This document summarizes an agenda for a quarterly product review meeting at Cerner Corporation. The agenda includes 20 minute presentations on Rehab, LTC, Behavioral Health, Community Care - Home Care, and Long Term Care - Rehab. There will also be a 10 minute open Q&A and wrap-up session. The document provides details on the quarterly planning ceremonies process, including the Next PI Kickoff, Midpoint Review, Product/Planning Group Roadmap Review, and Features & Dependencies Planning meetings. It includes information presented and input/output from each meeting. Roadmaps and milestones for specific groups like Behavioral Health and Community Care are also included for the current quarter and next 90 days.
Enterprise Agility with Jira Align Part 3: Executing the Plan and Pivoting fo...Cprime
Webinar: https://www.cprime.com/resource/webinars/enterprise-agility-with-jira-align-part-3-executing-the-plan-and-pivoting-for-success/
As we start executing our plan, it’s time to start assessing the success of our initiative. Are we on track with the committed plan? Are we actualizing the plan that was put in place? Do we need to make adjustments?
As work progresses we also need to identify and measure the delivery of product value to help steer the Product Roadmap and continually deliver real meaningful product value to the market.
Download this webinar to explore insights and best practices on how to successfully execute, monitor and make the required adjustments to our plan using Jira Align.
You will learn about:
-How to define and track the work of teams as it relates to enterprise strategy
-How to use real-time insights and OKR tracking to measure the success of your strategic planning
-How to use the connectivity of work to measure outcomes and drive better value to your customers
AVATA is adding to their express solutions suite with “IBP express”, a hosted service offering that provides the framework for conducting the S&OP/IBP process with supported dashboard reports and KPI’s. IBP express will allow for a rapid deployment enabling your first S&OP/IBP cycle within 90-days.
IBP express is both a technology tool and service offering that supports advancing your current S&OP process or implementing S&OP/IBP for the first time. IBP express includes the required Education, Workshops, Coaching & Technology that will deliver a rapid ROI.
This document discusses improving quality when partnering with customers. It describes a case study where phase 1 of a project went poorly, experiencing delays, cost overruns, and defects due to incomplete requirements and lack of transparency. Phase 2 applied lessons learned with improved requirements gathering, testing processes, and communication. These changes strengthened the partnership and led to on-time delivery with few defects. The key is being open about challenges, willing to modify processes, understanding the client's metrics and culture, and having oversight to avoid getting lost in details.
Collaboration - A Key Enabler of Innovation (Mirion).pdfTim McMahon
The past 24 months have felt like a series of massive disruptions, one after the other, yet some companies have emerged stronger because they were able to use the disruption as an opportunity to innovate. While technology has been a key enabler of this innovation, organizational change will have long-lasting impact on which companies will maintain competitive advantage.
One key to innovation in the face of disruption is the use of cross-functional collaborative teams. These teams drive innovation through visual project management (VPM) by increasing the ability of the organization to understand the status and risk to address challenges more rapidly and efficiently.
VPM projects are traditionally housed in a physical project “war-room” (also known as an “Obeya room”). COVID-19, and the global footprint of staff necessitate a virtual solution for our Obeya rooms. iObeya is a unique solution that virtualizes project rooms enables visual collaboration anywhere in real time from any device and immerses users in a natural working experience by reproducing physical interactions perfectly.
In this session Tim and Steve will share Mirion’s approach bringing proven lean manufacturing concepts from the factory to our new product development process by enabling cross-functional collaboration.
This document provides an overview of risk management for project sponsors. It discusses key project management concepts like the project management process, roles and responsibilities of sponsors and managers, and the importance of managing scope, schedule and budget. It then covers the risk management process, including identifying common risks like schedule and budget slippage, lack of clear requirements, and ineffective sponsorship. It provides symptoms, consequences and mitigating actions for addressing each risk.
CLIENT requires a business intelligence and analytics strategy and implementation roadmap to transform its operations. Saama will assess CLIENT's current state, identify business requirements and information needs through stakeholder interviews. Saama will then recommend a future state blueprint and roadmap of initiatives to achieve CLIENT's analytics capabilities, including assessing the current architecture, consolidating requirements, and providing a technology architecture blueprint and BI/analytics roadmap. Saama will deliver a current state assessment, future state use cases and requirements, architecture blueprint, and roadmap over an 8 week engagement.
This dashboard provides updates on multiple client programs, with the current status and trend for each labeled as green, yellow, or red. Several programs are highlighted as facing issues, such as a go-live decision pending for one client, quality concerns expressed by another, and resource constraints impacting the schedule for a different client's integration drops. The dashboard also notes a proposed plan change for the go-live date of another client's program.
This document outlines the components and requirements for developing a Monitoring and Evaluation (M&E) plan for Food for Peace development food assistance projects. It explains that the M&E plan must be submitted within 60 days and should include: a theory of change and logical framework; indicators and performance tracking; data collection, analysis, and quality assurance plans; and evaluation plans for baseline, midterm and final evaluations. The goal is for the M&E plan to measure progress towards project goals and clarify roles and responsibilities for M&E activities.
Enterprise Agility with Jira Align Part 3: Executing the Plan and Pivoting fo...Cprime
Webinar: https://www.cprime.com/resource/webinars/enterprise-agility-with-jira-align-part-3-executing-the-plan-and-pivoting-for-success/
As we start executing our plan, it’s time to start assessing the success of our initiative. Are we on track with the committed plan? Are we actualizing the plan that was put in place? Do we need to make adjustments?
As work progresses we also need to identify and measure the delivery of product value to help steer the Product Roadmap and continually deliver real meaningful product value to the market.
Download this webinar to explore insights and best practices on how to successfully execute, monitor and make the required adjustments to our plan using Jira Align.
You will learn about:
-How to define and track the work of teams as it relates to enterprise strategy
-How to use real-time insights and OKR tracking to measure the success of your strategic planning
-How to use the connectivity of work to measure outcomes and drive better value to your customers
AVATA is adding to their express solutions suite with “IBP express”, a hosted service offering that provides the framework for conducting the S&OP/IBP process with supported dashboard reports and KPI’s. IBP express will allow for a rapid deployment enabling your first S&OP/IBP cycle within 90-days.
IBP express is both a technology tool and service offering that supports advancing your current S&OP process or implementing S&OP/IBP for the first time. IBP express includes the required Education, Workshops, Coaching & Technology that will deliver a rapid ROI.
This document discusses improving quality when partnering with customers. It describes a case study where phase 1 of a project went poorly, experiencing delays, cost overruns, and defects due to incomplete requirements and lack of transparency. Phase 2 applied lessons learned with improved requirements gathering, testing processes, and communication. These changes strengthened the partnership and led to on-time delivery with few defects. The key is being open about challenges, willing to modify processes, understanding the client's metrics and culture, and having oversight to avoid getting lost in details.
Collaboration - A Key Enabler of Innovation (Mirion).pdfTim McMahon
The past 24 months have felt like a series of massive disruptions, one after the other, yet some companies have emerged stronger because they were able to use the disruption as an opportunity to innovate. While technology has been a key enabler of this innovation, organizational change will have long-lasting impact on which companies will maintain competitive advantage.
One key to innovation in the face of disruption is the use of cross-functional collaborative teams. These teams drive innovation through visual project management (VPM) by increasing the ability of the organization to understand the status and risk to address challenges more rapidly and efficiently.
VPM projects are traditionally housed in a physical project “war-room” (also known as an “Obeya room”). COVID-19, and the global footprint of staff necessitate a virtual solution for our Obeya rooms. iObeya is a unique solution that virtualizes project rooms enables visual collaboration anywhere in real time from any device and immerses users in a natural working experience by reproducing physical interactions perfectly.
In this session Tim and Steve will share Mirion’s approach bringing proven lean manufacturing concepts from the factory to our new product development process by enabling cross-functional collaboration.
This document provides an overview of risk management for project sponsors. It discusses key project management concepts like the project management process, roles and responsibilities of sponsors and managers, and the importance of managing scope, schedule and budget. It then covers the risk management process, including identifying common risks like schedule and budget slippage, lack of clear requirements, and ineffective sponsorship. It provides symptoms, consequences and mitigating actions for addressing each risk.
CLIENT requires a business intelligence and analytics strategy and implementation roadmap to transform its operations. Saama will assess CLIENT's current state, identify business requirements and information needs through stakeholder interviews. Saama will then recommend a future state blueprint and roadmap of initiatives to achieve CLIENT's analytics capabilities, including assessing the current architecture, consolidating requirements, and providing a technology architecture blueprint and BI/analytics roadmap. Saama will deliver a current state assessment, future state use cases and requirements, architecture blueprint, and roadmap over an 8 week engagement.
This dashboard provides updates on multiple client programs, with the current status and trend for each labeled as green, yellow, or red. Several programs are highlighted as facing issues, such as a go-live decision pending for one client, quality concerns expressed by another, and resource constraints impacting the schedule for a different client's integration drops. The dashboard also notes a proposed plan change for the go-live date of another client's program.
This document outlines the components and requirements for developing a Monitoring and Evaluation (M&E) plan for Food for Peace development food assistance projects. It explains that the M&E plan must be submitted within 60 days and should include: a theory of change and logical framework; indicators and performance tracking; data collection, analysis, and quality assurance plans; and evaluation plans for baseline, midterm and final evaluations. The goal is for the M&E plan to measure progress towards project goals and clarify roles and responsibilities for M&E activities.
Enterprise PMO Dependency and Risk ManagementLenny Shields
The document outlines an enterprise program dependency and risk management strategy with the following key points:
1. It develops a methodology to identify critical risks and dependencies across enterprise programs and a strategy to manage them.
2. It determines operational risks and business continuity impacts and integrates them into the dependency management strategy.
3. It develops processes to identify risks within product development, operational processes, and across the program management portfolio.
This document proposes a two-phase approach to help customers successfully upgrade to Oracle 19c and prevent issues. Phase 1 involves initial manual engagement to assess customers' systems and provide recommendations. Phase 2 aims to unify existing Oracle tools into a self-service upgrade review and advisory tool accessible through MOS. This would automate tasks like patch validation, upgrade performance validation using AWR extracts, and running Autonomous Health Framework on test environments to surface potential bugs. The goals are to help customers upgrade successfully in the short term and provide a long-term centralized resource for customers to utilize for database upgrade planning.
The document provides an overview of Advanced Product Quality Planning (APQP) and Production Part Approval Process (PPAP). It describes:
1) APQP as a cross-functional planning process with 5 phases to ensure a product meets customer expectations. It involves tools like DFMEA, PFMEA, control plans.
2) PPAP is required when a product or process changes and validates that production meets requirements. There are 5 submission levels with varying documentation required.
3) Both APQP and PPAP aim to launch defect-free products and improve quality, customer satisfaction and cost savings through thorough upfront planning and validation of designs and manufacturing processes.
This curriculum vitae summarizes Sushant Tyagi's professional experience and qualifications. He has over 12 years of total work experience, including 7 years of experience in corporate finance and 5 years working with SAP modules like FI and CO. His work experience includes roles as a functional consultant for companies like HCL Technologies and CSC, where he provided support and implemented enhancements for clients in various industries. He holds an MBA in finance and operations and SAP certifications in FI and CO modules.
Scrum Alliance Collaboration at Scale Webinar: Agile RoadmappingLuke Hohmann
Our 2016-Sep Collaboration at Scale Webinar focused on Agile Roadmapping. In this deck you'll find motivations and reasons for why a team should roadmap, an exploration of typical roadmap failures, how to fit roadmapping into Scrum, the best known format and structure for Market-Driven Agile Roadmapping from my book "Beyond Software Architecture" and an overview of how to create a roadmap using online and in-person collaboration frameworks.
Debalina Datta has over 10 years of experience as a Technical Delivery Manager, BI Analyst, and Business Analyst. She has worked on projects for clients like British Telecom, Peabody, Toyota Financial Services, and Johnson & Johnson. Her roles have included requirements gathering, system analysis, testing, and project management. She has specialized skills in Oracle BI, PL/SQL, and Agile methodologies.
The document discusses the software development life cycle (SDLC) process for a pharmaceutical company. It provides an overview of SDLC definitions, models, and relevance to the pharmaceutical industry. It then outlines the company's SDLC governance framework, including toll gate phases, SDLC phases, and key stakeholders. Typical challenges with SDLC processes like incomplete requirements and scope creep are also highlighted.
This document provides a summary of Deepti Debnath's professional experience. She has over 7 years of experience in software quality assurance. She is currently working as a Manager at Citi Corp since June 2015. Previously, she worked as an Associate QA at Principal Financial Group from May 2008 to May 2015. She has extensive experience in testing using tools like Jira, Quality Centre, and Mantis. She has worked on projects in the banking and insurance domains using agile and waterfall methodologies.
Glad many people liked the Program management Fundamentals presentation. With many requests i thought it's time to go one step further to define scope of the program.
I will publish financial & workforce planning, going forward.
This presentation should be read only after reading completely the Program Management fundamentals presentation.
Both Project Management & Business Analysis are essential for a successful project. Project Managers and Business Analysts need to work together on Requirements Management to ensure project success. Effective communication and collaboration between these two roles is essential. This presentation offers suggestions and tips on how to work together on requirements management and how to improve your organizations requirements management maturity.
Stephen Basho is an independent SAP consultant specializing in SAP FI/CO modules, with over 20 years of experience implementing SAP systems. He has experience leading implementations of SAP's costing, profitability analysis, and material ledger modules across various industries. His responsibilities typically include designing and configuring the costing and material ledger functionality and achieving successful client go-lives.
The Bottom Line on Agility: Bringing FP&A and Accounting Together to Drive Tr...Workday, Inc.
Today, FP&A needs to do more than just protect the bottom line—it needs to uncover and flawlessly execute opportunities for improvement. Traditionally, FP&A and Accounting work together once the books are closed to begin planning. But this takes time, which can result in stale data and make it hard to drive strategic changes, such as acquisitions or new product launches.
GitaCloud Webinar - SAP Integrated Business Planning IBP for Make To Order MT...Ashutosh Bansal
This is the presentation deck from the GitaCloud webinar focused on SAP Integrated Business Planning IBP for Make To Order MTO industries. This webinar was moderated by Gabrielle Brignetti from GitaCloud on 12/8/2020.
Kevin Lau and Markus Vogel from Varian Medical presented their SAP Integrated Business Planning IBP success story. Ashutosh Bansal from GitaCloud presented a design showcase to enable SAP IBP for Make To Order MTO industries. Eric Simonson from SAP presented the long term roadmap for SAP IBP Response & Supply to support MTO industries.
For any questions regarding this content, please send an email to connect@gitacloud.com or visit www.gitacloud.com for additional content.
This document provides an overview of business analysis and requirements management. It discusses the importance of business analysis and defines it according to the IIBA and PMI. It also discusses the importance of requirements and how poor requirements management can impact project success. The document emphasizes that project managers and business analysts must work together as a dynamic duo, with mutual understanding and respect for each other's roles, in order to effectively manage requirements and ensure project success.
Eliminate Bottlenecks in Software Development & DeliveryMicro Focus
Great approach demonstrated via slides from a recent @archie_borland @MarkKulak webinar for Borland Software.
Key take-aways:
- Agile is filled with benefits, but has some unintended consequences which “bottleneck” delivery
- The market trend has this getting worse – backed by analysts & customers
- Take practical steps now to overcome with a few key process improvements to eliminate
The frantic pace of change, driven by mobile, cloud and the rise of the consumer, is introducing new levels of complexity to the software industry and forces organizations into more fragmented ways of working. Today's development managers are subjected to constant change that they cannot control, yet must manage, and are responsible for delivering the applications their customers need at an unprecedented scale and pace. To stay relevant and meet customer demand in the face of constant change requires a truly optimized approach.
CAPM exam preparation developed for self learning.
Plz don't mind some logo and strikethrough.. they were meant to create fun for myself.
You may join the course from Udemy as I take and enjoy the class from there.
With discount it was only $11.
Mr.Joseph Phillips
https://www.udemy.com/share/101WE2AkcZd15VRn4=/
This document summarizes the journey of improving portfolio management practices within the AZ Essentials division of AstraZeneca from 2009 to 2012. It began with identifying problems like a lack of visibility into all projects and their benefits. Early efforts involved data collection and establishing governance networks and KPIs to track improvement. Process changes included implementing portfolio prioritization and management principles. Over time, practices were embedded and roles like portfolio managers were established. The goal was to transition portfolio management to business as usual operations within each functional area through training and tools like a new data management system.
This document outlines an approach for IT architecture modernization through a Rapid Enterprise Advancement Program (REAP). The approach involves first defining a 3-5 year strategic roadmap focused on business initiatives, innovation, continuous improvement and rapid delivery. It then recommends identifying quick win opportunities, defining a continuous improvement program, selecting partners and technologies, and running pilot programs. The core of the approach is the REAP, which delivers business-focused improvements through short, iterative projects to provide continuous value while working towards the larger modernization strategy.
Principal Financial Group: Stretching CRM Capabilities with Pivotal 6.0Aptean
The document discusses an upgrade of Principal Financial Group's Pivotal CRM system from version 5.9 to 6.0.8. It involved over 23,000 hours of work over 10 months and included challenges like maintaining functionality for ongoing business needs, tight timelines, and extensive customizations over 13+ years. Innovations that helped overcome risks included automating regression testing, operating a 24-hour project team with global resources, shifting schedules, and prioritizing testing based on business and technical risk. Third parties provided over 25% of the hours to help complete the complex upgrade successfully ahead of a key year-end deadline.
Enterprise PMO Dependency and Risk ManagementLenny Shields
The document outlines an enterprise program dependency and risk management strategy with the following key points:
1. It develops a methodology to identify critical risks and dependencies across enterprise programs and a strategy to manage them.
2. It determines operational risks and business continuity impacts and integrates them into the dependency management strategy.
3. It develops processes to identify risks within product development, operational processes, and across the program management portfolio.
This document proposes a two-phase approach to help customers successfully upgrade to Oracle 19c and prevent issues. Phase 1 involves initial manual engagement to assess customers' systems and provide recommendations. Phase 2 aims to unify existing Oracle tools into a self-service upgrade review and advisory tool accessible through MOS. This would automate tasks like patch validation, upgrade performance validation using AWR extracts, and running Autonomous Health Framework on test environments to surface potential bugs. The goals are to help customers upgrade successfully in the short term and provide a long-term centralized resource for customers to utilize for database upgrade planning.
The document provides an overview of Advanced Product Quality Planning (APQP) and Production Part Approval Process (PPAP). It describes:
1) APQP as a cross-functional planning process with 5 phases to ensure a product meets customer expectations. It involves tools like DFMEA, PFMEA, control plans.
2) PPAP is required when a product or process changes and validates that production meets requirements. There are 5 submission levels with varying documentation required.
3) Both APQP and PPAP aim to launch defect-free products and improve quality, customer satisfaction and cost savings through thorough upfront planning and validation of designs and manufacturing processes.
This curriculum vitae summarizes Sushant Tyagi's professional experience and qualifications. He has over 12 years of total work experience, including 7 years of experience in corporate finance and 5 years working with SAP modules like FI and CO. His work experience includes roles as a functional consultant for companies like HCL Technologies and CSC, where he provided support and implemented enhancements for clients in various industries. He holds an MBA in finance and operations and SAP certifications in FI and CO modules.
Scrum Alliance Collaboration at Scale Webinar: Agile RoadmappingLuke Hohmann
Our 2016-Sep Collaboration at Scale Webinar focused on Agile Roadmapping. In this deck you'll find motivations and reasons for why a team should roadmap, an exploration of typical roadmap failures, how to fit roadmapping into Scrum, the best known format and structure for Market-Driven Agile Roadmapping from my book "Beyond Software Architecture" and an overview of how to create a roadmap using online and in-person collaboration frameworks.
Debalina Datta has over 10 years of experience as a Technical Delivery Manager, BI Analyst, and Business Analyst. She has worked on projects for clients like British Telecom, Peabody, Toyota Financial Services, and Johnson & Johnson. Her roles have included requirements gathering, system analysis, testing, and project management. She has specialized skills in Oracle BI, PL/SQL, and Agile methodologies.
The document discusses the software development life cycle (SDLC) process for a pharmaceutical company. It provides an overview of SDLC definitions, models, and relevance to the pharmaceutical industry. It then outlines the company's SDLC governance framework, including toll gate phases, SDLC phases, and key stakeholders. Typical challenges with SDLC processes like incomplete requirements and scope creep are also highlighted.
This document provides a summary of Deepti Debnath's professional experience. She has over 7 years of experience in software quality assurance. She is currently working as a Manager at Citi Corp since June 2015. Previously, she worked as an Associate QA at Principal Financial Group from May 2008 to May 2015. She has extensive experience in testing using tools like Jira, Quality Centre, and Mantis. She has worked on projects in the banking and insurance domains using agile and waterfall methodologies.
Glad many people liked the Program management Fundamentals presentation. With many requests i thought it's time to go one step further to define scope of the program.
I will publish financial & workforce planning, going forward.
This presentation should be read only after reading completely the Program Management fundamentals presentation.
Both Project Management & Business Analysis are essential for a successful project. Project Managers and Business Analysts need to work together on Requirements Management to ensure project success. Effective communication and collaboration between these two roles is essential. This presentation offers suggestions and tips on how to work together on requirements management and how to improve your organizations requirements management maturity.
Stephen Basho is an independent SAP consultant specializing in SAP FI/CO modules, with over 20 years of experience implementing SAP systems. He has experience leading implementations of SAP's costing, profitability analysis, and material ledger modules across various industries. His responsibilities typically include designing and configuring the costing and material ledger functionality and achieving successful client go-lives.
The Bottom Line on Agility: Bringing FP&A and Accounting Together to Drive Tr...Workday, Inc.
Today, FP&A needs to do more than just protect the bottom line—it needs to uncover and flawlessly execute opportunities for improvement. Traditionally, FP&A and Accounting work together once the books are closed to begin planning. But this takes time, which can result in stale data and make it hard to drive strategic changes, such as acquisitions or new product launches.
GitaCloud Webinar - SAP Integrated Business Planning IBP for Make To Order MT...Ashutosh Bansal
This is the presentation deck from the GitaCloud webinar focused on SAP Integrated Business Planning IBP for Make To Order MTO industries. This webinar was moderated by Gabrielle Brignetti from GitaCloud on 12/8/2020.
Kevin Lau and Markus Vogel from Varian Medical presented their SAP Integrated Business Planning IBP success story. Ashutosh Bansal from GitaCloud presented a design showcase to enable SAP IBP for Make To Order MTO industries. Eric Simonson from SAP presented the long term roadmap for SAP IBP Response & Supply to support MTO industries.
For any questions regarding this content, please send an email to connect@gitacloud.com or visit www.gitacloud.com for additional content.
This document provides an overview of business analysis and requirements management. It discusses the importance of business analysis and defines it according to the IIBA and PMI. It also discusses the importance of requirements and how poor requirements management can impact project success. The document emphasizes that project managers and business analysts must work together as a dynamic duo, with mutual understanding and respect for each other's roles, in order to effectively manage requirements and ensure project success.
Eliminate Bottlenecks in Software Development & DeliveryMicro Focus
Great approach demonstrated via slides from a recent @archie_borland @MarkKulak webinar for Borland Software.
Key take-aways:
- Agile is filled with benefits, but has some unintended consequences which “bottleneck” delivery
- The market trend has this getting worse – backed by analysts & customers
- Take practical steps now to overcome with a few key process improvements to eliminate
The frantic pace of change, driven by mobile, cloud and the rise of the consumer, is introducing new levels of complexity to the software industry and forces organizations into more fragmented ways of working. Today's development managers are subjected to constant change that they cannot control, yet must manage, and are responsible for delivering the applications their customers need at an unprecedented scale and pace. To stay relevant and meet customer demand in the face of constant change requires a truly optimized approach.
CAPM exam preparation developed for self learning.
Plz don't mind some logo and strikethrough.. they were meant to create fun for myself.
You may join the course from Udemy as I take and enjoy the class from there.
With discount it was only $11.
Mr.Joseph Phillips
https://www.udemy.com/share/101WE2AkcZd15VRn4=/
This document summarizes the journey of improving portfolio management practices within the AZ Essentials division of AstraZeneca from 2009 to 2012. It began with identifying problems like a lack of visibility into all projects and their benefits. Early efforts involved data collection and establishing governance networks and KPIs to track improvement. Process changes included implementing portfolio prioritization and management principles. Over time, practices were embedded and roles like portfolio managers were established. The goal was to transition portfolio management to business as usual operations within each functional area through training and tools like a new data management system.
This document outlines an approach for IT architecture modernization through a Rapid Enterprise Advancement Program (REAP). The approach involves first defining a 3-5 year strategic roadmap focused on business initiatives, innovation, continuous improvement and rapid delivery. It then recommends identifying quick win opportunities, defining a continuous improvement program, selecting partners and technologies, and running pilot programs. The core of the approach is the REAP, which delivers business-focused improvements through short, iterative projects to provide continuous value while working towards the larger modernization strategy.
Principal Financial Group: Stretching CRM Capabilities with Pivotal 6.0Aptean
The document discusses an upgrade of Principal Financial Group's Pivotal CRM system from version 5.9 to 6.0.8. It involved over 23,000 hours of work over 10 months and included challenges like maintaining functionality for ongoing business needs, tight timelines, and extensive customizations over 13+ years. Innovations that helped overcome risks included automating regression testing, operating a 24-hour project team with global resources, shifting schedules, and prioritizing testing based on business and technical risk. Third parties provided over 25% of the hours to help complete the complex upgrade successfully ahead of a key year-end deadline.
We know you love dense slides with grids! If you’d like, go ahead and pause and review this information.
This view is meant to help show some of the suggested events we will have during our quarterly planning cycle. Our emphasis will be on smaller team meetings to drive the work with fewer large team meetings for coordination.
The inputs and outputs are meant to be part of your team meetings, in the tooling you use each day – our goal is to avoid dependence on Powerpoints, Spreadhseets, and other artifacts we have filled out in duplication previously to facilitate the process.
We know you love dense slides with grids! If you’d like, go ahead and pause and review this information.
This view is meant to help show some of the suggested events we will have during our quarterly planning cycle. Our emphasis will be on smaller team meetings to drive the work with fewer large team meetings for coordination.
The inputs and outputs are meant to be part of your team meetings, in the tooling you use each day – our goal is to avoid dependence on Powerpoints, Spreadhseets, and other artifacts we have filled out in duplication previously to facilitate the process.