The document discusses outcomes management and its application to a project context. It begins by outlining challenges with traditional project selection processes that do not focus on strategic goals or desired outcomes. It then introduces outcomes management as a way to continually measure how well services or programs are achieving desired results. The document also provides an overview of the levels of outcomes (immediate, intermediate, ultimate), and emphasizes the need to design desired performance into initiatives from the start. Finally, it discusses applying these outcomes management principles to a project that originally focused on implementing a learning management system, but was expanded to also include content authoring, content management, and process automation tools based on the desired outcomes.
The Chief Skeptical Officer – A New C-Level RoleAlan McSweeney
The document discusses the role of a Chief Skeptical Officer, a new C-level position. The CSO would take an independent, evidence-based approach to ensure projects are properly defined, costs are accurately estimated, and promised benefits are actually delivered. The CSO protects against cognitive biases, strategic misrepresentation, and ensures discipline through practices like reference class forecasting and benefits management.
The document discusses how a US Navy IT Directorate improved its project management process by implementing a CPIC Pre-Select phase. It describes how previously there were disparate practices across divisions, no central request pipeline, and a focus on tactical solutions over strategic needs. The new Pre-Select process involved adding questions to an existing request form and creating a Pre-Select Board to assess requests earlier. Benefits included improved communication, a focus on real business problems, and prioritizing the right projects. Keys to success were gaining buy-in incrementally and right-sizing the lightweight process.
Business analysis plays a key role in ensuring project success and delivering business value. Effective business analysis includes defining business needs, capturing requirements, and ensuring solution designs meet requirements. Weak business analysis is a leading cause of project failures, as solutions may not satisfy business needs. Throughout a solution's lifecycle, from design to operation, ongoing requirements management by business analysts helps maximize business value.
Benefits Identification, Assessment, Validation and Realisation for Informati...Alan McSweeney
This document discusses approaches to identifying, assessing, validating, and realizing benefits from IT projects. It emphasizes that organizations often focus on technology implementation but not on achieving expected business benefits. A structured benefits management framework is needed to ensure benefits are identified upfront and plans are in place to track and achieve them. The framework should include identifying potential benefits, assessing and validating benefits, and ensuring their realization.
This presentation was conducted by Peter Glynne to the Yorkshire & North Linconshire APM membership providing a practical insight into the realisation of benefits
This document discusses how organizations can respond, scale, and increase the performance of their project management organizations. It provides takeaways on understanding that strategy involves more than just technology, the importance of innovation in recognizing how some organizations are closing the gap between strategy and execution, and the need to adapt by learning about the relationships between strategic planning and performance management. The document also discusses how scheduling and project portfolio management can leverage technology to improve demand management, portfolio selection and analytics, resource management, and extract innovation from these practices.
SharePoint MoneyBall: The Art of Winning the SharePoint Metrics Game by Susan...SPTechCon
This document discusses metrics for measuring the success of a SharePoint implementation. It emphasizes establishing business objectives and stakeholder needs before selecting metrics. Both quantitative metrics like time savings and qualitative metrics like user stories are recommended to capture different types of impacts. The metrics should be presented to stakeholders in a way that is relevant and collected at low cost.
The Chief Skeptical Officer – A New C-Level RoleAlan McSweeney
The document discusses the role of a Chief Skeptical Officer, a new C-level position. The CSO would take an independent, evidence-based approach to ensure projects are properly defined, costs are accurately estimated, and promised benefits are actually delivered. The CSO protects against cognitive biases, strategic misrepresentation, and ensures discipline through practices like reference class forecasting and benefits management.
The document discusses how a US Navy IT Directorate improved its project management process by implementing a CPIC Pre-Select phase. It describes how previously there were disparate practices across divisions, no central request pipeline, and a focus on tactical solutions over strategic needs. The new Pre-Select process involved adding questions to an existing request form and creating a Pre-Select Board to assess requests earlier. Benefits included improved communication, a focus on real business problems, and prioritizing the right projects. Keys to success were gaining buy-in incrementally and right-sizing the lightweight process.
Business analysis plays a key role in ensuring project success and delivering business value. Effective business analysis includes defining business needs, capturing requirements, and ensuring solution designs meet requirements. Weak business analysis is a leading cause of project failures, as solutions may not satisfy business needs. Throughout a solution's lifecycle, from design to operation, ongoing requirements management by business analysts helps maximize business value.
Benefits Identification, Assessment, Validation and Realisation for Informati...Alan McSweeney
This document discusses approaches to identifying, assessing, validating, and realizing benefits from IT projects. It emphasizes that organizations often focus on technology implementation but not on achieving expected business benefits. A structured benefits management framework is needed to ensure benefits are identified upfront and plans are in place to track and achieve them. The framework should include identifying potential benefits, assessing and validating benefits, and ensuring their realization.
This presentation was conducted by Peter Glynne to the Yorkshire & North Linconshire APM membership providing a practical insight into the realisation of benefits
This document discusses how organizations can respond, scale, and increase the performance of their project management organizations. It provides takeaways on understanding that strategy involves more than just technology, the importance of innovation in recognizing how some organizations are closing the gap between strategy and execution, and the need to adapt by learning about the relationships between strategic planning and performance management. The document also discusses how scheduling and project portfolio management can leverage technology to improve demand management, portfolio selection and analytics, resource management, and extract innovation from these practices.
SharePoint MoneyBall: The Art of Winning the SharePoint Metrics Game by Susan...SPTechCon
This document discusses metrics for measuring the success of a SharePoint implementation. It emphasizes establishing business objectives and stakeholder needs before selecting metrics. Both quantitative metrics like time savings and qualitative metrics like user stories are recommended to capture different types of impacts. The metrics should be presented to stakeholders in a way that is relevant and collected at low cost.
IT projects are failing at a rate of 25%, and 45% of our projects are challenged for being late, over-budget, or providing less than required features and functions. Unfortunately this has been a habitual problem for IT and more importantly it has been a source of conflict and contention between IT and the business community we serve. Our business community, more than ever, demands speed and flexibility in taking products to market. As a result, approximately 35% of IT organizations have adopted or are in some form of adoption of agile practices and agile software development.
In this presentation we will discuss the following:
Common Agile Misconceptions
Why Should the CIO or CTO Care About Agile?
What Does the Business Community Need to Know About Agile?
Barriers to Successful Enterprise Agile Adoption
The document discusses the importance of IT financial management in running IT successfully. It outlines key components of the IT financial management lifecycle including planning, budgeting, accounting, chargebacks, spend analysis, and portfolio management. Adopting these practices and using tools to support them can help optimize costs, ensure alignment between IT and business objectives, and deliver value from IT investments.
Business Intelligence Dashboard Design Best PracticesMark Ginnebaugh
Microsoft BI expert Dan Bulos spoke on Dashboard Design Best Practices to the Bay Area Microsoft Business Intelligence User Group.
This presentation shows techniques for displaying data in a dashboard for maximum impact. Dan also discusses various tools available in the Microsoft BI stack – Reporting Services, Excel, PerformancePoint and the new entry, Power View.
IT Portfolio Management Using Enterprise Architecture and ITIL® Service StrategyNUS-ISS
The document discusses using enterprise architecture and ITIL service strategy for IT portfolio management. It provides examples of how enterprise architecture helped the Singapore government and Procter & Gamble reduce costs and improve processes by standardizing systems and increasing automation and access to real-time information. The definition of enterprise architecture from Gartner is given as translating business vision and strategy into effective enterprise change by defining requirements, principles and models to describe the future state and enable evolution of the enterprise.
The document discusses current thinking on strategic planning and implementation for global, multi-business companies. It outlines how strategic planning functions, explores different approaches to developing strategy, and examines evolving ideas of what constitutes "good" strategic management. Specifically, it discusses the roles of formal planning processes, opportunistic processes, different strategic management styles, operationalizing strategy through balanced scorecards, and views that emphasize emergent and creative strategy development.
The document provides guidance on creating an enterprise architecture (EA) roadmap to transition from a current to a future state. It discusses identifying gaps, grouping changes into initiatives, prioritizing initiatives, justifying initiatives, sequencing initiatives, and laying out the roadmap. The roadmap sequences initiatives over multiple years to deliver capabilities incrementally and address risks, with the goal of providing clear guidance to stakeholders on the path forward.
SoftExpert PPM Suite is a project and portfolio management software that helps organizations address challenges like collecting relevant portfolio information, assessing overall project visibility, and tracking interrelated resources, schedules, and costs. It provides solutions like translating strategy into tasks, capturing and prioritizing investments, and gaining visibility across the organization. The software's benefits include increased productivity, reduced costs, improved strategic alignment, and better decision making. It features modules for business strategy management, demand management, portfolio management, and more. SoftExpert is a global company that provides integrated business management software to help customers operate profitably and grow sustainably.
The 7 enablers and constraints of itsm 2011 v1 finalTroy DuMoulin
The document discusses seven key enablers that are critical for the success of IT service management projects, but can also act as constraints if not properly managed. These enablers are leadership support, resources, knowledge and skills, integrated tools, ability to deploy changes, ability to affect behavioral changes, and maintaining program momentum. The document reports on research conducted in 2008 and updated in 2011 that surveyed organizations on the challenges they faced with these enablers. It found that issues with leadership, resources, and affecting behavioral changes were the most common reasons for ITSM project failures. Effective management of these constraints is important for organizations to realize the benefits of their ITSM initiatives.
The document discusses the key capabilities and needs of an Executive Information System (EIS), including consolidating data from multiple sources, capturing human feedback, correlating and analyzing data, providing visibility into key performance indicators (KPIs) through reporting and dashboards, and acting as a repository for performance data. It also outlines common issues with EIS solutions such as patchwork systems and rigid implementations. Additionally, it presents an ideal development approach for an EIS that allows for rapid, low-cost, and adaptable implementations without heavy reliance on IT resources. Finally, examples are provided of how the AMI approach can dramatically reduce development time and costs for sample EIS solutions in project management and auditing/compliance.
The document discusses agile project management principles and how they are implemented at Harvard Business School's Information Technology Group (ITG). It provides an overview of agile methodology, the agile manifesto, and its key principles. It then explains how ITG structures its project management office (PMO) and operationalizes agile principles through practices like iterative delivery, daily collaboration between teams and stakeholders, self-organizing agile teams, and regular reflections to improve.
The document outlines Hans Koeleman's plan to transform the corporate communications department at KPN from 2007-2010, including developing a clear vision and mission, getting the basics of internal communications and CSR right, creating team accountability through strategic initiatives and measures, and transforming the team through a new organization and way of working.
Assure the best possible return on your investment with assistance in developing your IT Governance strategy with the experienced professionals at Checkpoint Partners
Organizational presentation community buildingJoseph Hudson
The Hudson Strategic Group provides leadership support services to help organizations assure stakeholder buy-in. They do this through a process of gathering stakeholder input to align management actions with stakeholder interests. Their services include discovering current realities, naming a shared vision, developing bridges between the current state and vision, and monitoring progress. They help organizations build collaboration through community meetings, cross-functional discussions, and planning support.
When it comes to projects, sometimes we have to get out of our own way. Find out how to recognize your assets and liabilities so you can leverage what you do well and keep your motivation and energy up throughout the project.
The document discusses strategy execution and program management. It defines key terms like strategy, portfolio, program, and PMO. It notes that while most organizations have a strategy, only 10% execute it effectively due to barriers like lack of understanding and misaligned incentives. It provides an example of a strategy map using a balanced scorecard approach. Finally, it outlines a six step methodology to translate strategy into operational terms to ensure effective execution across the organization.
Critical Success Factors for Contract Management Automation_IACCMZycus
Critical success factors for contract management automation implementations include: 1) Executive sponsorship to drive change, 2) Support across functions to avoid resistance, 3) Establishing credible metrics to measure success, 4) Strong project management, and 5) Frequent communication to stakeholders using multiple channels.
This document discusses benefits realization and putting strategy into action. It provides examples of how to formulate effective business cases by including controls and measures. Benefits should be set up to be tracked by understanding the benefits being purchased, not just the solution, and ensuring governance approval gates have consequences. A template is shown that was used successfully to plan benefits realization by embedding tracking of benefits into the project lifecycle from business case to operational reviews. The key messages are to be clear on the benefits purchased rather than just the solution, agree how benefits will be tracked, ensure a line of sight from strategy to benefits realization, spend time defining usage scenarios, and hold people accountable for realizing stated benefits.
Project Benefits Realisation General Presentation 7 Actions G ByattGareth Byatt
This document outlines a 7-point plan for delivering project benefits and ensuring a focus on benefits throughout the project lifecycle. The plan includes: 1) Identifying the "core need" or objective of the project, 2) Distilling the core need into a simple message, 3) Mapping benefits during planning, 4) Monitoring benefits focus during delivery, 5) Incorporating benefits focus into project reviews, 6) Reviewing the benefits plan on project close, and 7) Delivering the promised benefits after project close by tracking value, surveying stakeholders, and ensuring arrangements are in place to capture new benefits.
From Value Governance To Benefits Realization In A Controlled EnvironmentGeorge Papoulias
This document outlines a presentation on IT governance. It discusses essential concepts of enterprise governance and its relationship to ISACA frameworks like COBIT5. It provides an overview of enterprise governance of IT and the risks that can arise without effective governance, such as budget overruns and project delays. The document also discusses the Val IT framework and how it can be used to realize benefits through IT governance. It notes that enterprise governance drives IT governance and outlines five focus areas of enterprise governance of IT.
This document outlines a six-stage process for selling business analysis services internally within an organization. The stages include: defining the business analyst role; creating a service portfolio; developing arguments for using internal BAs; increasing BA professionalism through qualifications; creating a marketing plan; and promoting BA services to managers. The goal is to better define and position business analysis, and increase appropriate use of internal BAs rather than outside consultants.
IT projects are failing at a rate of 25%, and 45% of our projects are challenged for being late, over-budget, or providing less than required features and functions. Unfortunately this has been a habitual problem for IT and more importantly it has been a source of conflict and contention between IT and the business community we serve. Our business community, more than ever, demands speed and flexibility in taking products to market. As a result, approximately 35% of IT organizations have adopted or are in some form of adoption of agile practices and agile software development.
In this presentation we will discuss the following:
Common Agile Misconceptions
Why Should the CIO or CTO Care About Agile?
What Does the Business Community Need to Know About Agile?
Barriers to Successful Enterprise Agile Adoption
The document discusses the importance of IT financial management in running IT successfully. It outlines key components of the IT financial management lifecycle including planning, budgeting, accounting, chargebacks, spend analysis, and portfolio management. Adopting these practices and using tools to support them can help optimize costs, ensure alignment between IT and business objectives, and deliver value from IT investments.
Business Intelligence Dashboard Design Best PracticesMark Ginnebaugh
Microsoft BI expert Dan Bulos spoke on Dashboard Design Best Practices to the Bay Area Microsoft Business Intelligence User Group.
This presentation shows techniques for displaying data in a dashboard for maximum impact. Dan also discusses various tools available in the Microsoft BI stack – Reporting Services, Excel, PerformancePoint and the new entry, Power View.
IT Portfolio Management Using Enterprise Architecture and ITIL® Service StrategyNUS-ISS
The document discusses using enterprise architecture and ITIL service strategy for IT portfolio management. It provides examples of how enterprise architecture helped the Singapore government and Procter & Gamble reduce costs and improve processes by standardizing systems and increasing automation and access to real-time information. The definition of enterprise architecture from Gartner is given as translating business vision and strategy into effective enterprise change by defining requirements, principles and models to describe the future state and enable evolution of the enterprise.
The document discusses current thinking on strategic planning and implementation for global, multi-business companies. It outlines how strategic planning functions, explores different approaches to developing strategy, and examines evolving ideas of what constitutes "good" strategic management. Specifically, it discusses the roles of formal planning processes, opportunistic processes, different strategic management styles, operationalizing strategy through balanced scorecards, and views that emphasize emergent and creative strategy development.
The document provides guidance on creating an enterprise architecture (EA) roadmap to transition from a current to a future state. It discusses identifying gaps, grouping changes into initiatives, prioritizing initiatives, justifying initiatives, sequencing initiatives, and laying out the roadmap. The roadmap sequences initiatives over multiple years to deliver capabilities incrementally and address risks, with the goal of providing clear guidance to stakeholders on the path forward.
SoftExpert PPM Suite is a project and portfolio management software that helps organizations address challenges like collecting relevant portfolio information, assessing overall project visibility, and tracking interrelated resources, schedules, and costs. It provides solutions like translating strategy into tasks, capturing and prioritizing investments, and gaining visibility across the organization. The software's benefits include increased productivity, reduced costs, improved strategic alignment, and better decision making. It features modules for business strategy management, demand management, portfolio management, and more. SoftExpert is a global company that provides integrated business management software to help customers operate profitably and grow sustainably.
The 7 enablers and constraints of itsm 2011 v1 finalTroy DuMoulin
The document discusses seven key enablers that are critical for the success of IT service management projects, but can also act as constraints if not properly managed. These enablers are leadership support, resources, knowledge and skills, integrated tools, ability to deploy changes, ability to affect behavioral changes, and maintaining program momentum. The document reports on research conducted in 2008 and updated in 2011 that surveyed organizations on the challenges they faced with these enablers. It found that issues with leadership, resources, and affecting behavioral changes were the most common reasons for ITSM project failures. Effective management of these constraints is important for organizations to realize the benefits of their ITSM initiatives.
The document discusses the key capabilities and needs of an Executive Information System (EIS), including consolidating data from multiple sources, capturing human feedback, correlating and analyzing data, providing visibility into key performance indicators (KPIs) through reporting and dashboards, and acting as a repository for performance data. It also outlines common issues with EIS solutions such as patchwork systems and rigid implementations. Additionally, it presents an ideal development approach for an EIS that allows for rapid, low-cost, and adaptable implementations without heavy reliance on IT resources. Finally, examples are provided of how the AMI approach can dramatically reduce development time and costs for sample EIS solutions in project management and auditing/compliance.
The document discusses agile project management principles and how they are implemented at Harvard Business School's Information Technology Group (ITG). It provides an overview of agile methodology, the agile manifesto, and its key principles. It then explains how ITG structures its project management office (PMO) and operationalizes agile principles through practices like iterative delivery, daily collaboration between teams and stakeholders, self-organizing agile teams, and regular reflections to improve.
The document outlines Hans Koeleman's plan to transform the corporate communications department at KPN from 2007-2010, including developing a clear vision and mission, getting the basics of internal communications and CSR right, creating team accountability through strategic initiatives and measures, and transforming the team through a new organization and way of working.
Assure the best possible return on your investment with assistance in developing your IT Governance strategy with the experienced professionals at Checkpoint Partners
Organizational presentation community buildingJoseph Hudson
The Hudson Strategic Group provides leadership support services to help organizations assure stakeholder buy-in. They do this through a process of gathering stakeholder input to align management actions with stakeholder interests. Their services include discovering current realities, naming a shared vision, developing bridges between the current state and vision, and monitoring progress. They help organizations build collaboration through community meetings, cross-functional discussions, and planning support.
When it comes to projects, sometimes we have to get out of our own way. Find out how to recognize your assets and liabilities so you can leverage what you do well and keep your motivation and energy up throughout the project.
The document discusses strategy execution and program management. It defines key terms like strategy, portfolio, program, and PMO. It notes that while most organizations have a strategy, only 10% execute it effectively due to barriers like lack of understanding and misaligned incentives. It provides an example of a strategy map using a balanced scorecard approach. Finally, it outlines a six step methodology to translate strategy into operational terms to ensure effective execution across the organization.
Critical Success Factors for Contract Management Automation_IACCMZycus
Critical success factors for contract management automation implementations include: 1) Executive sponsorship to drive change, 2) Support across functions to avoid resistance, 3) Establishing credible metrics to measure success, 4) Strong project management, and 5) Frequent communication to stakeholders using multiple channels.
This document discusses benefits realization and putting strategy into action. It provides examples of how to formulate effective business cases by including controls and measures. Benefits should be set up to be tracked by understanding the benefits being purchased, not just the solution, and ensuring governance approval gates have consequences. A template is shown that was used successfully to plan benefits realization by embedding tracking of benefits into the project lifecycle from business case to operational reviews. The key messages are to be clear on the benefits purchased rather than just the solution, agree how benefits will be tracked, ensure a line of sight from strategy to benefits realization, spend time defining usage scenarios, and hold people accountable for realizing stated benefits.
Project Benefits Realisation General Presentation 7 Actions G ByattGareth Byatt
This document outlines a 7-point plan for delivering project benefits and ensuring a focus on benefits throughout the project lifecycle. The plan includes: 1) Identifying the "core need" or objective of the project, 2) Distilling the core need into a simple message, 3) Mapping benefits during planning, 4) Monitoring benefits focus during delivery, 5) Incorporating benefits focus into project reviews, 6) Reviewing the benefits plan on project close, and 7) Delivering the promised benefits after project close by tracking value, surveying stakeholders, and ensuring arrangements are in place to capture new benefits.
From Value Governance To Benefits Realization In A Controlled EnvironmentGeorge Papoulias
This document outlines a presentation on IT governance. It discusses essential concepts of enterprise governance and its relationship to ISACA frameworks like COBIT5. It provides an overview of enterprise governance of IT and the risks that can arise without effective governance, such as budget overruns and project delays. The document also discusses the Val IT framework and how it can be used to realize benefits through IT governance. It notes that enterprise governance drives IT governance and outlines five focus areas of enterprise governance of IT.
This document outlines a six-stage process for selling business analysis services internally within an organization. The stages include: defining the business analyst role; creating a service portfolio; developing arguments for using internal BAs; increasing BA professionalism through qualifications; creating a marketing plan; and promoting BA services to managers. The goal is to better define and position business analysis, and increase appropriate use of internal BAs rather than outside consultants.
The document discusses the strategic process and focuses on innovation. It outlines five strategic initiatives - Ideation, Nature, Vision, Engagement/Tactical Plan, and Synthesis/Monitoring. Each initiative is associated with clarifying identity and purpose, aligning structure and culture, translating long-range intentions into goals and strategy, engaging the strategy through projects, and continuously monitoring alignment. It emphasizes the importance of innovation and successful implementation of strategies, citing studies that found less than 10% of strategies are successfully implemented.
The Key Role of Business Analysis in Project Success and Achieving Business V...Alan McSweeney
Business analysis plays a key role in ensuring project success and delivering business value. Effective business analysis includes defining business needs, capturing requirements, and ensuring solution designs meet requirements. Weak business analysis is a leading cause of project failures, as solutions may not satisfy business needs. Throughout a solution's lifecycle, from design to operation, ongoing requirements management by business analysts helps maximize business value.
This document provides an overview and agenda for a presentation on successful IT business integration. Some key points:
1. It discusses the challenges facing IT and business executives in a difficult economic environment with flat IT budgets and increased pressure to demonstrate value.
2. Statistics are presented on top business and technology priorities from a Gartner survey, showing business process improvement and business intelligence as the top priorities.
3. An approach is outlined to transform organizations through self-assessment, defining strategic outcomes, and using balanced scorecards to drive change and close competency gaps.
4. The importance of IT business alignment, governance, and moving from an operational to strategic focus is emphasized to support business goals.
Metrica Bizsol Pvt Ltd is a company that helps organizations improve business performance through implementing essential systems and processes, driving change initiatives, and leadership and organization development. It takes a hands-on approach to understand organizations' needs, develop strategies to address gaps, and assist with implementing action plans and measuring results. Metrica believes that implementation is key to success, that working as partners is most effective, and that success lies in attention to details, honesty, trust, excellence and impact.
Planning for and assessing an itsm programTroy DuMoulin
This document discusses planning for and assessing IT service management (ITSM) programs. It begins by noting that many IT projects fail to deliver promised value. ITSM projects in particular falter due to high dependency on organizational change. The document provides a checklist for evaluating ITSM programs, covering project governance, people plans, process plans, and technology plans. It stresses that ITSM projects require significant cultural and behavioral changes. Risk management is also important, as the greatest risks to ITSM projects stem from people and governance issues rather than technical or budgetary factors. The document aims to help readers develop successful ITSM programs by properly planning for organizational change and risk management.
Planning and Budgeting in Vietnam: Top challenges and solutionsTrang Nguyen
This presentation slide is used for the "Planning and Budgeting in Vietnam: Top challenges and solutions" seminar on August 9, 2012.
This seminar is organized by TRG International and PwC Vietnam.
The slide is shared through TRG International Blog. If you are really interested in this topic, I recommend you download the full slide at http://blog.trginternational.com/seminar-slides-download-planning-budgeting-in-vietnam/.
The document discusses the evolution of business intelligence from silos to centralization to agility. It notes that agility is key for efficient BI processes to keep pace with fast business changes. Traditional approaches like waterfall development don't work well for automating "untamed" business processes that require new agility. The document recommends treating front and back office BI differently and using a combination of top-down and bottom-up approaches. It advocates establishing self-service BI and agile development methodologies to support unpredictable BI needs.
Using agile for business process design and development oct 19, 2010 ottawaAdaptiveOrg Inc.
Is Agile Scrum just for software development or can it also be used to achieve great business process design and development as well?
Presented to the Ottawa IIBA Chapter on October 19, 2010
Managing cost and realising benefits from your SAP HCM or other HR systemSven Ringling
Conference presentation: clear process to clean up the investment portfolio from any HRIS (HR information system) using SAP HCM as an example. How to reduce cost and maximise benefits from IT in HR.
The document discusses the basic concepts of strategic management, including defining strategy as a comprehensive action plan to guide resource utilization and accomplish organizational goals. It outlines the key phases of strategic management as environmental scanning, strategy formulation, implementation, and evaluation and control. The goal of strategic management is to help organizations develop a clear strategic vision and focus on sustaining long-term competitive advantage.
How to ensure implementation of the strategy?Jaime Barcenas
The document discusses barriers to effective strategy execution and principles for overcoming them. It states that less than 10% of strategies are executed effectively due to issues like lack of understanding among 95% of the workforce and only 25% of managers having incentives linked to the strategy. It then outlines 5 strategic principles for proper execution: 1) Executive leadership to eliminate formulation/execution differences, 2) Translating strategy into operational terms, 3) Aligning the organization, 4) Transforming strategy into a continuous process, 5) Linking processes from top to bottom. OBlisk strategic maps and meetings are presented as tools to facilitate strategic discussion, execution, follow up and cultural change.
Principia21 Overview And Example Case StudiesCraig B. DeLano
Principia21 is a consulting firm that helps companies improve operations effectiveness and drive performance. They offer strategic planning, operations effectiveness, supply chain management, IT strategy, and program/project management services. Their case studies show they have helped clients with issues like merger integration, joint venture startups, customer engagement strategy, supply chain design, sourcing, working capital performance, and offshore sourcing transitions. Craig DeLano is the Managing Director and brings over 25 years of operations consulting and leadership experience.
The document proposes establishing a project management organization to better manage projects at an agency. It analyzes the current state, identifying gaps such as a lack of clear goals and role confusion between project managers and business analysts. To address these gaps, the document recommends defining goals, roles and processes. Specifically, it suggests identifying options for retiring legacy systems, selecting a solution, and implementing it to provide clear direction. It also proposes treating project managers and business analysts as separate roles to improve requirements gathering and management of projects. Establishing distinct business and solution domains, and using business analysts and project managers to bridge between them, could help align projects with agency needs while considering constraints.
The document discusses using metrics and mapping approaches to increase competitiveness and success in entrepreneurship training. It advocates adopting a new approach that focuses on ratio-based thinking and decision-making, developing and implementing strategies, and continuous improvement through relevant benchmarking to identify best practices. This new approach is contrasted with traditional approaches that focus on motivation, management, business planning, and improvement but not innovation or strategy. Key principles of strategy-focused entrepreneurs discussed are translating strategy into operational terms using metrics for planning and control, and linking and aligning the organization around its strategy using a balanced scorecard approach.
BetaCodex10 - Making Performance Management WorkGebhard Borck
Beyond Budgeting Transformation Network white paper:
From fixed to relative performance contracts, and towards simple, ethical and empowering ways of dealing with performance.
Why your performance management systems have to change. And how you should approach this.
The document discusses strategy implementation and outlines 9 key components for successful implementation: 1) building an organization capable of success, 2) exercising strategic leadership, 3) shaping corporate culture to fit strategy, 4) tying rewards to strategic targets, 5) installing support systems, 6) instituting best practices for continuous improvement, 7) establishing policies that support strategy, 8) allocating resources, and 9) recognizing successes and moving forward. Successful implementation means completing strategic planning and putting the plan into action.
Beyond Random Content: Four Steps to Thought Leadership SuccessRob Leavitt
The document discusses four steps to thought leadership success: 1) developing compelling points of view on important issues through research; 2) educating internal teams to build alignment; 3) sustaining engagement with target audiences through continuous, integrated online and offline content; and 4) establishing programmatic discipline through dedicated staff, budgets, and metrics to ensure focused impact and continuous improvement.
An approach to implementing Web 2.0 using Communities of Practice. Describes the process and deliverables involved in establishing a Community of Practice.
Describes how to initiate and plan a Community of Practice to meet strategic objectives. Describes metrics for CoPs. Lists common Web 2.0 features for CoPs.
Similar to Outcomes management prelude to a portfolio oct 20,2010 ottawa (20)
The document discusses insights from a workshop on lean-agile strategies. It provides several brief statements on topics like:
- Transformation is not a project and requires changing organizational culture and systems.
- Strategy development must involve the entire organization, partners, and citizens through collaboration rather than just seeking buy-in.
- Organizations accumulate debt when existing policies and processes developed for a different time continue without change.
- Shared context is key to distributed leadership, decision-making, and gathering insights across an organization.
Larry Cooper helps organizations become adaptable to navigate uncertainty through co-creating strategy realization, enabling transformations in complex environments, and facilitating publications on agility. With over 20 industry certifications in areas like Agile, project management, and IT service management, he consults, mentors, authors, speaks, and blogs on topics such as outcomes-focused agility, adaptive strategy, and agile portfolio and program management. Based in Ottawa, Canada, Larry has over 35 years of experience leading transformations and guiding organizations through uncertainty and ambiguity.
The document introduces the Adaptive Strategy Framework, which helps organizations solve complex problems (or "holistic messes") through an agile, iterative approach. It emphasizes networked leadership and teams working together to continuously refine goals and strategies based on learning. The framework guides strategic changes aimed at creating value for customers through the capabilities of an organization.
Are you an Agile Project Manager or an Agile Project Leader?AdaptiveOrg Inc.
As Agile and agile thinking has continued to gain traction in organizations beyond the software development teams, project managers are left wondering what it all means to them. Some Agile practitioners promote the idea the PMs are no longer needed once you make the transition to using a practice such as Scrum. Does this mean that the PM role will become obsolete in Agile organizations? Or does it mean that the role of traditional project manager needs to transform to being a agile project leader? If you are a PM in an organization making the transition to Agile, come find out what it means to you and what you need to do start the transformation to becoming an Agile Project Leader.
Check out our webinar channel to hear the whole presentation http://www.brighttalk.com/channel/13643/the-agility-series
Universal Agile Thinking - Supporting the OrganizationAdaptiveOrg Inc.
The document discusses challenges faced by organizations in today's rapidly changing digital environment. It proposes adopting agile thinking and practices across entire organizations to better respond to change. Specific solutions discussed for IT service management include focusing on business outcomes rather than costs, defining IT's contribution to value, and adopting DevOps. Procurement is highlighted as an area needing agile approaches to support flexible, collaborative supplier relationships and value-driven selection of solutions.
Why meaning matters - Outcomes, Benefits, CSFs, KPIs, Metrics and MeasuresAdaptiveOrg Inc.
The document discusses key concepts related to measuring performance, including outcomes, benefits, critical success factors, and key performance indicators. It provides definitions and examples for each concept. An incident management example is used to illustrate how outcomes, benefits, critical success factors, and key performance indicators can be defined and linked together for a specific process. The summary focuses on linking these concepts at a high level for the incident management example.
The document discusses the future of agile in organizations. It begins by providing context on the different ages (Agrarian, Industrial, Digital) that societies have progressed through. It then defines what agile is, how it is manifested through practices guided by principles and defined by values and mindsets. The document discusses what is currently happening with agile being adopted in both the public and private sectors. It provides examples of agile transformations at various government entities and companies like W.L. Gore and Associates, Intel, and Shopify.
This is a presentation I gave at the 2007 PMI NCR Symposium on how to conduct a Project Audit. Contact me at Larry.Cooper@IGPLI.Net if you have questions.
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
FIA officials brutally tortured innocent and snatched 200 Bitcoins of worth 4...jamalseoexpert1978
Farman Ayaz Khattak and Ehtesham Matloob are government officials in CTW Counter terrorism wing Islamabad, in Federal Investigation Agency FIA Headquarters. CTW and FIA kidnapped crypto currency owner from Islamabad and snatched 200 Bitcoins those worth of 4 billion rupees in Pakistan currency. There is not Cryptocurrency Regulations in Pakistan & CTW is official dacoit and stealing digital assets from the innocent crypto holders and making fake cases of terrorism to keep them silent.
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
3 Simple Steps To Buy Verified Payoneer Account In 2024SEOSMMEARTH
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IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
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Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.