Patrick steyaert lean adaptive management - achieving complex business goals with end-to-end flow, tailored project management and organizational maturity
The document discusses lean and adaptive management approaches. It describes different types of projects including enhancements, extensions, emergent projects, and sensitive projects. Each project type has different risk profiles and challenges. Adaptive management is presented as an approach that recognizes every project is unique but some are more unique than others, requiring tailored approaches.
Forum Event KA-TI: OpenERP at a glanceABC-GROEP.BE
Donderdag 8 maart organiseerde ABC-Groep in samenwerking de alumniassociatie van Toegepaste Informatica van KdG (KA-TI.be) een forum event over 'Open Source, ook voor bedrijfskritische applicaties'. Twee gastsprekers, Karel Hendrickx van DynApps en Marnix Coenaerts van OpenERP kwamen toelichten hoe Open Source alles behalve een taboe hoeft te zijn en perfect ingezet kan worden voor bedrijfskritische oplossingen. Verder wordt er specifiek aandacht besteed aan OpenERP dat op dit moment aan een razend tempo aan populariteit wint.
The New Distribution Strategy And How IT Enables ItSubhan Novianda
The document discusses a new distribution strategy and how information technology enables it. It describes trends driving changes in distribution like multi-channel distribution and growing retailer power. It then discusses how a collaborative consolidation center (C3) can help by consolidating shipments from multiple manufacturers into single daily loads to retailers, reducing costs and lead times. Case studies show how C3 has improved order management and reduced transport costs and inventory in the UK and Italy. The role of information sharing and technology integration between manufacturers, C3, and retailers is also described.
The document discusses how to choose and implement the right warehouse management system (WMS) software. It recommends knowing your requirements, finding options, and making a strategic decision. For implementation, it suggests setting and maintaining scope, using the right methodology like CEVA's ZDS model, and getting the right IT, logistics, and communication resources. Communication, change management, and collaboration are also important beyond just the WMS. The presentation was given by Subhan Novianda, Director of Information Services and Solutions at CEVA Indonesia, with over 20 years of IT and supply chain management experience.
The Complete IT Consulting & IT Solutions Provider
Hi-Tech ITO is an India based IT Company led & managed by veteran corporate. An ISO 9001:2008 is one of the best IT Consulting & IT Solutions Provider delivering Software Development, Website Development Design and Programming Services.
The IT consulting firm of India has a successful trail and track of providing intelligent and innovative IT Solutions to hundreds of clients from more than 10 years.
Specializations:
IT Outsourcing Services & Solutions Provider specializes at custom software development, professional website design & development, ecommerce & shopping cart, mobile application development, HTML coding & web programming, enterprise & business intelligence solutions, etc.
NTPL is a privately held corporation established in 2004 with headquarters in Hyderabad, India and offices in Columbus, OH and Detroit, MI. It has 280+ global employees and provides application development, staff augmentation, training, and products such as hospital information systems. NTPL focuses on quality and uses a process for staffing that involves requirement analysis, profiling candidates, and ensuring a good deployment experience.
"Our approach to Kaizen" by J Prochazka and M Chmelar Operae Partners
Tieto is a leading IT services company in Northern Europe with 18,000 professionals in nearly 30 countries. The authors are Lean coaches within Tieto who help transform teams and processes using a 14-week Lean framework. Their approach aims to increase customer satisfaction, productivity, and financial results through long-term thinking, problem solving, and continuous improvement led by empowered self-sufficient teams.
Mr. Tanaka is an expert of the “Oobeya” method used to visually manage complex, transversal projects. At the European Lean IT Summit 2012, he presented his latest innovation: the “digital oobeya”, or how to combine technology and this state-of-the-art project management method in a distributed team context.
Forum Event KA-TI: OpenERP at a glanceABC-GROEP.BE
Donderdag 8 maart organiseerde ABC-Groep in samenwerking de alumniassociatie van Toegepaste Informatica van KdG (KA-TI.be) een forum event over 'Open Source, ook voor bedrijfskritische applicaties'. Twee gastsprekers, Karel Hendrickx van DynApps en Marnix Coenaerts van OpenERP kwamen toelichten hoe Open Source alles behalve een taboe hoeft te zijn en perfect ingezet kan worden voor bedrijfskritische oplossingen. Verder wordt er specifiek aandacht besteed aan OpenERP dat op dit moment aan een razend tempo aan populariteit wint.
The New Distribution Strategy And How IT Enables ItSubhan Novianda
The document discusses a new distribution strategy and how information technology enables it. It describes trends driving changes in distribution like multi-channel distribution and growing retailer power. It then discusses how a collaborative consolidation center (C3) can help by consolidating shipments from multiple manufacturers into single daily loads to retailers, reducing costs and lead times. Case studies show how C3 has improved order management and reduced transport costs and inventory in the UK and Italy. The role of information sharing and technology integration between manufacturers, C3, and retailers is also described.
The document discusses how to choose and implement the right warehouse management system (WMS) software. It recommends knowing your requirements, finding options, and making a strategic decision. For implementation, it suggests setting and maintaining scope, using the right methodology like CEVA's ZDS model, and getting the right IT, logistics, and communication resources. Communication, change management, and collaboration are also important beyond just the WMS. The presentation was given by Subhan Novianda, Director of Information Services and Solutions at CEVA Indonesia, with over 20 years of IT and supply chain management experience.
The Complete IT Consulting & IT Solutions Provider
Hi-Tech ITO is an India based IT Company led & managed by veteran corporate. An ISO 9001:2008 is one of the best IT Consulting & IT Solutions Provider delivering Software Development, Website Development Design and Programming Services.
The IT consulting firm of India has a successful trail and track of providing intelligent and innovative IT Solutions to hundreds of clients from more than 10 years.
Specializations:
IT Outsourcing Services & Solutions Provider specializes at custom software development, professional website design & development, ecommerce & shopping cart, mobile application development, HTML coding & web programming, enterprise & business intelligence solutions, etc.
NTPL is a privately held corporation established in 2004 with headquarters in Hyderabad, India and offices in Columbus, OH and Detroit, MI. It has 280+ global employees and provides application development, staff augmentation, training, and products such as hospital information systems. NTPL focuses on quality and uses a process for staffing that involves requirement analysis, profiling candidates, and ensuring a good deployment experience.
"Our approach to Kaizen" by J Prochazka and M Chmelar Operae Partners
Tieto is a leading IT services company in Northern Europe with 18,000 professionals in nearly 30 countries. The authors are Lean coaches within Tieto who help transform teams and processes using a 14-week Lean framework. Their approach aims to increase customer satisfaction, productivity, and financial results through long-term thinking, problem solving, and continuous improvement led by empowered self-sufficient teams.
Mr. Tanaka is an expert of the “Oobeya” method used to visually manage complex, transversal projects. At the European Lean IT Summit 2012, he presented his latest innovation: the “digital oobeya”, or how to combine technology and this state-of-the-art project management method in a distributed team context.
Twice as much in half time - What's about the Quality?Mischa Ramseyer
This Slideshow contains principles and practices to improve quality in software engineering process. First we have to make sure that we implement the right stuff and then we have to make sure that we do it right. Agile Quality Assurance is a practice which in the end leads to performance improvements in the software devleopment process.
This document summarizes the services of a management consultancy firm called PBO PLUS.COM. They provide end-to-end process based organization design solutions to help companies improve processes, enhance customer value, and reduce waste. Their services include process centric organization design, business process reengineering, and niche process interventions. They have over 400 years of combined experience and have completed over 100 engagements globally across various industries.
PLM (Product Lifecycle Management) Solutions from Geometric enable customers to integrate product data across the complete value chain with effective collaboration across multiple sites, suppliers and vendors.
This document provides an overview of agile practices at HCL Technologies Ltd., a global IT services company. It discusses HCL's agile adoption trends over time, including a nearly 90% increase in agile projects since 2009. Two case studies are presented: a large media domain engagement with distributed development teams, and challenges addressed include business understanding and estimation. The document also covers challenges to agile adoption like skills, tools, customer participation, and recommendations to overcome limitations such as lack of in-person communication and requirements changes.
KLB Group is a European leader in operational consulting, purchasing, and supply chain management. It provides talent services for purchasing and supply chain functions, including supplying purchasing consultants, teams, and project managers. KLB Group has expertise in strategic purchasing, operational purchasing across various categories, and a strong purchasing methodology.
This document summarizes InfoAxon's approach to enhancing Pentaho-based business intelligence (BI) deployments using their "Open Source Platforming" methodology. It highlights how InfoAxon has customized Pentaho with new features and integrated other open source components to create standardized, pre-packaged BI solutions. This approach aims to provide more value than a basic Pentaho implementation by offering solutions that are optimized for performance, have advanced data loading behaviors, and support continuous integration and agile development. The document argues this can result in more affordable and business-ready BI solutions for customers with faster turnaround times and lower total cost of ownership compared to traditional BI systems.
This is the latest whole company meeting; an internal presentation for all employees at OpenERP Belgium, U.S., and India. In order to be transparent, we decided to publish it online. Most of the explanations in this document are not yet documented, more public information will follow... be patient.
Mechsoft Digital technologies pvt ltd. is the technology own organisation which is in the software development and testing field, where information technology comes closer to human intelligence.
We are an ISO certified and have 15 years of experience in development which is itself a kind of expertise and specialty.
This document describes an innovation boot camp concept to help large groups generate breakthrough innovations. The boot camp is a 2-4 day intensive workshop process designed to provide preparation, exploration of challenges, idea generation using various creative techniques, concept development, prototyping, and business planning. The modular approach can be tailored for different customers and includes options for preparation, live prototyping, and follow-up modules. The goal is to initiate outstanding creative processes, share strategic insights, and deliver high-level innovative concepts and approaches to drive business value through breakthrough innovation.
Lean Agile Adoption Enterprise Challenges - XP 2012Fabio Armani
The migration process from Mainstream and Waterfall approaches to Agile Methodologies, at a broad and full company level, is a complex challenge that requires courage, dedication and ability to face difficulties and errors.
This short paper is the real story (hence the sub title: “Enterprise Challenges”) of my long experience as a CTO and Senior Manager, which has been committed and involved into spreading agile methodologies in Italy at Enterprise level (in particular by adopting Agile Modeling, eXtreme Programming, Scrum, Kanban and Lean Development methodologies), thus involving all levels of the company, starting from the organization structure and vision to the strategic operational details (eg: open source tools for project management and full life-cycle).
Scrum is magic. Scrum is a silver bullet. Scrum will solve all your project issues... Really? Don't believe in fairy tales! Scrum can sure help you boost your team performance and spirit. Real life experience from 6 projects doing scrum within the SAP world.
Twan van den Broek
TechInventio's vission is to be recognized among the top 100 companies in India providing innovative business and technology solutions to global end-user markets.
Presentation delivered by Steve Keifer of GXS at the 2010 American Hardware Manufacturers Association Hardlines Technology Forum event in Schaumberg, Illinois. Covers types of ERP projects - consolidation, standardization, upgrades and extensions. Highlights key challenges such as 80% of ERP projects are delayed due to B2B integration related issues and 34% of all ERP data comes from outside the enterprise.
The document discusses service oriented architecture (SOA) maturity and models for measuring maturity. It describes two models - The Open Group Service Integration Maturity Model and Oracle's SOA Maturity Model. Both models define dimensions, maturity levels, and a process for assessing an organization's current maturity and defining a roadmap. The document also outlines Oracle's maturity model dimensions, levels, and how adoption is measured across different parts of an organization.
"Implementing a lean approach in IT operations and infrastructure" by Philipp...Institut Lean France
The document discusses implementing a Lean approach in IT operations and infrastructure at BNP Paribas. It describes how BNP Paribas IT Group Production delivers services to numerous BNP Paribas entities with over 1,500 employees and 5 strategic datacenters. It implemented a new continuous improvement approach called ACE to address increasing complexity, need for agility, and cost control challenges. ACE projects follow a 13-week process involving teams, coaches, and sponsors to identify improvements through analyzing processes and collaborator involvement. Initial projects showed significant benefits like improved performance metrics, problem resolution, and collaborator understanding of processes.
Liftoff - how to launch Agile teams and projectsFabio Armani
Liftoff - come lanciare team e progetti Agili
di Fabio Armani
Come per mettere in orbita un razzo è importante effettuare molteplici operazioni preliminare che sono fondamentali per il successo della missione, così per lanciare un progetto o creare un team Agile è fondamentale una fase di 'Liftoff'.
Questo talk, che parte dall'interessantissimo lavoro di Diana Larsen e Ainsley Nies intende combinare le pratiche della fase di Agile Inception portate avanti dall'autore sin dal 2001 con i più moderni principi derivanti da Lean StartUp.
JK Technosoft is a software solutions and services company operating since 1994. It is part of the JK Organization, a $4 billion industrial conglomerate. JK Technosoft has over 650 employees across multiple development centers in India and offices in the UK and US. It provides SAP, Microsoft, and Java services and has executed projects for Fortune 500 clients in 15 countries.
This document outlines various business processes related to demand management, product strategy, financial strategy, and channel strategy. It discusses key macro processes of demand performance, demand fulfillment, and demand creation. It also references plans to follow xCOR standards for final interface modeling between designing, researching, integrating, amending, and relating various processes of sourcing, making, delivering, returning, selling, contracting, and assisting. The overall goal appears to be planning and enabling different business functions and their interactions to source, make, deliver, and return value to shareholders through managing customer demand, relationships, and performance.
The document describes project based learning methodologies for embedded systems design. It discusses how project based learning differs from traditional teaching approaches in engaging students through extended inquiry projects. It outlines the roles of instructors in facilitating student-led projects and of students in taking responsibility. Examples of embedded hardware and software development processes on platforms like 8051, AVR and ARM are provided. The document also discusses design complexities and related work before concluding that the methodology presents an approach combining traditional and project based learning for teaching embedded and intelligent systems.
Twice as much in half time - What's about the Quality?Mischa Ramseyer
This Slideshow contains principles and practices to improve quality in software engineering process. First we have to make sure that we implement the right stuff and then we have to make sure that we do it right. Agile Quality Assurance is a practice which in the end leads to performance improvements in the software devleopment process.
This document summarizes the services of a management consultancy firm called PBO PLUS.COM. They provide end-to-end process based organization design solutions to help companies improve processes, enhance customer value, and reduce waste. Their services include process centric organization design, business process reengineering, and niche process interventions. They have over 400 years of combined experience and have completed over 100 engagements globally across various industries.
PLM (Product Lifecycle Management) Solutions from Geometric enable customers to integrate product data across the complete value chain with effective collaboration across multiple sites, suppliers and vendors.
This document provides an overview of agile practices at HCL Technologies Ltd., a global IT services company. It discusses HCL's agile adoption trends over time, including a nearly 90% increase in agile projects since 2009. Two case studies are presented: a large media domain engagement with distributed development teams, and challenges addressed include business understanding and estimation. The document also covers challenges to agile adoption like skills, tools, customer participation, and recommendations to overcome limitations such as lack of in-person communication and requirements changes.
KLB Group is a European leader in operational consulting, purchasing, and supply chain management. It provides talent services for purchasing and supply chain functions, including supplying purchasing consultants, teams, and project managers. KLB Group has expertise in strategic purchasing, operational purchasing across various categories, and a strong purchasing methodology.
This document summarizes InfoAxon's approach to enhancing Pentaho-based business intelligence (BI) deployments using their "Open Source Platforming" methodology. It highlights how InfoAxon has customized Pentaho with new features and integrated other open source components to create standardized, pre-packaged BI solutions. This approach aims to provide more value than a basic Pentaho implementation by offering solutions that are optimized for performance, have advanced data loading behaviors, and support continuous integration and agile development. The document argues this can result in more affordable and business-ready BI solutions for customers with faster turnaround times and lower total cost of ownership compared to traditional BI systems.
This is the latest whole company meeting; an internal presentation for all employees at OpenERP Belgium, U.S., and India. In order to be transparent, we decided to publish it online. Most of the explanations in this document are not yet documented, more public information will follow... be patient.
Mechsoft Digital technologies pvt ltd. is the technology own organisation which is in the software development and testing field, where information technology comes closer to human intelligence.
We are an ISO certified and have 15 years of experience in development which is itself a kind of expertise and specialty.
This document describes an innovation boot camp concept to help large groups generate breakthrough innovations. The boot camp is a 2-4 day intensive workshop process designed to provide preparation, exploration of challenges, idea generation using various creative techniques, concept development, prototyping, and business planning. The modular approach can be tailored for different customers and includes options for preparation, live prototyping, and follow-up modules. The goal is to initiate outstanding creative processes, share strategic insights, and deliver high-level innovative concepts and approaches to drive business value through breakthrough innovation.
Lean Agile Adoption Enterprise Challenges - XP 2012Fabio Armani
The migration process from Mainstream and Waterfall approaches to Agile Methodologies, at a broad and full company level, is a complex challenge that requires courage, dedication and ability to face difficulties and errors.
This short paper is the real story (hence the sub title: “Enterprise Challenges”) of my long experience as a CTO and Senior Manager, which has been committed and involved into spreading agile methodologies in Italy at Enterprise level (in particular by adopting Agile Modeling, eXtreme Programming, Scrum, Kanban and Lean Development methodologies), thus involving all levels of the company, starting from the organization structure and vision to the strategic operational details (eg: open source tools for project management and full life-cycle).
Scrum is magic. Scrum is a silver bullet. Scrum will solve all your project issues... Really? Don't believe in fairy tales! Scrum can sure help you boost your team performance and spirit. Real life experience from 6 projects doing scrum within the SAP world.
Twan van den Broek
TechInventio's vission is to be recognized among the top 100 companies in India providing innovative business and technology solutions to global end-user markets.
Presentation delivered by Steve Keifer of GXS at the 2010 American Hardware Manufacturers Association Hardlines Technology Forum event in Schaumberg, Illinois. Covers types of ERP projects - consolidation, standardization, upgrades and extensions. Highlights key challenges such as 80% of ERP projects are delayed due to B2B integration related issues and 34% of all ERP data comes from outside the enterprise.
The document discusses service oriented architecture (SOA) maturity and models for measuring maturity. It describes two models - The Open Group Service Integration Maturity Model and Oracle's SOA Maturity Model. Both models define dimensions, maturity levels, and a process for assessing an organization's current maturity and defining a roadmap. The document also outlines Oracle's maturity model dimensions, levels, and how adoption is measured across different parts of an organization.
"Implementing a lean approach in IT operations and infrastructure" by Philipp...Institut Lean France
The document discusses implementing a Lean approach in IT operations and infrastructure at BNP Paribas. It describes how BNP Paribas IT Group Production delivers services to numerous BNP Paribas entities with over 1,500 employees and 5 strategic datacenters. It implemented a new continuous improvement approach called ACE to address increasing complexity, need for agility, and cost control challenges. ACE projects follow a 13-week process involving teams, coaches, and sponsors to identify improvements through analyzing processes and collaborator involvement. Initial projects showed significant benefits like improved performance metrics, problem resolution, and collaborator understanding of processes.
Liftoff - how to launch Agile teams and projectsFabio Armani
Liftoff - come lanciare team e progetti Agili
di Fabio Armani
Come per mettere in orbita un razzo è importante effettuare molteplici operazioni preliminare che sono fondamentali per il successo della missione, così per lanciare un progetto o creare un team Agile è fondamentale una fase di 'Liftoff'.
Questo talk, che parte dall'interessantissimo lavoro di Diana Larsen e Ainsley Nies intende combinare le pratiche della fase di Agile Inception portate avanti dall'autore sin dal 2001 con i più moderni principi derivanti da Lean StartUp.
JK Technosoft is a software solutions and services company operating since 1994. It is part of the JK Organization, a $4 billion industrial conglomerate. JK Technosoft has over 650 employees across multiple development centers in India and offices in the UK and US. It provides SAP, Microsoft, and Java services and has executed projects for Fortune 500 clients in 15 countries.
This document outlines various business processes related to demand management, product strategy, financial strategy, and channel strategy. It discusses key macro processes of demand performance, demand fulfillment, and demand creation. It also references plans to follow xCOR standards for final interface modeling between designing, researching, integrating, amending, and relating various processes of sourcing, making, delivering, returning, selling, contracting, and assisting. The overall goal appears to be planning and enabling different business functions and their interactions to source, make, deliver, and return value to shareholders through managing customer demand, relationships, and performance.
The document describes project based learning methodologies for embedded systems design. It discusses how project based learning differs from traditional teaching approaches in engaging students through extended inquiry projects. It outlines the roles of instructors in facilitating student-led projects and of students in taking responsibility. Examples of embedded hardware and software development processes on platforms like 8051, AVR and ARM are provided. The document also discusses design complexities and related work before concluding that the methodology presents an approach combining traditional and project based learning for teaching embedded and intelligent systems.
A collection of Improvement Kata / Coaching Kata PowerPoint slides (+ 5 short videos) for downloading. You can incorporate any of these slides in your own KATA training and presentations, and adjust them however you like. This SlideShare is not a presentation, but a set of slides that you can use for creating presentations.
Steve Jobs' LEAN STARTUP PROJECT MANAGEMENT: How Steve Jobs Planned, Organize...Rod King, Ph.D.
Steve Jobs' approach to creating extraordinarily successful products is shrouded in mystery. This presentation introduces a new framework, "Lean Startup Project Management", which can be used to explain Steve Jobs' innovation methodology which was largely intuitive. As the name implies, Lean Startup Project Management focuses on translating into reality ideas and principles from Eric Ries's bestselling book, "The Lean Startup." The core tool of Lean Startup Project Management is the One-Page Lean Startup which is a multilevel dashboard. Whereas existing approaches focus on using a tactical dashboard for Lean Startup Project Management, the One-Page Lean Startup uses 3 integrated dashboards: visionary, strategic, and tactical One-Page Lean Startup. Users end up saving time, money, energy, and lots of other resources. Experiment with the One-Page Lean Startup and provide us with your feedback.
The document discusses value stream mapping (VSM) for healthcare processes. It provides an overview of VSM and its objectives to visualize and improve material and information flows. An example VSM is shown mapping the process for hernia patients from referral to follow up. The VSM identifies opportunities to reduce waste, including lead times, and implement a more efficient "green stream" future state with continuous flow and pull systems. Implementation involves breaking the future state into loops and conducting point kaizen events to iteratively achieve the target state.
Similar to Patrick steyaert lean adaptive management - achieving complex business goals with end-to-end flow, tailored project management and organizational maturity
Begroten als het model = de applicatie = de documentatie - Gerard Ohm - NESMA...Nesma
This document discusses model-driven development using the Be Informed platform. It makes three key points:
1. With Be Informed, there is no clear distinction between design and development - the design is directly implemented. This impacts traditional function point analysis for estimating.
2. Productivity depends highly on customer maturity and ability to make decisions. Experience of the implementation team also impacts productivity.
3. A "Be Structured" approach is recommended, starting with architecture and business function models to provide structure before detailing and growing applications live. This provides better predictive value for estimating than traditional function points.
Do you know how many software as a service (SaaS) applications have been deployed in your company, and in which departments?
Do you know how data from those applications is interacting with data behind your firewall?
Do you know how long these data integration requests currently take?
Find out about cloud integration in the era of “hybrid IT.”
Self-Service Data Integration: How to balance the need for agility without sacrificing governance and data stewardship.
Security & Administration: What is the impact of cloud integration and how does it fit into your current architecture?
Business Intelligence and Compliance: Can you deliver cloud application data to your BI teams as well as meet regulatory compliance requirements?
Cloud Master Data Management: How does this fit into your cloud application on-boarding strategy?
Beyond Projects: Creating A Winning Product Portfolio by Walter Sun at SVPMA Monthly Event May 2011
Go to link below for notes from this event
http://svpma.org/2011/07/may-2011-event/
This document summarizes a presentation given by Wilfried Grommen, CTO at an ICT Summit in Moldova on May 19, 2011. The presentation covered challenges in application lifecycle management, the value of HP's Project and Portfolio Management tools, and agile development methods. It discussed managing increasing application complexity, compliance issues, and optimizing portfolios. It also presented how HP's tools can help with application governance, demand management, project execution, and decision making. Finally, it provided an overview of agile practices like Scrum and how HP supports agile development.
John Pattullo, CEVA Logistics on 'How Supply Chain Innovation Can Drive Custo...eyefortransport
John Pattullo, CEO of CEVA Logistics speaks on 'How Supply Chain Innovation Can Drive Customer Value' at the 7th European 3PL Summit in Brussels, November 25th 2009.
To download all of the slides from the conference for free visit www.3PLsummit.com/eu_2009ppts
This document provides information about an offshore development company called Development Offshore Enterprise Solutions. It discusses the company's background, offerings, achievements, team members and certifications. It also describes how the company works with clients using agile methodologies like Scrum, and outlines its communication strategies and success factors. Examples of projects completed for clients like Aton bank and Cisco are also summarized.
LACO is a consulting firm founded in 1986 that provides expertise in business consulting, ICT architecture, application development, and project management. They have over 130 consultants with over 1,800 years of combined experience. LACO offers tailored solutions for industries like banking, healthcare, manufacturing, and life sciences. Their approach involves assessing needs, defining goals, and implementing business intelligence solutions in phases using frameworks and best practices.
E-Business Suite 1 _ Dean Herback _ E-Business Suite Projects, vision, roadma...InSync2011
The document outlines Oracle's E-Business Projects vision and roadmap. It discusses Oracle's leadership in project portfolio management and how its E-Business Suite provides visibility and control for project-driven organizations across various industries. Recent enhancements to Oracle Projects include improved integration with third-party tools, enhanced reporting and analytics, and new resource management capabilities. The roadmap focuses on continued innovation to support the full project lifecycle.
Foobar Software Technology Services is an IT services company focused on providing business-aligned technology solutions through open source systems integration and software development services. They aim to be the default source of technology solutions for businesses worldwide by leveraging their technical expertise, agile approach, and focus on innovation. Their services include web development, graphics design, UX/UI design, email marketing, data services, product development, and mobility solutions.
Add Fuel to Your Campaign Fires with 3-D Content MappingPardot
Marketing automation experts Micky Long (Vice President, Arketi Group) and Derek Grant (SVP of Sales, Pardot) give you an in-depth look at taking your content from one-dimensional to 3D in this hour-long, information-packed webinar.
This document discusses how Agile principles and practices can support ITIL frameworks. It advocates that development adopt Agile methods fully through automation, customer involvement, and focus on quality. It also stresses the importance of operations participating in development and allowing frequent changes. Adopting these approaches can improve service quality, reduce risks, and foster collaboration between teams. The document provides advice such as implementing process changes incrementally and ensuring both process owners and managers are involved.
2012 year Siebel CRM Strategy and Roadmap (outdated)Ilya Milshtein
This document provides an overview of Oracle's Siebel CRM strategy and roadmap. It discusses Oracle's strategy of providing complete solutions and deployment choices for customers. It then summarizes Oracle's Siebel CRM investment strategy, which focuses on continued innovations, lower total cost of ownership, and industry-specific innovations. The roadmap highlights recent and planned innovations in areas like user experience, mobility, social capabilities, upgrades/deployment, and industry solutions.
Nachiketa Sharma is an Oracle Product Consulting Manager with over 11 years of experience in supply chain business process and product consulting. He has an M.S in Business Administration and a B.S. in Engineering. He has led numerous implementations of Oracle EBS modules including procurement, inventory, order management, and fusion applications. He also has expertise in business process reengineering and process improvement programs.
VertexPlus Softwares Pvt. Ltd. is an IT service provider that offers a wide range of technology solutions and services including web and mobile app development, software development, ecommerce solutions, online marketing, and resource consultancy. The company aims to be a pioneer in innovative IT services by delivering customized solutions through communication, innovation, and information. VertexPlus has over 100 employees with state-of-the-art infrastructure to deliver cost-effective and prompt solutions to clients.
Establish a Solid Content Creation Plan with 3-D Content MappingPardot
Learn how 3-D content mapping helps you create a thorough content marketing plan. Learn about:
- Message types, including persona identification
- Implementation of marketing content resources
- Getting the most from your content resource efforts
E-Business Suite 1 | Nadia Bendjedou | Oracle E-Business Suite applications s...InSync2011
1. The document outlines the business value of upgrading Oracle E-Business Suite from version 11i to 12.1, focusing on enhancements to financials, procurement, supply chain management, and other areas.
2. Upgrading to 12.1 provides opportunities to eliminate customizations, increase flexibility to meet business needs, and enable additional automation and process improvements. It also allows leveraging new features of adjacent products.
3. Key new capabilities in 12.1 financials include a unified bank account model, centralized payments engine, global tax engine, and global intercompany system for increased operational control and efficiency.
Plural Technology provides PLM consulting and implementation services. They have over 150 personnel with experience implementing Windchill, ARAS, and Agile PLM solutions. Plural works with partners to deliver PLM projects using proven methodologies while maintaining high quality and communication standards.
Similar to Patrick steyaert lean adaptive management - achieving complex business goals with end-to-end flow, tailored project management and organizational maturity (20)
Lean Startup - Customer Development - Aarrr metricsAGILEMinds
The document provides guidance on improving fishing skills and business metrics. It discusses acquiring customers, activating them through clear messaging and helping them, retaining customers through quality and experience, gaining referrals through word of mouth and easy sharing, and earning revenue. Key metrics mentioned include the viral coefficient, lifetime value, cohorts, and A/B testing. The document emphasizes the importance of collaborating with customers, focusing on the right metrics, validating learning through experiments, and using the AARRR framework to build a strategic narrative.
This document discusses scheduling work using Kanban rather than Scrum at a Finnish telecom company developing a self-service channel for corporate customers. It had previously used Scrum for 3 years and transitioned to Kanban for the past 9 months. Key aspects of Kanban discussed include not having estimations, sprints, fixed teams or domain areas. The document emphasizes collaboration, transparency and pessimism as keys to success with Kanban scheduling.
This document discusses the difference between options and commitments in IT risk management using real options theory. It explores when something is optional versus a commitment and how having more options allows for greater flexibility and survivability when times to recover are greater than times that can be survived. The presentation includes various images and quotes to illustrate key points about valuing options, allowing options to expire, never committing early without understanding why, and how real liquidity is determined by the time between investment commitment and realizing benefits. In the end, it encourages attendees to create more options and prepare to move quickly while having fun.
The document discusses various concepts related to agile development and startups. It provides examples of Groupon's business model and the challenges of entrepreneurship. Key points covered include:
- Agile development and how it may help build better products.
- The elements needed for a successful business like customers, value proposition, costs, marketing etc.
- Groupon's initial business model of deal of the day emails and how it acquired merchants and customers.
- That entrepreneurship involves hypothesizing customer problems and solutions, experimenting through MVPs, and being ready to pivot the business model based on learning.
- Different types of pivots like customer problem, segment, technology, revenue model etc
Mike burrows level demand, balance workload and manage schedule risk with c...AGILEMinds
The document discusses using classes of service to manage different types of work in a lean/Kanban system. It describes classifying work into standard, fixed date, expedited, and intangible categories based on their cost of delay profile. The document recommends reducing work in progress, making work items smaller, starting work at the right time, and borrowing from other work to create more flexibility. It also advocates embracing diversity by designing the system and policies around different expectations for each class of service.
Michael kennedy set-based decision making taming system complexityAGILEMinds
The document discusses challenges with traditional "phase-gate" product development approaches and describes an alternative set-based decision making approach used by Toyota. Specifically, it notes that phase-gate approaches often result in project delays and cost overruns due to decisions made early in development before critical knowledge is known. In contrast, Toyota focuses on developing knowledge through rapid cycles of learning and convergence across projects, delaying design decisions as long as possible and doing more validation testing upfront to learn before designing. This set-based approach manages knowledge growth into products through cadences of learning pulled into successive launches.
Mattias skarin what would you do - analysing chartsAGILEMinds
This document discusses using control charts and continuous flow charts to monitor and improve a development process. It provides examples of valid purposes for collecting data, such as validating theories, learning over time, and distinguishing between variance and trends. The document then presents a case study where a team is working on too many projects in parallel compared to their plan. Participants are asked to analyze a chart showing the status of work over sprints and determine what should be happening instead, such as limiting work in progress. Finally, the document discusses how charts combined with process knowledge can drive learning and improvement.
Matthias Bohlen is a coach and trainer for effective product development. He helps teams improve effectiveness through lean and Kanban methods. He has extensive experience developing software and coaching teams to improve processes, reduce waste, and increase productivity and employee satisfaction. Some key services he provides include helping teams build trust, improve communication, establish clear processes and scenarios to understand behaviors, and achieve flow in their work.
Mark robinson what does lean mean for software testingAGILEMinds
The document discusses eliminating waste from testing processes by making testing more lean. It identifies seven types of waste: partially done work, extra features, relearning, handoffs, task switching, delays, and defects. The document recommends value stream mapping to reduce delays, early tester involvement, shorter test cycles, and automation through techniques like test-driven development to make testing more efficient. Automating testing finds defects very quickly and enables developers to continuously mistake-proof their work.
The document discusses the science behind kanban and lean principles. It covers topics like complex vs. complicated systems, queuing theory, feedback loops, risk reduction, and the golden circle. Kanban focuses on limiting work in progress to improve flow while respecting people and processes. The goal is to build the right things in the right way and measure outcomes.
Jurgen de smet yves hanoulle real optionsAGILEMinds
The document discusses the concept of real options decision making, which advocates keeping options open for as long as possible by gathering information and only committing to decisions when necessary. It involves identifying available options and their associated conditions, timelines, and costs. The goal is to deal flexibly with risk and make decisions later when more information is available. Examples discussed include set-based design in engineering and dimensional planning to avoid expensive mistakes.
The document discusses the "Vanguard Method" which challenges conventional management thinking. It argues that management assumptions can lead to sub-optimization in organizations. The Vanguard Method takes a systems approach to understand an organization, revealing counterintuitive truths. Specifically, it finds that 95% of variation in worker performance is due to the system, not the workers themselves. It advocates measuring actual performance in customer terms to drive improvement.
Jasper sonnevelt pitfalls of a large kanban implementationAGILEMinds
Benelux Insurance Company piloted Kanban with some teams starting in August 2009 and saw positive results, but faced challenges expanding it rapidly to more teams by December 2010. Some pitfalls included expanding too quickly without proper training, not ensuring full multidisciplinary collaboration, and failing to understand that every team is different and changes take time to implement successfully. The conclusion emphasizes the need to involve management, provide education, understand team dynamics, and consciously scale implementations over time rather than expanding too rapidly.
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 protect against mental illness and improve symptoms.
This document discusses how teams can work together to achieve flow at a larger scale beyond single teams. It recommends that teams commit to a shared vision, define boundaries between teams through commitments, and optimize their work based on complexity, risk, and each team's capabilities rather than just the story flow. By aligning visions, outsourcing easy work, and having teams pull work per their strengths, organizations can achieve epic flow across multiple teams.
Don reinertsen is it time to rethink demingAGILEMinds
The document discusses rethinking some of W. Edwards Deming's ideas in the context of product development. It notes that while Deming's work was influential for repetitive manufacturing, his statistical process control ideas must be adapted when applied to other domains like product development. The document questions if organizations should respond to all variation, try to eliminate variability, and if problems are always best prevented rather than corrected. It suggests Deming's views assume independent and identically distributed outcomes but product development may involve dependent stochastic processes.
David joyce jalipo build it and they will comeAGILEMinds
Jalipo was founded in London as an online marketplace for TV and video content, allowing content owners to offer channels, video-on-demand, and live events directly to viewers worldwide using a unique pay-per-minute model. It gained £5M in funding and launched in 2007 with a variety of products and services. However, despite being innovative and technically advanced, Jalipo struggled to gain customers and ran out of funding, ultimately being acquired in 2008 as it failed to generate sufficient revenue from viewers.
David anderson kanban when is it not appropriateAGILEMinds
Kanban is an approach for managing work based on limiting work-in-progress to balance demand with available capacity. It is appropriate when a process suffers from overburdening or uneven flow due to factors like variability in skills, information delays, or capacity constraints. Kanban uses visualizing workflows, limiting WIP, managing flow, explicit process policies, and continuous improvement to evolve processes incrementally. While initially focused on software development, Kanban can be applied across domains as an overlay to control variability and eliminate overburdening in simple, complicated, and complex work.
Dave snowden practice without sound theory will not scaleAGILEMinds
This document discusses complexity theory and its application to organizational management. It argues that traditional systems thinking has limitations and a new approach is needed that is informed by complexity science and cognitive science. It presents key concepts from complexity theory like emergence and phase transitions. It also emphasizes the importance of narratives, rituals, and networks between groups.
Corry clybouw integrated user documentationAGILEMinds
This document discusses integrating user documentation into Agfa's software development process using Scrum. It covers organizing the documentation team to support 26 Scrum teams, standardizing content using DITA, and adapting the documentation process using techniques like value stream mapping to reduce cycle times, eliminate loops and waiting periods, and increase efficiency. The goal is to develop documentation incrementally alongside the software in each Sprint to produce the minimum effective documentation as an integrated part of the product.
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
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Patrick steyaert lean adaptive management - achieving complex business goals with end-to-end flow, tailored project management and organizational maturity
1. Lean adaptive
management
Lean & Kanban Benelux 2011
Patrick Steyaert
October 2011
Patrick.steyaert@teamprosource.eu
Twitter: @PatrickSteyaert
www.TeamProsource.eu
www.TeamProsource.eu
2. Quiz …
Further fill in your CEO’s shopping list:
1. Higher quality
2. Higher throughput
3. Shorter lead and cycle times
4. <<fill in>>
5.
6.
Lean & Kanban Benelux 2011 www.TeamProsource.eu 2
3. Our purpose is to deliver value
Value should at least be understood in the
same level of detail as effort and cost*
*Freely quoted from “Waltzing With Bears: Managing Risk on
Software Projects”, Tom DeMarco & Timothy Lister
Lean & Kanban Benelux 2011 www.TeamProsource.eu 3
5. Case
• Developing and delivering software
applications in regulated domain
• Management and development distributed
over locations in Europe
• Part of an international group
• Leader in an international market
Lean & Kanban Benelux 2011 www.TeamProsource.eu 5
6. Complex challenges
The organization is faced with complex challenges in its product
engineering and development process:
– delivering on time and with the right quality
– product development as well as custom projects
– a complex and changing business domain (many codes and norms)
– uncertainty about user needs and market opportunities
– complexities of a function oriented, geographically distributed, organisation
(product engineering versus product development)
– technological complexity
– substantially re-engineer the product at the same time keep on delivering
new functionality at a high pace
Lean & Kanban Benelux 2011 www.TeamProsource.eu 6
7. Organization
Management
CT1
SE SE SE SE
CT2
CT3
Product
Mgmt. QA
SW development
360° Improvement Case www.TeamProsource.eu 7
8. The end-to-end value stream
Narratives Models Product in use
Idea Condept Requirement Verification Validation Implemented
Concepts Product in development
Lean & Kanban Benelux 2011 www.TeamProsource.eu 8
9. The end-to-end value stream – in practice
Narratives Models Product in use
Idea Condept Requirement Verification Validation Implemented
Concepts Product in development
Lean & Kanban Benelux 2011 www.TeamProsource.eu 9
10. Kanban
Kanban
• Visualize the workflow
Narratives Models Product in use
• Limit WIP
Idea Condept Requirement Verification Validation Implemented
• Manage Flow
• Make Process Policies
Explicit
• Improve Collaboratively
(using models & the
scientific method)
Concepts Product in development
Lean & Kanban Benelux 2011 www.TeamProsource.eu 10
12. Source of confusion
Change-the-business Run-the-business
In an emergent market In the core market
Value is speculative Value is clear (smaller
(large but uncertain) but certain)
Start with low quality No less than highest
but prepare to grow quality standards
Lean & Kanban Benelux 2011 www.TeamProsource.eu 12
13. Being on the edge
Value
maximization
Value
renewal
Lean & Kanban Benelux 2011 www.TeamProsource.eu 13
14. Emergent Extension
Large potential (uncertain) Return and investment with
return, incremental assessable risk
investment
14
Novel / Sensitive Enhancement
Large upfront investment with Small investment with small
uncertain returns return
Lean & Kanban Benelux 2011 www.TeamProsource.eu www.cognitive-edge.com
15. Different risk profiles
High
e.g. novel Novel
market
Uncertainty
about value
Enhance
ment
Low
e.g. existing
market Low High
e.g. fits within current e.g. challenges
architecture current architecture
Uncertainty about capabilities
Lean & Kanban Benelux 2011 www.TeamProsource.eu 15
16. Emergent Extension
Cumulate success Managing the risk
16
Novel / Sensitive Enhancement
Cascading failure repeated and increasingly
efficient delivery of quality
Lean & Kanban Benelux 2011 www.TeamProsource.eu www.cognitive-edge.com
17. Challenges for enhancements
One routine project does not make a
success, it is the repeated and
increasingly efficient delivery of
quality that makes a success
Lean & Kanban Benelux 2011 www.TeamProsource.eu 17
18. Challenge for extensions
Identifying risk removing risk producing value
Lean & Kanban Benelux 2011 www.TeamProsource.eu 18
21. Adaptive management
Every project is unique …
… but some are more
unique than others!
Lean & Kanban Benelux 2011 www.TeamProsource.eu 21
22. How do we discover and
deliver value?
Lean & Kanban Benelux 2011 www.TeamProsource.eu 22
23. The end-to-end value stream
Discovery Kanban Delivery Kanban
• Visualize the flow of • Visualize the workflow
options Product in use
Narratives Models
• Ensure minimal options • Limit WIP
Idea Condept Requirement Verification Validation Implemented
• Manage Flow • Manage Flow
• Make Process Policies • Make Process Policies
Explicit Explicit
• Improve Collaboratively
(using models & the • Improve Collaboratively
scientific method) (using models & the
scientific method)
Concepts Product in development
Lean & Kanban Benelux 2011 www.TeamProsource.eu 23
24. Linear flow
• When discovery precedes delivery
– The user is engaged at the beginning and at the end
– The needs are discovered at the start and the results of the
project are delivered at the end
DISCOVERY DELIVERY
Verified Validated Implemented
Request Option Requirement solution solution solution
Lean & Kanban Benelux 2011 www.TeamProsource.eu 24
25. Iterative flow
• When discovery and
delivery are intertwined
– The user is continuously
involved in the project Implemented
solution Idea
– The needs are
discovered iteratively and Validated
Concept
project results are also solution
delivered iteratively
– Risks are managed and Verified
solution Requirement
benefits are realised
incrementally during the
project
Lean & Kanban Benelux 2011 www.TeamProsource.eu 25
26. Lean adaptive management
Iterative
Emergent Iterative discovery Product in use
Level of iteration
Extension Iterative development Product in development
Enhancement Small batch linear Feature>Feature>Feature
Sensitive Large batch linear Narrative>Model>Product
Linear
Lean & Kanban Benelux 2011 www.TeamProsource.eu 26
27. How do we organize?
Lean & Kanban Benelux 2011 www.TeamProsource.eu 27
28. Entrepreneurial Project
culture management
culture
28
High reliability High
culture maturity
culture
Lean & Kanban Benelux 2011 www.TeamProsource.eu www.cognitive-edge.com
29. Lean adaptive management
• End-to-end flow
– Create flow in the end-to-end
value stream (Delivery +
Discovery)
• Tailored project
management
– Differentiate between the need for
linear workflow and iterative
workflow
• Ambidexterity
– Integrate different cultures in the
organization
Lean & Kanban Benelux 2011 www.TeamProsource.eu 29
30. www.teamprosource.eu
THANK YOU
Do you want to be kept informed?
http://www.kanbanforprojects.eu/
Lean & Kanban Benelux 2011 www.TeamProsource.eu
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