Oracal of bacon and social networking analysis final
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1) The document discusses social network analysis and its usefulness for business analysts in understanding relationships between stakeholders. 2) Key aspects of social network analysis include identifying central individuals, groups, and how information flows between them. 3) Understanding social networks can help business analysts identify important stakeholders, leverage support from influential individuals, and improve communication and requirements gathering.
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Final wireframes from screen concept to user interaction v0.4
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ACS an agile approach to optimising your digital strategy v4.1
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Similar to Oracal of bacon and social networking analysis final
Final communication and connectedness v3
This document discusses effective communication strategies for business analysts. It emphasizes the importance of understanding stakeholders' social networks and communication preferences.
The key points are:
1) Conduct a social network analysis to map stakeholders' relationships and understand who influences whom. Identify central and peripheral figures.
2) Analyze stakeholders' communication styles, preferences for visual vs. auditory information, and preferred channels. Tailor your approach accordingly.
3) Use a variety of tools - from diagrams and prototypes to workshops and storyboards - to accommodate different learning styles and maximize understanding.
Nm4881 a social network analysis week 6
Social Network Analysis is a study of relationships and ties between nodes/actors in a network. It seeks to understand the structure of relationships and how an individual's position in a network affects opportunities and constraints. SNA can be used to map and analyze networks in fields like public health, national security, and design. It provides insights into topics like information diffusion, social influence, and identifying important actors. SNA tools help visualize networks and analyze metrics like centrality, density, and connectivity.
Sharma social networks
The document discusses social networks and social network analysis. It defines a social network as connections between individuals or organizations through various social relationships. It then discusses how social network analysis can be applied to map and measure relationships between people, groups, and other entities. Key aspects of social network analysis include degree centrality, betweenness centrality, and closeness centrality. The document provides examples of how social network analysis has been applied and discusses how technologies like LinkedIn and future modeling techniques could further social network analysis.
Using SNA for organisational and personal improvement
Presentation made by Graham Durant-Law from HyperEdge on the use of SNA within an organisational context at the 2011 actKM Conference in Melbourne.
LVSC Network Strategy
This document discusses network theory and mapping networks. It explains that mapping existing networks can reveal strengths, weaknesses, disconnects, and influential members. Regular mapping also shows how networks progress over time and can identify bottlenecks. Mapping helps strategically understand relationships and connections within an organization or community. The document also discusses different types of network structures and the roles of central and peripheral members in information spreading.
Tools and Services for More Intelligent Meta Networks
This presentation gives an overview of the importance of meta networks, which are decentralized networks of networks based on shared values and goals.
The presentation also summarizes some of the tools and methods that can make meta networks more visible, intelligent, and useful.
Organization Network Analysis
Organization Network Analysis (ONA) is a tool that analyzes the informal networks within an organization. It maps how employees interact and connect beyond the formal organizational chart, illustrating how people collaborate, make decisions, and build trust. ONA measures social capital within the network by analyzing communication patterns and critical connections. It can identify different player roles like hubs, gatekeepers, and influencers. ONA provides insights into areas like leadership development, change management, collaboration, and talent optimization. Sample outputs include visualizing trust relationships, cross-functional interactions, and identifying influencers within the network. ONA helps organizations better understand and leverage the social dynamics that underlie real-world operations.
Introduction to Social Network Analysis
Social network analysis [SNA] is the mapping and measuring of relationships and flows between people, groups, organizations, computers, URLs, and other connected information/knowledge entities. SNA provides both a visual and a mathematical analysis of human relationships.
How to conduct a social network analysis: A tool for empowering teams and wor...
Slides and details available at: http://jeromyanglim.blogspot.com/2009/10/how-to-conduct-social-network-analysis.html
A talk on using social network analysis as a team development tool.
Communication In Business Analsyis V3
The document discusses effective communication strategies for business analysts. It emphasizes the importance of understanding social networks and stakeholders' communication preferences to elicit requirements. Business analysts should analyze who the key stakeholders are, their roles and connections, and how to best communicate with different stakeholders based on their styles and channels. Leveraging central stakeholders and using new communication channels like social media can help projects succeed by facilitating understanding of user needs.
Social Network Analysis (Part 1)
Everything is connected: people, information, events and places. A practical way of making sense of the tangle of connections is to analyze them as networks. The objective of this workshop is to introduce the essential concepts of Social Network Analysis (SNA). It also seeks to show how SNA may help organizations unlock and mobilize these informal networks in order to achieve sustainable strategic goals. After discussing the essential concepts in theory of SNA, the computational tools for modeling and analysis of social networks will also be introduced in this presentation.
Net Effectiveness April7
This document discusses networks and their effectiveness. It provides examples of how networks have been used to mobilize people, innovate, develop knowledge sharing and more. The document examines network structures and strategies for network development. Diagnostics are provided to assess network health in areas like purpose, leadership, communications and resource management. The document emphasizes that networks are changing how organizations work and advocates developing a "network mindset" and weaving approach to strengthen connections.
Searching for patterns in crowdsourced information
This document introduces crowdsourcing and discusses discovering patterns in crowdsourced data. It discusses defining the context of volunteered information on the internet in order to understand relationships between data. A network model is proposed where different types of context define nodes and relationships between context determine edges. Properties of small world networks are discussed including how they could be used to model relationships between crowdsourced data and evaluate data quality. Finally, applications to search ranking, privacy and security are briefly mentioned.
Big Data Analytics : A Social Network Approach
This document discusses using social network analysis approaches for big data analytics. It begins by introducing social network metrics like centrality and modularity that can be applied to large social network datasets. It then provides examples of how social network analysis has been used to detect terrorist cells and identify research communities. Finally, it outlines the author's research interests and publications in areas like sentiment analysis on social media and using social networks to analyze industries.
Leveraging Networks Teigland May2011
My presentation on networks and social media to a group of international managers from multinational organizations as part of IFL training program (www.ifl.se).
992 sms10 social_media_services
This document provides an overview of special topics in social media services, including social network analysis, link mining, text mining, web mining, and opinion mining in social media. It discusses key concepts such as social network extraction, identifying prominent actors, and characteristics of collaboration networks. The document also provides examples and definitions for social network analysis metrics like degree centrality, betweenness centrality, closeness centrality, and eigenvector. Finally, it introduces relevant books and topics for further reading.
Organizational network analysis and agent-based modeling
How to use agent-based modeling to build better theories in organizational studies: an example with organizational silos
Social Network Analysis (SNA) and its implications for knowledge discovery in...
Social Network Analysis (SNA) and its implications for knowledge discovery in Informal Networks- Talk by Dr Jai Ganesh, SETLabs, Infosys at Search and Social Platforms tutorial, as part of Compute 2009, ACM Bangalore
Leveraging networks Teigland May2011_MGM
1. The document discusses leveraging networks for improved organizational performance by understanding and managing both formal and informal networks within an organization.
2. Analyzing organizational networks can uncover important relationships and patterns that impact collaboration, knowledge sharing, and performance. Visually mapping networks provides insight into how to improve connectivity.
3. Strategies for managing networks include uncovering key networks, analyzing relationships and flows, and taking steps to improve collaboration across boundaries through feedback and connection initiatives.
Social networks for managers
Revision of Previous Show on SNA and Introduction to Tools
The Language of Networks
Introduction to Social Network Analysis/ Cases
Tools for Analyzing social networks, including graphing Facebook, LinkedIn, and Twitter networks
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Using SNA for organisational and personal improvement
Using SNA for organisational and personal improvement
Tools and Services for More Intelligent Meta Networks
Tools and Services for More Intelligent Meta Networks
How to conduct a social network analysis: A tool for empowering teams and wor...
How to conduct a social network analysis: A tool for empowering teams and wor...
Searching for patterns in crowdsourced information
Searching for patterns in crowdsourced information
Organizational network analysis and agent-based modeling
Organizational network analysis and agent-based modeling
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Social Network Analysis (SNA) and its implications for knowledge discovery in...
More from Mia Horrigan
Agile2022 What parkrun has taught me 2022-07-18.pdf
’ve been doing Parkrun for a year now. Yes, I’m one of those crazy people that get up early every saturday morning and run 5 Kms with 166490 parkrunners across 20 countries and 1637 locations. After a while, something interesting happened, I was asked to explain estimation to a group of people new to agile ways of working and found that I could explain relative estimation by using my Parkrun experience with my friends.
The requirement is the same – run a distance of 5 kms. However, the time taken will vary widely between runners. Even though the parkrun is a set 5kms, it takes our whole group to finish anywhere between 20 – 55 mins. So why don’t we all finish at the same time? Well, there are a number of factors to consider including our fitness, age, equipment and expertise at running as well as the complexity of the course. The same is true with estimations for work products. There is natural variability between estimates by people based on context, team members capability and so forth.
As a Professional Scrum Trainer (PST), I have found Parkrun anecdotes a relatable way to explain some complex concepts such as velocity, pairing, relative estimation, sprinting, sustainable pace and more. This presentation is for people wanting to understand agile principles as it will share these and other training tips and techniques that you can use with your teams.
Executive agility to be able to respond effectively in chaosZXM Webinar -
Now more than ever, the ability to respond to change over 'following a plan' couldn't ring truer. Hindsight is 20/20 but none of us could have predicted the unprecedented effect that the Corona Virus has wrought upon every aspect of our lives. Now we are working from home, readjusting to a new 'norm', but all the while living in a state of chaos whilst still 'keeping the lights on' in the space of not months or years but in weeks, days and even hours.
Organisations have already had to rapidly change the products or services they 'traditionally' brought to market and reinvent themselves at lightning speed to not just stay relevant but to actually survive.
Evidence based management – Measuring value to enable improvement and busines...
Organisations invest in agile processes, tools, training, and coaching, but how much are they getting back?
Has product delivery improved?
How much happier are users and the business customers?
Are employees empowered and enabled?
Traditional metrics might give you insight into improvements of operational efficiency, but the real conversation is about the value created for your organisation by the improved processes. Without measuring value, the success of any agile initiative is based on nothing more than intuition and assumption.
Evidence-Based Management (EBM) is a framework to help measure, manage, and increase the value derived from product delivery. EBM focuses on improving outcomes, reducing risks, and optimising investments and is an important tool to help leaders put the right measures in place to invest in the right places, make smarter decisions and reduce risk using an iterative and incremental approach. This empirical method alongside the agile principles and values of Scrum enables successful steps of change for the organisation.
Organisations invest in agile processes, tools, training, and coaching, but how much are they getting back? Has product delivery improved? How much happier are users and the business customers? Are employees empowered and enabled? Traditional metrics might give you insight into improvements of operational efficiency but the real conversation is about the value created for your organisation by the improved processes. Without measuring value, the success of any agile initiative is based on nothing more than intuition and assumption.
Mia will discuss Evidence based management and how this empirical process can help agile transformations measure and manage the value derived from the transformation initiative. Mia will focus on the 4 Key Value Areas: Current Value, Ability to Innovate, Unrealised Value and time to market and how these contribute to an organisation’s ability to deliver business value.
How to survive the zombie scrum apocalypse
A couple of years ago Christiaan Verwijs and Johannes Schartau coined the term ‘Zombie-Scrum’. What's it all about?
Well, at first sight Zombie Scrum seems to be normal Scrum. But it lacks a beating heart. The Scrum teams do all the Scrum events but a potential releasable increment is rarely the result of a Sprint. Zombie Scrum teams have a very unambitious definition of what ‘done’ means, and no drive to extend it. They see themselves as a cog in the wheel, unable and unwilling to change anything and have a real impact: I’m only here to code! Zombie Scrum teams show no response to a failed or successful Sprint and also don’t have any intention to improve their situation. Actually nobody cares about this team. The stakeholders have forgotten the existence of this team long time ago.
Zombie Scrum is Scrum, but without the beating heart of working software and its on the rise. This workshop will help you understand how to recognise the symptoms and cuases of Zombie Scrum and what you can do to get started to combat and treat Zombie-Scrum. Knowing what causes Zombie Scrum might help prevent a further outbreak and prevent the apocalypse
Activating improvements through retrospectives
had been sitting in a few team retrospectives and hearing the same old tired pattern of "what went well, what didn't, what can we improve". The teams were bored, I was bored, they were just doing mechanical Scrum. Retrospectives are such a powerful tool to drive continuous improvement, but what i was seeing was a stagnation and the true value of this event was being lost.
End of the Sprint was coming up so as the enterprise agile coach, I thought I'd provide some of my favourite patterns and ended up providing my 20 Scrum Masters with a playbook to accelerate and reinvigorate learning and improvement, retrospectives and ideas as well as links to where to find more.
Would love to share these patterns with you, discuss the pain points we were experiencing and how we were able to reinvigorate this event and improve overall quality of our delivery. It will be a workshop so would also love to hear your favourite patterns so we can share them with the group in this workshop and help inspire our teams to strive for activating real improvements.
Strategic planning for agile leaders - AgileAUs 2019 Workshop
Learn the mindset you need to support an Agile change across organisational structure, processes, culture and teams.
Leaders and managers are critical enablers in helping their organisation be successful, yet their role in an Agile environment can be quite different from what they are used to.
In this workshop, you’ll learn about the Agile mindset and what it means as a leader to create the right conditions for Agile to thrive. We’ll focus on the pragmatic aspects of Agile leadership, the role of leadership in Agile transformation, and how to support cultural changes, as well as the structures and operating models to align teams, programs and portfolios and help them work in harmony.
During this workshop you’ll learn:
About the Agile mindset and why it’s important for leaders
How mindset, culture, and values influence your ability to be Agile
How to create a high-performance culture
Practical skills for helping you set up and support Agile teams, programs and portfolios
Pragmatic techniques for scaling an Agile mindset
Unlocking the metrics for measuring your organisational agility.
This workshop is suitable for:
Managers embarking on an Agile transformation
Line managers, Product Owners and Business Owners who want to get the most out of their Agile journey
Portfolio, Program and Product Managers who want to get the most out of Agile ways of working.
Activating improvements retrospectives
The document discusses various techniques that can be used in Agile retrospectives to improve team learning and facilitate fast course corrections. It provides over 20 different retrospective patterns and ideas that teams can use, such as the 3 Ls technique where team members identify what they liked, learned, and lacked in the previous sprint. The document emphasizes that retrospectives should be conducted in a psychologically safe environment where there is no blame or judgment to promote open sharing and learning from failures.
Release train engineer master scrum master - LAST Conference 2015
When scaling Agile at an enterprise level, coordination and alignment across multiple teams is challenging as whilst Agile teams are self-organising and empowered, someone needs to steer the train to keep it on the tracks to facilitate program level processes and execution, escalate impediment, manage risk, and drive program-level continuous improvement. In this presentation I share my experiences of being a Release Train Engineer on a transformational project across a large government enterprise and explore the challenges and lessons learnt. In particular, I will focus on the Scrum of Scrums and how the RTE is essentially the Master Scrum Master of the Release Train and how to ensure you have Scrum Masters working together towards achieving the goals for the Train's Product Increment.
Confessions of a scrum mom Scrum Australia 2016
How to evolve from the Scrum Mom who runs around trying to fix everything to a Scrum Master Sensei that guides the team towards self organisation
In this session Mia draws upon her experiences running a Release train of 85 team members and how at an enterprise level, the Scrum Mom pattern isn't scalable.
Mia will explain that whilst the team may be successful in the short term due to the heroic efforts of the Scrum Mom and a few good individuals, this pattern will not allow facilitation of program level processes and execution and will ultimately prevent the team from becoming a self organised, empowered team.
Mia will present a Scrum Master Maturity model and elaborate on how to apply the model based on the Scrum Master's level of maturity as well as the capability and maturity of the team and the organisation.
Scrummdiddlyumpious and the Killjoys. Two teams , same product but Oh so diff...
What makes one team Scrumdiddlyumptious whilst another the Killjoys? At LAST Conference this week, I discussed a tale of two new agile teams within the same branch working on a large scale transformation across the enterprise. These were two of 18 teams now working on this program and in the same 12 month period, one team soared and exemplified the Agile mindset and were empowered, self-organizing, high performing and continuously improving whilst the other team struggled all the way and felt "Agile" was being imposed on them and "killing all their joy".
This was an exploration of the impact of leadership and culture. Whilst these teams were in the same branch and working on the same product, they had different middle level management. The difference in respective leadership style and approach was discussed and we explored how with the right agile leadership mindset, middle managers can make or break a team. Whilst Scrumdiddlyumptious was high performing, the Killjoys was plagued with vested interests, and a lack of agile mindset meant they were given permission not to change. As a results lots of anti-patterns emerged.
Agile product onwership and the business analyst
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help boost feelings of calmness and well-being.
Growing pains scaling agile in service delivery LAST Conf 2014
The team I was working with had a “great problem” – more work than we could deliver. However this success brought mixed blessings as the strain of growing so quickly was starting to show. We had a backlog of work, process issues, resourcing and quality issues and a lot of knowledge residing with one or two of the original start-up team who were now single points of failure.
The innovative, "can do" attitude of the start-up company was still there but we were having growing pains. We knew that what we were experiencing in our market (Australia) would eventually be seen in our USA market if we didn’t find a solution to our growing pains.
We looked to Lean and Agile as a multidisciplinary approach to achieving an effective product strategy, development and delivery capability that could be scaled to the whole organization.
Lean Coffee
Lean Coffee is an structured but agenda less meeting that allows participants to gather, build and talk.
Our implementation of Lean coffee was a way to informally discuss what was important to the team and look at ways to improve our efficiency, effectiveness and processes within the service delivery team
ACS Presentation : How to teach your team Agile in 3 months
presentation given to ACS Agile Special interest group. Outlines my experiences as an Agile coach introducing Scrum to the team.
By using psychology based approach to implementing Scrum we were able to guide them through the learning process over a three month period
The power to Say NO - Using Scrum in a BAU Team
Using Scrum to empower your team during BAU (business as usual) development and maintenance. presentation at the #LAST Conference Melbourne 27 Jul 2012
#LAST (Lean, Agile, Systems Thinking)
Unsubscribed designing for conversion
#Webdu 2012 presentation, The Unsubscribed - designing for conversion. Do's and don't for email marketing and getting subscribers to your website.
Using Agile to move from info centric to user centric
Presentation to ACS Conference 2012- Agile, Digital Strategy and how we changed from info centric to user centric in our approach
Agile pm v2
Presentation we did to a group of project managers who had not had any exposure to using Agile methodologies. Gives a basic overview of Agile with a User Centered design approach.
User needs vs buisness needs v5a
The document discusses a project to develop a consolidated reporting tool for 6 programs to meet both business and user needs. The business wanted to enhance an existing system for quick reporting, but users prioritized service delivery. Engaging with culturally diverse users revealed their unique needs, such as mobility issues. The solution involved understanding users through personas and want maps, then developing prototypes iteratively with an agile approach to validate the solution met requirements.
Final capitalising on female strenghts in it
This document summarizes a presentation about capitalizing on female strengths in IT and business analysis roles. It identifies common female strengths such as communication, understanding users, empathy, and collaboration. It discusses 8 common female archetypes and how to leverage their strengths. It also discusses the presenter's experience transitioning from business to a career in business analysis and how mentors helped her develop technical skills. Finally, it argues that IT roles today focus more on skills like problem solving, collaboration, and understanding business needs rather than technical skills alone.
More from Mia Horrigan (20)
Agile2022 What parkrun has taught me 2022-07-18.pdf
Agile2022 What parkrun has taught me 2022-07-18.pdf
Executive agility to be able to respond effectively in chaosZXM Webinar -
Executive agility to be able to respond effectively in chaosZXM Webinar -
Evidence based management – Measuring value to enable improvement and busines...
Evidence based management – Measuring value to enable improvement and busines...
Strategic planning for agile leaders - AgileAUs 2019 Workshop
Strategic planning for agile leaders - AgileAUs 2019 Workshop
Release train engineer master scrum master - LAST Conference 2015
Release train engineer master scrum master - LAST Conference 2015
Scrummdiddlyumpious and the Killjoys. Two teams , same product but Oh so diff...
Scrummdiddlyumpious and the Killjoys. Two teams , same product but Oh so diff...
Growing pains scaling agile in service delivery LAST Conf 2014
Growing pains scaling agile in service delivery LAST Conf 2014
ACS Presentation : How to teach your team Agile in 3 months
ACS Presentation : How to teach your team Agile in 3 months
Using Agile to move from info centric to user centric
Using Agile to move from info centric to user centric
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The introduction of DLAU and the CCB & CCX licensing model caused quite a stir in the HCL community. As a Notes and Domino customer, you may have faced challenges with unexpected user counts and license costs. You probably have questions on how this new licensing approach works and how to benefit from it. Most importantly, you likely have budget constraints and want to save money where possible. Don’t worry, we can help with all of this!
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Oracal of bacon and social networking analysis final
- 1. Presented by Maria Murphy Horrigan Account Director Health and Human Services Regional lead for Business Analysis ABAA ACT Events/Comms Coordinator 11 Dec 2008 Social Networking Analysis, Communication & the “Oracle of Bacon”
- 11. How Kevin Bacon Cured Cancer
- 12. The Oracle of Bacon What’s the Kevin Bacon number of Robert Di Nero? Or in social networks language: What is the shortest path between Robert De Niro and Kevin Bacon?
- 13. Obama & Me Me & Obama = 3 Degrees
- 18. Degree, Betweenness, and Closeness Centrality. "Kite Network" developed by David Krackhardt - http://www.orgnet.com/sna.html
- 27. Fin Maria (Murphy) Horrigan Account Director Health & Human Services Regional Lead Business Analysis Email: mhorrigan@smsmt.com Blog: www.barocks.com www.slideshare.com/murph www.smsmt.com www.twitter.com/miahorri
Editor's Notes
- Source: http://www.shanecurrie.id.au/photogallery/misc1/Its_A_Small_World_Mod.jpg
- Image: www.claimedix.com/Images/BRM.jpg
- Image : www.nature.com/.../v2/n12/images/nmat1032-i1.jpg pandemiclabs.com/.../02/fotolia_4881579_xs.jpg
- Two nodes are connected if they regularly talk to each other, or interact in some way. Andre regularly interacts with Carol, but not with Ike. Therefore Andre and Carol are connected, but there is no link drawn between Andre and Ike. This network effectively shows the distinction between the three most popular individual centrality measures: Degree Centrality, Betweenness Centrality, and Closeness Centrality. Diane has the most direct connections in the network. She is a 'connector' or 'hub‘. However connections are only to others in her immediate cluster. Heather has one of the best locations in the network -- she is between two important constituencies. She plays a 'broker' role. The good news is that she plays a powerful role in the network, the bad news is that she is a single point of failure. Fernando and Garth have fewer connections yet the pattern of their direct and indirect ties allow them to access all the nodes in the network more quickly.