coordinate and monitor them.
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franchise license egypt,franchise licenses egypt,franchise opportunities egypt,franchise opportunity egypt,franchising opportunity egypt,franchising opportunities egypt owe your own business egypt,
The document discusses the evolution of procurement and strategic sourcing over time. It outlines several waves of procurement including decentralized contracting in the late 1980s, strategic sourcing in the 1990s focused on standardization and cost management, and modern procurement focused on total cost of ownership, open competition between functions, and dynamic insourcing/outsourcing. The relationship between purchasing, sourcing, procurement, and supply chain management is also briefly defined.
This document provides an overview of enterprise architecture including:
1. It defines enterprise architecture as a method for describing the current and future structure and behavior of an organization's processes, information systems, personnel, and units to align with strategic goals.
2. Enterprise architecture develops and maintains a target architecture to guide technology investment and support business goals through communication, management of alignment, and monitoring of new technologies.
3. Having an enterprise architecture provides value through a strategic roadmap, reduced costs, enabled business capabilities, faster delivery, and clear contribution to business success.
4. Common frameworks like TOGAF and Zachman are described at a high level to structure architecture work. Considerations for a SAP
Ea Landscape Capabilities Summary Slides 2009 Shareskipboe910
This document provides an overview of integrated enterprise architecture capabilities to achieve competitive advantage and success through an organizational blueprint. It discusses aligning corporate strategy and goals, organizing value chains and lines of business, and using priority dimensions. Frameworks and methodology are presented for defining and improving value streams, processes, sub-processes, and activities. Options for IT infrastructure and applications are also discussed. The goal is to architect relationships between interrelated parts through business driven integration enabled by applying behavioral factors to the enterprise planning reference model.
Changing Human Performance to Improve Business ProcessesEPPIC Inc.
This document provides an overview of using human performance technology (HPT) methods to improve business processes. It discusses analyzing processes using tools like process mapping and performance modeling to identify gaps. It also examines how to analyze human and environmental asset requirements to determine what knowledge, skills, tools, etc. are needed to optimize process performance. The document uses examples from the author's 150+ HPT projects to illustrate modeling performance and systematically deriving the enablers required for improvement.
Eliminate latency between engineering and manufacturing to drive lean holistically. Drive engineer intent to the shop floor with 3D images. Speed is a competitive advantage
The document outlines a methodology for developing a recruitment outsourcing ecosystem for a client that involves mapping existing processes, identifying stakeholders, developing strategies and objectives, and integrating people, processes, and technologies. Key phases include planning, defining workstreams, sourcing vendors, negotiating agreements, implementation, and completion. The goal is to create an end-to-end recruitment solution by integrating various components like talent mapping, social recruiting, onboarding, and analytics.
The document discusses marketing performance management (MPM) and how it can help companies by linking marketing processes, metrics, and technology to business objectives to gain insights and prove marketing's value. MPM is impacted by an organization's processes, people, and technology, and issues often arise if metrics are not well-designed, indicators do not reflect objectives, data is outdated, or collection and delivery of insights is too manual. The House of Marketing offers a 4-step approach and methodology to implement MPM and tackle common issues.
Technology Review is a periodical publication of Comarch that presents current industry trends and addresses hot topics regarding the telecommunications market.
Featured articles:
- Case Study: Grupo TVCable have obtained new flexible back office systems assuring smooth order-to-bill process support
- Transformation… what does this mean???
- How to avoid embarrassing challenges in projects – a vendor view
- Service Quality and Customer Experience – where customers meet the network
- How to transform your BSS to achieve the perfect customer experience
- Telework – an unexploited niche for telecom operators?
The document discusses SAP's Audit Information System (AIS) which provides a standardized way for auditors to perform system and business process audits of an SAP system. AIS organizes audit activities into a reporting tree and allows auditors to run reports, review configurations, and document audit findings. It aims to improve audit quality by facilitating the standardized collection of evidence.
The document provides information on an individual's qualifications, skills, and experience. It lists educational achievements including an ISEB Diploma in Business Analysis, an Open University MBA, and modules in senior management, finance, strategy, and problem solving. Work experience is detailed across a variety of roles, sectors, and industries including project management, business analysis, systems administration, accountancy, and financial analysis. A wide range of technical skills are also highlighted relating to communication, analysis, documentation, methodology, and software/systems experience.
The document discusses creating intelligent and cost-conscious shared services processes. It outlines an approach to shared services that involves assessing the current state, formulating options, conducting feasibility analyses, and developing a low-cost model. Key objectives are discussed such as strategic alignment. A shared services vision and structure is presented using accounts payable as a pilot function. The rationale for a shared services center is described as providing a service-oriented and scalable infrastructure with appropriate accountability.
The document discusses Oracle's supplier management solutions. It highlights that Oracle's integrated suite can dramatically cut costs for supplier management by streamlining procurement processes, enforcing policy compliance, and providing complete procure-to-pay automation. The suite includes modules for spend analysis, category management, sourcing, procurement, supplier collaboration, logistics, settlement, and supplier performance management. It claims that implementing the solutions can reduce costs per supplier from $585-1000 annually to below $150 by providing better visibility across the organization.
The document discusses Tally.ERP 9's capabilities for asset life cycle management. It covers the structure of asset life cycles including asset masters, transactions, key events, security controls, and MIS reports. The document also provides examples of how Tally.ERP 9 can be used to track asset groups, types, warranties, and perform acquisitions, deployments, maintenance, retirements, and auditing of assets through the life cycle.
Matrix Structure Navigating & Making It Workngaungsan
The document discusses navigating matrix organizations and making them work effectively. It begins with an overview of different types of organizational structures, including centralized functional, multi-divisional, and matrix structures. The matrix structure aims to achieve the benefits of both functional expertise and divisional market focus. However, collaboration does not happen automatically and requires explicit strategies, structures, and systems. Potential sources of collaborative value are then outlined, including financial, customer, process, and learning & growth synergies across business units. Overall, the document argues that matrix organizations can enhance competitive advantage by optimizing both global/group and local tradeoffs, but it requires collaborative strategies, structures, and systems developed by the corporate center.
The document discusses Dow's strategy to enhance its earnings power and strengthen its financial profile. It outlines Dow's plans to drive growth through innovation, accelerate enhanced earnings through cost savings of $2.5 billion by 2011, and reward shareholders with substantial cash flow. It then summarizes Dow's 2009 accomplishments in operational, financial, and strategic areas. Finally, it discusses how Dow aims to improve the normalized EBITDA margins of its various business segments.
This document introduces a new guide called "Core Practices" that provides managers with skills and practices vital for success in performance management. The guide is user-friendly and covers 4 competency groups, 10 skills, and 70 assessment items related to 52 core practices. It is designed to support "nano-learning" by providing actionable information in short doses. Accompanying the guide are an assessment tool to evaluate manager performance and a workshop to help managers improve execution.
Oracle soa and e2.0 partner community forum bpm léon smiers shareLeon Smiers
The document discusses business process management (BPM). It defines BPM and related terms like business process management systems (BPMS) and BPMN 2.0. It outlines five critical success areas for BPM projects: value and performance management, accelerated business analysis, leveraging BPM technology, unified process improvement, and end-to-end BPM governance. The document provides examples of using BPM for a utility company's work order management and a bank's month-end reporting improvements. It emphasizes the importance of demonstrating value, requirements management, architectural alignment, and stakeholder commitment for successful BPM.
The document discusses how companies can embrace change and drive innovation through software. It describes IBM's Measured Capability Improvement Framework, which helps companies incrementally adopt agile practices. It also discusses IBM's Jazz platform and how it supports requirements management, configuration management, and other best practices. Finally, it outlines how embedded software will be crucial for enabling smarter products and ecosystems in various industries like transportation.
The document discusses how companies can embrace change and drive innovation through software. It outlines a 4-phase framework for continuous process improvement using IBM Rational tools. Phase 1 involves establishing business objectives. Phase 2 prioritizes practices and defines an improvement roadmap. Phase 3 accelerates adoption with tools to improve requirements management, architecture, and development alignment. Phase 4 reports on results to identify further improvements. The framework aims to help companies optimize resources, deliver smarter products, and improve profits through incremental capability advances.
The document discusses how companies can embrace change and drive innovation through software. It outlines a 4-phase framework for continuous process improvement using IBM Rational tools. Phase 1 involves establishing business objectives. Phase 2 prioritizes practices and defines an improvement roadmap. Phase 3 accelerates adoption with tools to improve requirements management, architecture, and development alignment. Phase 4 reports on results to identify further improvements. The framework aims to help companies optimize resources, deliver smarter products, and improve profits through incremental capability advances.
The document discusses using analytical tools like dashboards, drill downs, and automated alerts to support decision making for agencies. It addresses developing measures to track performance against strategic plans and establishing a review process with executives. Integrating disparate data sources into a central repository is needed to effectively manage large volumes of structured and unstructured data for improved decisions and performance management.
The document provides information about a presentation on Enterprise Dimension Management and Hyperion Data Relationship Management (DRM). It includes the objectives, author, and release date of the presentation. The presentation aims to outline the general product direction of Enterprise Dimension Management and Hyperion DRM.
Jamie Thomas is the Vice President of Product Development, Delivery and Customer Support. The document discusses how to effectively develop teams across continents, manage outsourced assets, leverage automation to optimize resources, and foster culture change to agile. It proposes using IBM's Measured Capability Improvement Framework to establish objectives, prioritize practices, accelerate adoption, and analyze results in incremental phases.
Seismi Case Study | Oracle Mining Event | Santiago de Chile | 15 March 2012Seismi Limited
Seismi were invited to present a recent case study of a recent Oracle Hyperion DRM (Data Relationship Manager) and EPM installation. The case study outlines the benefits that Oracle DRM can deliver particularly the elimination of the risks of human middleware and the introduction of a fully automated and integrated financial process.
There is a description by Seismi's client's CFO and project sponsor at the outset as well as the client's reaction to the solution, which Seismi continues to support.
The case study highlighted the flexibility of DRM to be at the core of its network and its ability to integrate with multiple vendors
The document discusses advanced financial controls in Oracle's R12 system. It describes how advanced controls augment standard ERP controls, bridge the gap between policy creation and transaction systems, and automate policy enforcement to deliver business process efficiency across multiple systems. Specific processes that would be impacted include financial close and reporting, order to cash, procure to pay, and travel and expense. Types of automated controls include segregation of duties, application configuration, and transaction monitoring.
The governance maturity assessment identified an overall maturity level of 2, indicating some repeatable governance processes. Recommendations include chartering cross-enterprise governance committees, developing architectures to guide improvements, and requiring compliance with architectures and policies. Managing core capabilities, empowering technical providers, and defining issue escalation are also recommended to improve governance maturity. The assessment highlights the need for collaboration between business and IT leaders at strategic, tactical, and operational levels of governance.
The document discusses an IBM workshop on collaborative lifecycle management. It covers logistics like locations for meals and breaks. The agenda includes modules on aligning plans, responding to requirement changes, planning iterations, completing and testing stories, and stabilizing iterations. The objectives are to explore how IBM Rational Solution enables collaboration, provides project visibility, and automates traceability across the lifecycle. The introduction discusses connecting disciplines like planning, requirements, development and testing. It outlines criteria for effective lifecycle management, including real-time planning, traceability, in-context collaboration, development intelligence and continuous improvement.
PPM Challenge #4: Improving PPM Maturity – 2012 PPM Challenge and Opportunity...EPM Live
This document discusses improving project and portfolio management (PPM) maturity. It begins by recapping previous challenges around prioritizing demand, project communication and reporting, and providing value at different levels. It then introduces challenge #4 as improving PPM maturity across the organization. The document discusses establishing a plan to benchmark effectiveness and move up in common PPM maturity models. Finally, it provides an overview of key dimensions to consider at each maturity level, including people, processes, technology, financial management, and relationships.
An introduction to the latest addition to the CMMI constellations of the SEI. This material reflects the model as it was in July 2011. Since the SEI can and will introduce changes to the model, this material could be dated when you access it. Treat it as a simplistic view of the true content and DO find the current status from the right source: The SEI itself.
Motivating Strategic Practice Development Using CMMLeo de Sousa
This paper describes the use of a motivational information model (Capability Maturity Model - CMM) as an innovative way to help plan, mature, assess and motivate the creation of a process.
This document provides an introduction to the Microsoft Operations Framework (MOF). It discusses how MOF connects service management concepts to practical tasks and activities. MOF encompasses the entire IT service lifecycle and integrates governance, risk, and compliance. It provides concise guidance and delivers a platform for ongoing community engagement to help IT organizations efficiently and effectively deliver IT services. The document then provides examples of how MOF can be applied through its phases, service management functions, and use of solution accelerators.
The document discusses using business capability analysis to provide a lean-agile approach to enterprise analysis. It describes modeling business capabilities to present a graphical view of the business value stream and specify value through a relative assessment of capabilities. The value of capability analysis is that it can provide business context, facilitate discovery of good answers quickly, and promote feedback to focus on business value.
SUCCESSFUL CHARM IMPLEMENTATION IN A VALIDATED ENVIRONMENTAlpha Sirius
Solution Manager provides tools for change request management, project management, and operations management to help companies centrally manage SAP implementations, support, and ongoing operations; it discusses how one company implemented ChaRM in Solution Manager to standardize their change management processes and eliminate manual approval workflows. The document also outlines some of the benefits of using Solution Manager like centralized change management, automatic notifications and approvals, reduced IT specialist workload, and better adherence to governance requirements.
SUCCESSFUL CHARM IMPLEMENTATION IN A VALIDATED ENVIRONMENTAlpha Sirius
The document discusses implementing Change Request Management (ChaRM) in Solution Manager for change management processes. It provides an overview of Solution Manager and how it can be used for ChaRM, quality management, project management, and more. It also shares examples of how various companies have successfully implemented Solution Manager to manage SAP solutions, implement best practices, and resolve issues with auditing and compliance. ChaRM in Solution Manager helps standardize and synchronize changes across systems while managing risks.
The document provides guidance on completing an e-survey to assess an organization's test maturity based on the Test Maturity Model integration (TMMi) framework. The TMMi model defines 5 levels of test process maturity. The e-survey collects responses to statements about each TMMi process area and ratings of how well the organization has defined, deployed, and achieved results for each process. It also includes sections on testing trends and non-TMMi factors. The responses are confidential and intended to provide an individual perspective rather than a consensus view. Upon completion, the assessment team will analyze the results and provide a findings report to the sponsoring organization.
Similar to Oh, grow up – a look at share point and maturity 2012 final (20)
TrustArc Webinar - 2024 Global Privacy SurveyTrustArc
How does your privacy program stack up against your peers? What challenges are privacy teams tackling and prioritizing in 2024?
In the fifth annual Global Privacy Benchmarks Survey, we asked over 1,800 global privacy professionals and business executives to share their perspectives on the current state of privacy inside and outside of their organizations. This year’s report focused on emerging areas of importance for privacy and compliance professionals, including considerations and implications of Artificial Intelligence (AI) technologies, building brand trust, and different approaches for achieving higher privacy competence scores.
See how organizational priorities and strategic approaches to data security and privacy are evolving around the globe.
This webinar will review:
- The top 10 privacy insights from the fifth annual Global Privacy Benchmarks Survey
- The top challenges for privacy leaders, practitioners, and organizations in 2024
- Key themes to consider in developing and maintaining your privacy program
Essentials of Automations: The Art of Triggers and Actions in FMESafe Software
In this second installment of our Essentials of Automations webinar series, we’ll explore the landscape of triggers and actions, guiding you through the nuances of authoring and adapting workspaces for seamless automations. Gain an understanding of the full spectrum of triggers and actions available in FME, empowering you to enhance your workspaces for efficient automation.
We’ll kick things off by showcasing the most commonly used event-based triggers, introducing you to various automation workflows like manual triggers, schedules, directory watchers, and more. Plus, see how these elements play out in real scenarios.
Whether you’re tweaking your current setup or building from the ground up, this session will arm you with the tools and insights needed to transform your FME usage into a powerhouse of productivity. Join us to discover effective strategies that simplify complex processes, enhancing your productivity and transforming your data management practices with FME. Let’s turn complexity into clarity and make your workspaces work wonders!
UiPath Test Automation using UiPath Test Suite series, part 5DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 5. In this session, we will cover CI/CD with devops.
Topics covered:
CI/CD with in UiPath
End-to-end overview of CI/CD pipeline with Azure devops
Speaker:
Lyndsey Byblow, Test Suite Sales Engineer @ UiPath, Inc.
Generative AI Deep Dive: Advancing from Proof of Concept to ProductionAggregage
Join Maher Hanafi, VP of Engineering at Betterworks, in this new session where he'll share a practical framework to transform Gen AI prototypes into impactful products! He'll delve into the complexities of data collection and management, model selection and optimization, and ensuring security, scalability, and responsible use.
Goodbye Windows 11: Make Way for Nitrux Linux 3.5.0!SOFTTECHHUB
As the digital landscape continually evolves, operating systems play a critical role in shaping user experiences and productivity. The launch of Nitrux Linux 3.5.0 marks a significant milestone, offering a robust alternative to traditional systems such as Windows 11. This article delves into the essence of Nitrux Linux 3.5.0, exploring its unique features, advantages, and how it stands as a compelling choice for both casual users and tech enthusiasts.
Unlock the Future of Search with MongoDB Atlas_ Vector Search Unleashed.pdfMalak Abu Hammad
Discover how MongoDB Atlas and vector search technology can revolutionize your application's search capabilities. This comprehensive presentation covers:
* What is Vector Search?
* Importance and benefits of vector search
* Practical use cases across various industries
* Step-by-step implementation guide
* Live demos with code snippets
* Enhancing LLM capabilities with vector search
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Oh, grow up – a look at share point and maturity 2012 final
1. Oh, Grow up – A look at SharePoint and Maturity
2. Agenda
• About me and EOH, SharePointKonsult
• What's the big deal about Maturity?
• Maturity models that makes this easy
• How they work
• Some sample that explains the model
• Some sample benchmarking data
• You leaving this room saying …
“Wow, we better do a maturity
assessment right away”
3. About me
• Nadir Kamdar
– That SharePoint Project Manager from Cape Town
– Twitter : #nadirkamdar
– Blog : nadirkamdar.blogspot.com
– Looking after SharePoint Projects since 2007
4. EOH At A Glance
• Leader in technology and business solutions
• Largest implementer of enterprise solutions
• End-to-end offerings
• Strong black empowerment profile
• Operates in South Africa, Africa and UK
• Listed on JSE since 1998
• Over 3 700 people
• 40% annual compound growth
• R3 billion market capitalisation
• 2 500 customers
• Has a brand called
5. Quick Quiz
• Are you using SharePoint?
• How long have you been using SharePoint?
• Is your SharePoint solution well deployed?
• Is your SharePoint solution well used?
• Do you know how to improve your SharePoint
solution?
• How does your SP deployment compare to
others?
6. The blind men and the elephant
• A poem by John Godgrey Saxe
• http://www.youtube.com/watch?v=bJVBQefNXIw
Thank you Mark Miller
7. SharePoint is “the elephant”
• Talking about SharePoint is like the blind men
describing the elephant
• Different people (Developers, IT Pros, End
Users) examine SharePoint from different
angles, with a different perspective and for
different reasons
• Conducting a Maturity Assessment is like
examining the ENTIRE elephant
8. So what is a maturity assessment?
• It’s a gap analysis
– It’s about identify a list of key areas and determine a
way to rate the
– You determine your current rating
– And your desired rating
– It helps you build a strategy to move from your current
rating to your desired rating
9. So, why a maturity assessment?
• It provides a holistic view to a implementation
(SharePoint or otherwise) and to bring
standardisation to the conversation around
functionality, best practices and improvements
• It brings together diverse stakeholders and
provides a vehicle to …
– articulate needs
– reveal deficiencies
– Identify priorities
• It helps develop a strategic roadmap
10. Say that again, but in English!
• It’s a way to provide a measurable report on
your [SharePoint] implementation, because …
– If you can’t measure it, you can’t understand it.
– If you can’t understand it, you can’t control it.
– If you can’t control it, you can’t improve it.
-James Harrington
The Improvement Process
12. We need a Capability Maturity Model
• Capability Maturity Model (CMM)
– Developed to objectively assess business
processes since1989
– Foundation for most maturity models used
today
– CMM involves the following aspects
• Key areas of assessment
• Each area is divided into competencies
• Measured by 5 levels to maturity
13. 5 Levels of Maturity
Optimised
Managed
Defined
Repeatable The managed level features processes
Optimized, focuses on
that are monitored, controlled, and
continual process
Processes are documented, proactive, and
adaptable. improvement.
Some processes may provide consistent results.
predictable. Standard enterprise processes
Ad Hoc / While execution of the processes are disciplined
Chaotic exist and are leveraged
Undocumented processes or themselves are
and repeatable, the processes
still somewhat reactive.
processes that change frequently.
Processes at this level are entirely
reactive.
14. Chaotic
Defined
Managed
Optimized
Repeatable
0
1
2
3
4
5
6
Areas of
assessment
ECM Charter
Determine Key
Information
Lifecycle
Retention
Schedule
Enterprise
Taxonomies
Content Mgt
each area
Determine
Governance
Capabilities for
Standards
Content
Ownership
Content
Security
Reference
Architecture
User
Determine
Interface
for each level
characteristics
File
System
SharePoint
eMail
Other Repositories
Sources/Storage
(LiveLink, SAP, etc)
Determine
Current Level
Physical/Warehouse
Capability Maturity Model Approach
eDiscovery
Information Holds &
Hold Orders
Records Mgt
Determine
Desired Level
Retention Mgt &
Processes
Disposition
Enterprise Search
Publishing
Determine
State
State
Current
Future
Desired
plan approach
Current
gaps/goals and
15. Pros and Cons with CMM
• Pros
– Best Practice Approach
– Designed specifically for your organisation
• Cons
– Time consuming and most difficult to deploy
– No benchmarking
17. Enterprise Content Management Maturity Model (ECM3)
• Based on the Capability Maturity Model
• Strong focus on
– Human
– Information and
– Systems aspects of ECM
• Well Documented
• Open Source / Free
18. ECM3 Matrix
Current Maturity
Desired Maturity
Goal
19. Pros and Cons with ECM3
• Pros
– Not technology bias
– Analysis of your entire ECM strategy
– Faster than CMM
– Free
– Flexible
• Cons
– No benchmarking
– May not be focus on your corporate needs
21. SharePoint Maturity Model (SPMM)
• Published in November 2010 by Sadalit Van
Buren (@Sadalit #SPMaturity)
• Based on Capability Maturity Model, and more
focused on SharePoint
• Contains 3 Key Areas with 11 competencies
• Well documented
• Licenced for free usage if you submit your data
for benchmarking (otherwise, $200)
• Created for SP Intranets, not for …
– Public Sites
– branding/visual design
– SharePoint online
22. SP Maturity Key areas and competencies
This presentation will
focus on this area
only
23. Key area 1 – Core Concept
Anything above this
point will require
development or
customisation
Maturation
25. Publication – 100 Example
Default
No Taxonomy No Checks on
SharePoint
planning Content
Navigation
OOB
Poor use of Nothing
templates and
SP Lists personalised
layouts only
26. Publication – 450 Example
Content is Content is
Governance is
monitored and targeted to
applied
maintained specific group
Standardised
Custom Approval
templates and
Metadata is process is
theme across
applied applied
site
27. Collaboration – 100 Example
Not using Document
libraries collaboration
OOB Team site No process for
features like version
without structure requesting new sites
control and check-
in/check-out
No consistent
No using discussion collaboration
threads, wikis, blogs template is applied
across organisation
28. Collaboration – 400 Example
Consistent
Collaboration
collaboration Use of discussion
occurs outside
template is applied threads, wikis, blogs
firewall
with governance
Use of version
Automated process
control and check-
for provisioning and
in/check out
archiving sites
features
29. Business Process – 100 Example
OOB No Process
Workflow consistency not defined
30. Business Process – 500 Example
Custom SP Dynamic Workflow scope
Designer workflows based scans department
workflows on metadata sites
Power user can
Mobile
Audit trails is edit workflows to
functionality is
available adapt to changing
supported
business needs
31. Search – 100 Example
OOB Search on
No additional No custom
query, results
iFilters exist scopes
and scopes
Not leveraging
off meta data No use of best
and content bets
types
32. Search – 500 Example
Content types Search results
Users tag
and meta data is are analysed
content to
used to improve and best bets
improve search
experience are implemented
Custom search iFilters are
scopes are used installed
36. Pros and Cons with SPMM
• Pros
– Benchmarking is available
– SharePoint focused
– Easy to use, well documented
• Cons
– Not very flexible
– Covers a specific range of SharePoint
deployments (not public sites and SP online)
– License conditions apply
37. Building Strategy
• Typically, Maturity Assessment guides you 60%
of the way
• Still need to look at …
– Governance
– Critical business process
– Legal/compliance
– Policies and procedures
– Workshops
• Use information to build a Business Case
38. Conclusion
• Maturity is important and is often overlooked
• Better maturity = better ROI on SharePoint
• Use the maturity assessment to roadmap your
approach
• This will take time and money, plan and prioritise
• Don’t follow model blindly, adjust where needed
39. Reference
• SharePoint 2010 at work
– (O’Reilly, by Mark Miller Founder and Editor of EndUserSharePoint.com)
• SharePoint for ECM Training
– http://www.aiim.org/Training/SharePoint-Course
• “The blind men and the elephant” video
– http://www.youtube.com/watch?v=bJVBQefNXIw
• Capability Maturity Model
– http://en.wikipedia.org/wiki/Capability_Maturity_Model
• ECM Maturity Model (ECM3)
– http://ecm3.org
• SharePoint Maturity
– http://www.sharepointmaturity.com