The document discusses agile portfolio management practices at an oil company. It provides an overview of the company's context and challenges it faced that led it to adopt agile practices. It then describes the framework used, including a strategic, tactical and operational view. Key aspects of the framework include prioritization of initiatives, portfolio planning and execution. Metrics, reporting and governance structures are also discussed. Benefits realized included agreed priorities, improved communication and increased flexibility to adapt to changes.
In this webinar, you'll have a chance to learn more about Demand and Project Portfolio Management. After covering the definition as well as the basics of demand management and PPM, we'll dive deeper into the details, exploring how it relates to the Scaled Agile Framework (SAFe®).
We will also discuss the benefits and challenges associated with Demand and Project Portfolio Management. Finally, via a live demonstration, you'll have a chance to explore the practical sides of PPM: we'll show you how codeBeamer helps you capture and manage demands and multiple projects.
A Practical Approach to Align and Deliver Adaptive StrategyCprime
Leaders in organizations undertaking digital transformation need to connect emergent business strategy, execution, and financial management to move as quickly as the market demands.
In this webinar, we discussed how to “set the table” for these aspects of your business to operate with agility and financial governance. We also highlight how the alignment of process and technology with tools like Apptio Targetprocess enables enterprise-wide alignment around outcomes for practical application of these principles.
A real case about the introduction of a Kanban Portfolio in a big company.
In the 5 minutes lightning talk at the Lean Kanban Southern Europe 2014 conference where I told my story as Agile Coach in Wolter Kluwer Italy.
Slides shows the actual status of implementation, goals reached and next challenges.
We are following an evolutionary approach where the change is done step-by-step together with all departments.
In this webinar, you'll have a chance to learn more about Demand and Project Portfolio Management. After covering the definition as well as the basics of demand management and PPM, we'll dive deeper into the details, exploring how it relates to the Scaled Agile Framework (SAFe®).
We will also discuss the benefits and challenges associated with Demand and Project Portfolio Management. Finally, via a live demonstration, you'll have a chance to explore the practical sides of PPM: we'll show you how codeBeamer helps you capture and manage demands and multiple projects.
A Practical Approach to Align and Deliver Adaptive StrategyCprime
Leaders in organizations undertaking digital transformation need to connect emergent business strategy, execution, and financial management to move as quickly as the market demands.
In this webinar, we discussed how to “set the table” for these aspects of your business to operate with agility and financial governance. We also highlight how the alignment of process and technology with tools like Apptio Targetprocess enables enterprise-wide alignment around outcomes for practical application of these principles.
A real case about the introduction of a Kanban Portfolio in a big company.
In the 5 minutes lightning talk at the Lean Kanban Southern Europe 2014 conference where I told my story as Agile Coach in Wolter Kluwer Italy.
Slides shows the actual status of implementation, goals reached and next challenges.
We are following an evolutionary approach where the change is done step-by-step together with all departments.
هذه المحاضرة تتحدث عن مكتب إدارة المشاريع الرشيق
The Agile PMO
قمت في هذه المحاضرة بتعريف الإدارة الرشيقة للمشاريع او ال
Agile
وعرفت أيضا مكتب إدارة المشاريع
PMO
ومن ثم شرحت معني مكتب إدارة المشاريع الرشيق
Agile PMO.
بعد ذلك شرحت الأسباب التي أدت لقيام مكتب إدارة المشاريع الرشيق
Agile PMO
والفوائد الناتجة من تطبيقه في المؤسسات.
ومن ثم تطرقت للطرق الأربعة التي يمكن أن يلجأ إليها مكتب إدارة المشاريع الرشيق
Agile PMO
وذلك لجلب الرشاقة او ال
Agility
للمؤسسة التي يعمل فيها ال
PMO.
It is all about value – and no, documents don’t provide it;
PMO focus on strategic resources, Agile provides the local empirical leadership;
PMO perception change – being the good guys;
How many of you manage a PMO or have a PMO in the organization
Have you seen failures? What are the challenges?
What makes a PMO – Agile?
Yes we have a PMO in the organization and…
Lean Portfolio Strategy Part 2: Shifting from Imitation to Real LPM - The Mov...Cprime
Download the associated webinar: https://www.cprime.com/resource/webinars/lean-portfolio-strategy-part-2-shifting-from-imitation-to-real-lpm-the-move-to-true-value-streams/
Lean Portfolio Management (LPM) is touted as a world-changing paradigm. A shift that promises to boost productivity, time to market, quality, customer satisfaction, revenue, and a host of other vital business metrics. It promises to transform the organization to a leaner, more agile version of itself, primed to innovate effortlessly and outperform its competition at every turn.
Most organizations who have tried to establish LPM find the reality to be more nuanced than that. These companies end up implementing “Imitation LPM” where actions and some process changes may be in place and functioning, but the real promise of LPM- the increased agility and reduced waste- is not occurring.
Real LPM assumes that work is funded by value streams with teams organized around delivery of products and services that are valuable to customers. This is, perhaps, the hardest part of implementing LPM.
In part 1 of this webinar we explored how signs of imitation LPM show up in an organization’s approach to strategy. In this second of our series, we join Michiko Quinones (Jira Align Consultant) and Jean Dahl (General Manager, Scaled Agility) to explore:
- How to organize around value streams
- Real world examples of organizations who have successfully shifted from imitation value streams to true value streams
- The impact to funding and budgeting cycles
Did you know? Over the years, enterprises have achieved 65% of higher project savings by adhering to Six Sigma methodology.
Leadership is a critical element in the success of both implementing and using Six Sigma Techniques and Tool to support process change and delivering value in conducting Six Sigma Projects. Having the role of Leadership defined and the necessary knowledge of the methods that will set the expectation of change within processes can inspire teams to stay focused and deliver timely results.
Areas covered in the webinar
- The WHO in Leadership supporting Six Sigma
- The WHY as it relates to the Business Goals and Objectives
- The EXPECTATION or VISION for change to deliver value
- The INVOLVEMENT and participation of leadership
- The SUPPORT and resources needed
- The AUTHORITY to make change happen
- The RECOGNITION of all who contributed to delivering the value
- The MOMENTUM to build on success and continuous improvement
For more details click here - https://www.invensislearning.com/webinar/leading-the-way-in-six-sigma
#sixsigma #leansixsigma #sixsigmablackbelt #sixsigmayellowbelt #sixsigmagreenbelt #sixsigmamethodlogy #sixsigmaprocess #sixsigmacourse #sixsigmavideo #sixsigmamanagement #leansixsigmamethod #SixSigmaTraining
About Invensis Learning
Invensis Learning is a leading training and professional development solutions provider. We deliver globally-recognized training and certifications to individuals and enterprises to aid key business transformations and help to stay relevant by closing skill gaps and cultivate an environment that fosters continuous learning. We have trained 10000+ professionals over wide portfolio of training and certification courses. We are a trusted partner of many Fortune 500 companies for training and development
For more details please visit: https://www.invensislearning.com/
DOES16 London - Pat Reed - Mind the GAAP: A Playbook for Agile AccountingGene Kim
Mind the GAAP: A Playbook for Agile Accounting
Pat Reed, Principal Consultant, iHoriz Inc.
With disruptive technology advances, software assets play an increasingly important role in creating competitive advantage through effectively managing business software assets.
As organizations leverage agile practices to deliver better customer value faster, they consistently fall into process traps that block success because agile labor cost accounting is misunderstood and misreported, impacting taxation, higher volatility in Profit and Loss (P&L) statements, and sometimes even dramatic, unnecessary staff cuts in an economy where talent retention is vital to innovation.
This session shares a practical playbook to avoid common pitfalls and gain awareness of what you can do to evolve accounting and reporting practices to leverage the financial advantage of agile and benefit from the significantly increased tax savings and bottomline benefits available with agile capitalization.
This session will unravel the pitfalls and benefits of agile capitalization and explain how to appropriately interpret and apply generally accepted accounting standard (GAAP SOP 98-1 and ASC 350-40) so your organization can increase its agile adoption to deliver more business value faster to customers.
DevOps Enterprise Summit London 2016
The Lean IT training provides the stimulus which is required for companies to stand out in the competitive world economy. Adoption of Lean in an organization will enable the smart usage of Information technology to enhance the business performance and improve the service levels.
Lean IT training provides critical knowledge of the principles of Lean philosophy, application of this philosophy in an IT-environment, validate their leadership of Lean methodology, and making continuous improvement using small incremental change using Kaizen.
To know more about Lean IT training worldwide,
please contact us at -
Email: support@invensislearning.com
Phone - US +1-910-726-3695,
Website: https://www.invensislearning.com
Learn the fundamentals of Lean-Agile project portfolio management.
This is the Lean PPM part of the Lean-Agile Project Management (LeanPM®) training developed by the Lean Project Management Foundation.
Read the full chapter on www.leanpm.org.
Brian Wernham (Governance SIG) on ‘The Agile Portfolio’. Brian gave a non-stop ‘pecha-kucha’ presentation where there are 20 slides, and each automatically moves on every 20 seconds. A very demanding format that was great fun to rattle through – the big advantage is that you know that it will last no longer than 6 minutes and 40 seconds!
Discover Jira Align - Realignment to the EnterpriseCprime
Atlassian Jira Align enables organizations to connect and align around common goals and objectives while providing actionable views and metrics to everyone touching the technology product lifecycle. With the ability to support a number of scaling frameworks, Jira Align helps navigate the complexity of large-scale technology initiatives by unifying and synchronizing the work happening across programs and portfolios for a clear executive-level view. At the same time, agile teams can continue to use their preferred tools, like Jira, to move quickly and deliver the best customer outcomes. With Jira Align, program managers, product managers, and release train engineers get the information they need to empower their teams to deliver the right things quickly and respond to market change.
Join us as we highlight critical features of Jira Align.
In this webinar, you'll learn how to:
- Define and track the work of teams as it relates to enterprise strategy
- Provide visibility and alignment across the entire enterprise
- Use the connectivity of work to measure outcomes and drive better value to your customers
Intro to Agile Portfolio Governance Presentation Cprime
This webinar will provide guidance on effective ways to conduct Portfolio Management, using our concepts of Agile Governance to simplify and expedite the key decisions. These techniques can applied for Agile, hybrid, and classic plan-driven processes.
هذه المحاضرة تتحدث عن مكتب إدارة المشاريع الرشيق
The Agile PMO
قمت في هذه المحاضرة بتعريف الإدارة الرشيقة للمشاريع او ال
Agile
وعرفت أيضا مكتب إدارة المشاريع
PMO
ومن ثم شرحت معني مكتب إدارة المشاريع الرشيق
Agile PMO.
بعد ذلك شرحت الأسباب التي أدت لقيام مكتب إدارة المشاريع الرشيق
Agile PMO
والفوائد الناتجة من تطبيقه في المؤسسات.
ومن ثم تطرقت للطرق الأربعة التي يمكن أن يلجأ إليها مكتب إدارة المشاريع الرشيق
Agile PMO
وذلك لجلب الرشاقة او ال
Agility
للمؤسسة التي يعمل فيها ال
PMO.
It is all about value – and no, documents don’t provide it;
PMO focus on strategic resources, Agile provides the local empirical leadership;
PMO perception change – being the good guys;
How many of you manage a PMO or have a PMO in the organization
Have you seen failures? What are the challenges?
What makes a PMO – Agile?
Yes we have a PMO in the organization and…
Lean Portfolio Strategy Part 2: Shifting from Imitation to Real LPM - The Mov...Cprime
Download the associated webinar: https://www.cprime.com/resource/webinars/lean-portfolio-strategy-part-2-shifting-from-imitation-to-real-lpm-the-move-to-true-value-streams/
Lean Portfolio Management (LPM) is touted as a world-changing paradigm. A shift that promises to boost productivity, time to market, quality, customer satisfaction, revenue, and a host of other vital business metrics. It promises to transform the organization to a leaner, more agile version of itself, primed to innovate effortlessly and outperform its competition at every turn.
Most organizations who have tried to establish LPM find the reality to be more nuanced than that. These companies end up implementing “Imitation LPM” where actions and some process changes may be in place and functioning, but the real promise of LPM- the increased agility and reduced waste- is not occurring.
Real LPM assumes that work is funded by value streams with teams organized around delivery of products and services that are valuable to customers. This is, perhaps, the hardest part of implementing LPM.
In part 1 of this webinar we explored how signs of imitation LPM show up in an organization’s approach to strategy. In this second of our series, we join Michiko Quinones (Jira Align Consultant) and Jean Dahl (General Manager, Scaled Agility) to explore:
- How to organize around value streams
- Real world examples of organizations who have successfully shifted from imitation value streams to true value streams
- The impact to funding and budgeting cycles
Did you know? Over the years, enterprises have achieved 65% of higher project savings by adhering to Six Sigma methodology.
Leadership is a critical element in the success of both implementing and using Six Sigma Techniques and Tool to support process change and delivering value in conducting Six Sigma Projects. Having the role of Leadership defined and the necessary knowledge of the methods that will set the expectation of change within processes can inspire teams to stay focused and deliver timely results.
Areas covered in the webinar
- The WHO in Leadership supporting Six Sigma
- The WHY as it relates to the Business Goals and Objectives
- The EXPECTATION or VISION for change to deliver value
- The INVOLVEMENT and participation of leadership
- The SUPPORT and resources needed
- The AUTHORITY to make change happen
- The RECOGNITION of all who contributed to delivering the value
- The MOMENTUM to build on success and continuous improvement
For more details click here - https://www.invensislearning.com/webinar/leading-the-way-in-six-sigma
#sixsigma #leansixsigma #sixsigmablackbelt #sixsigmayellowbelt #sixsigmagreenbelt #sixsigmamethodlogy #sixsigmaprocess #sixsigmacourse #sixsigmavideo #sixsigmamanagement #leansixsigmamethod #SixSigmaTraining
About Invensis Learning
Invensis Learning is a leading training and professional development solutions provider. We deliver globally-recognized training and certifications to individuals and enterprises to aid key business transformations and help to stay relevant by closing skill gaps and cultivate an environment that fosters continuous learning. We have trained 10000+ professionals over wide portfolio of training and certification courses. We are a trusted partner of many Fortune 500 companies for training and development
For more details please visit: https://www.invensislearning.com/
DOES16 London - Pat Reed - Mind the GAAP: A Playbook for Agile AccountingGene Kim
Mind the GAAP: A Playbook for Agile Accounting
Pat Reed, Principal Consultant, iHoriz Inc.
With disruptive technology advances, software assets play an increasingly important role in creating competitive advantage through effectively managing business software assets.
As organizations leverage agile practices to deliver better customer value faster, they consistently fall into process traps that block success because agile labor cost accounting is misunderstood and misreported, impacting taxation, higher volatility in Profit and Loss (P&L) statements, and sometimes even dramatic, unnecessary staff cuts in an economy where talent retention is vital to innovation.
This session shares a practical playbook to avoid common pitfalls and gain awareness of what you can do to evolve accounting and reporting practices to leverage the financial advantage of agile and benefit from the significantly increased tax savings and bottomline benefits available with agile capitalization.
This session will unravel the pitfalls and benefits of agile capitalization and explain how to appropriately interpret and apply generally accepted accounting standard (GAAP SOP 98-1 and ASC 350-40) so your organization can increase its agile adoption to deliver more business value faster to customers.
DevOps Enterprise Summit London 2016
The Lean IT training provides the stimulus which is required for companies to stand out in the competitive world economy. Adoption of Lean in an organization will enable the smart usage of Information technology to enhance the business performance and improve the service levels.
Lean IT training provides critical knowledge of the principles of Lean philosophy, application of this philosophy in an IT-environment, validate their leadership of Lean methodology, and making continuous improvement using small incremental change using Kaizen.
To know more about Lean IT training worldwide,
please contact us at -
Email: support@invensislearning.com
Phone - US +1-910-726-3695,
Website: https://www.invensislearning.com
Learn the fundamentals of Lean-Agile project portfolio management.
This is the Lean PPM part of the Lean-Agile Project Management (LeanPM®) training developed by the Lean Project Management Foundation.
Read the full chapter on www.leanpm.org.
Brian Wernham (Governance SIG) on ‘The Agile Portfolio’. Brian gave a non-stop ‘pecha-kucha’ presentation where there are 20 slides, and each automatically moves on every 20 seconds. A very demanding format that was great fun to rattle through – the big advantage is that you know that it will last no longer than 6 minutes and 40 seconds!
Discover Jira Align - Realignment to the EnterpriseCprime
Atlassian Jira Align enables organizations to connect and align around common goals and objectives while providing actionable views and metrics to everyone touching the technology product lifecycle. With the ability to support a number of scaling frameworks, Jira Align helps navigate the complexity of large-scale technology initiatives by unifying and synchronizing the work happening across programs and portfolios for a clear executive-level view. At the same time, agile teams can continue to use their preferred tools, like Jira, to move quickly and deliver the best customer outcomes. With Jira Align, program managers, product managers, and release train engineers get the information they need to empower their teams to deliver the right things quickly and respond to market change.
Join us as we highlight critical features of Jira Align.
In this webinar, you'll learn how to:
- Define and track the work of teams as it relates to enterprise strategy
- Provide visibility and alignment across the entire enterprise
- Use the connectivity of work to measure outcomes and drive better value to your customers
Intro to Agile Portfolio Governance Presentation Cprime
This webinar will provide guidance on effective ways to conduct Portfolio Management, using our concepts of Agile Governance to simplify and expedite the key decisions. These techniques can applied for Agile, hybrid, and classic plan-driven processes.
Making Lean the Dean of IT Portfolio ManagementCognizant
By prioritizing practices that drive organizational agility and value creation, IT can build and deploy software and services that are tightly aligned with the ever-changing business requirements of the dynamic digital marketplace.
Lean Agile Scotland - Kanban in the Scottish Governmentmygov_scot
How Kanban practices have helped us respond to four key challenges within mygov.scot. Presented at Lean Agile Scotland 2015 by Jose Casal & Calum Shepherd.
Managing Projects/Releases using Lean/Agile techniquesYuval Yeret
Learn how to plan, manage and measure Projects/Releases using Lean/Agile techniques
Emphasis on visibility, estimation techniques, different approaches to commitments and buffering.
Beyond Portfolio: The Agile transformation of a multinational financial insti...Unai Roldán
Beyond Portfolio
The Agile transformation of a multinational financial institution
Esta charla refleja nuestra experiencia como agentes de cambio respecto a la transformación de una multinacional financiera que engloba 7 países simultáneamente: México, Colombia, Perú, Chile, Argentina, España y Turquía.
En ella presentamos la involucración de los coaches en cada uno de estos países, así como la coordinación global, alineamiento de cada portfolio local con la estrategia global.
Desde eventos de alineamiento de 700 personas hasta reeducación de presupuestación y toma de decisiones. Caso de estudio respecto agile a nivel empresarial.
Esta charla está enfocada en modo caso de estudio. En ella, guiamos a la audiencia a través del impacto de agile a escala, Desde el enfoque contractual hasta la actualidad.
Como resultado de esta transformación en esta multinacional financiera, hubo una evolución (según Gartner) que les situó en 1 año como el banco más innovador mundialmente.
Hemos tenido acceso al CEO, a su comité ejecutivo así como a los presidentes de varios de los países en los que participamos. El impacto causado es muy significativo.
El público objetivo incluye todos aquellos que estén interesados en transformaciones a gran escala, business agility a todos los niveles de una empresa, no solo a nivel equipo.
Unai Roldán
Jordi Falguera
UST Global
A basic introduction to enterprise agile/scaled agile.
How to align management strategy to support programs and the teams that make up those programs.
- Talking points are in the notes section of each PowerPoint slide.
More and more new words come up in the context of Agile, now that Agile itself has "crossed the chasm" and is accepted as the de-facto standard of software development. But even though a lot of these new terms fit under the Agile umbrella as defined in the "Agile Manifesto" it is sometimes hard to get to the bottom of these concepts.
This presentation does exactly that - it goes to the bottom of Agile, Lean and Kanban. Without much ado we'll revisit the fundamental ideas behind Agile and then investigate Lean and the Kanban Method in comparison. Not only will you get introduced more closely to Kanbans, WIP-Limits and the pull principle, but I'll also share my experience how the different approaches fit together and complement each other in various settings.
Agile portfolio administration helps groups and directors to understand the actual potential to subsequently perform their tasks successfully. Today with the accessibility of coordinated administration preparing suppliers on the web, you can undoubtedly take up far reaching dexterous preparing according to your need and accessibility of time.
Seminar 4 - From Business Idea to Business Model
OK, so you have a great business idea but is it a viable business?
It's one thing having a good business idea but to build a successful business you need to develop a strong business model. This interactive, hands-on, session will introduce participants to business model basics and look at the Business Model Canvas approach as an entrepreneurial tool for bridging the gap between business idea and business reality.
Speaker: Ben Mumby-Croft, Enterprise Education Manager, City University London
Ben is an experienced enterprise educator with a passion for helping young (and not so young) entrepreneurs turn great ideas into successful start-ups. Ben is currently responsible for Enterprise Education at City University London where he leads CityStarters, a University-wide initiative to provide extra-curricular enterprise and entrepreneurship education to all students. In addition to this, Ben is also the creator of Visual Marketing Plans – a business canvas style approach to marketing planning – and a seasoned marketer with 12 years’ experience helping entrepreneurs and high growth businesses to achieve their business goals through effective marketing strategy, branding and other intelligent sounding stuff like that.
Herding cats or flocking birds - agile portfolio managementDave Sharrock
Managing the evolution of a single product working with a small number of teams is somewhat straightforward. Working from a single backlog, once the teams have established a predictable velocity, the product roadmap becomes relatively easy to visualize, whether by timeframe or feature set. As we increase the complexity of the product, things become harder. Different teams require different backlogs. Different products require work from different teams. Before you know it, there are lots of independent moving parts, with the risk that the coordination cost becomes higher and efficiency falls. In this talk, we consider some ground rules for visualizing work across multiple teams and discuss how dependencies are coordinated across different teams and product lines.
Beyond Kanban: Lean Thinking for Agile Teamsavpereira
The growing interest about Kanban in the Agile Community seems to reduce learning about Lean Thinking to one principle only: PULL. This talk was prepared for the Agile PT 2011 conference and provides an overview of the 14 Management Principles for developing a Lean Culture and how IT frameworks such as SCRUM or KANBAN for Software Development apply them.
It introduces Lean Leardership and People Development principles as well as fundamental Lean Practices beyond kanban such as Value Stream Mapping, Continuous Flow, Leveling (Heijunka), Stop and Fix (Jidoka), Visual Standards, Visual Controls and A3 Problem Solving.
Knowledge about these often overlooked principles and practices will help agile teams to see the whole and better understand the lean concepts behind agile frameworks such as SCRUM and KANBAN. They will be better equipped to create learning and adaptive organizations by solving problems in the implementation of agile
frameworks instead of spending time discussing which framework is better. After all, the goal is to "be lean and agile" and not to "do Lean" or "do Agile"
What changes are needed to your PMO to allow agile projects to be successful and for your business to get the most out of Lean Thinking. These combined approaches can boost the ROI of your entire business.
(APP315) Coca-Cola: Migrating to AWS | AWS re:Invent 2014Amazon Web Services
This session details Coca-Cola's effort to migrate hundreds of applications from on-premises to AWS. The focus is on migration best practices, security considerations, helpful tools, automation, and business processes used to complete the effort. Key AWS technologies highlighted will be AWS Elastic Beanstalk, Amazon VPC, AWS CloudFormation, and the AWS APIs.
This session includes demos and code samples. Participants should walk away with a clear understanding of how AWS Elastic Beanstalk compares to andquot;platform as a service,andquot; and why it was chosen to meet strict standards for security and business intelligence.
Personally designed (content + graphics design), officially accredited P3O® Foundation courseware.
Portfolio, Programme and Project Offices (P3O®) is part of the AXELOS Global Best Practice Guidance.
Trademarks are properties of the holders, who are not affiliated with courseware author.
Enterprise Services Planning: Defining Key Performance IndicatorsDavid Anderson
Defining KPIs for use in Enterprise Services Planning and with Kanban systems. Understanding the difference between KPIs, Improvement Guides, and General Health Indicators. Understanding how KPIs drive behavior such as establishing multiple classes of service. Relating KPIs to evolutionary change. KPIs are Fitness Criteria Metrics with defined threashold values
In our webinar following the publication of the AXELOS white paper "An example ITIL-based model for effective Service Integration and Management (SIAM)", the author, SIAM consultant Kevin Holland, described examples of proven concepts and techniques to effectively manage a complex multi-supplier environment.
Kevin also discussed what SIAM is in detail, and how it could be applied in your own organization, as well as providing advice on what works and the pitfalls to avoid.
You can watch the full webinar recording at: www.axelos.com/events-calendar/itil-and-siam-an-example-itil-based-model
All About Business Analyst Becoming a successful BAZaranTech LLC
We are the leaders in providing Role-Specific training and e-learning solutions for individuals and corporations. Our curriculums are based on real-time job functions as opposed to being product-based.specialized and innovative global expert IT Training and Consulting services
Embedding a Shift Left Culture in your EnterpriseGerald Bachlmayr
The Shift Lift scope has broadened during the Age of the Customer. As well as testing it brings other activities forward in the software development lifecycle to enable faster release cycles. For larger enterprises this can be a big cultural challenge. In this talk we will explore the new Shift Left and how you can get business stakeholder buy-in to set up your team for success and gain a huge return on the upfront investment.
Mission Critical - Getting Through A Successful ERP ImplementationSDI Presence LLC
Government leaders are trying to make sense of the constant changes in the world of technology. Enterprise Resource Systems, or ERPs, are some of the most complicated and difficult technologies to implement. The mixture of constant change and much needed ERP technologies creates a perfect opportunity to work collaboratively to ensure successful implementations
How to justify the investment in modernizing your marketing with the Executiv...B2B Marketing Forum
Swiss Post Solutions (SPS) is een divisie van Swiss Post, actief in 15 landen, met 6,400 medewerkers. SPS is de laatste jaren gegroeid door organische groei en overnames en dit resulteerde in 2010 tot een consolidatie van meer dan 30 merken tot 1 merk. Er lag prachtige kans en tevens uitdaging in het op een lijn brengen van de sales en marketing organisatie. David Dorlian vertelt over het moderniseren van de marketing en sales organisatie.
Om de vruchten te kunnen plukken van een nieuwe marketing en sales organisatie moest met name de rol van marketing in de organisatie veranderen. In zijn presentatie gaat David in op deze verandering van de rol van marketing binnen Swiss Post Solutions en de stappen die gezet werden om de investering te verantwoorden. Daarnaast spreekt David over de problemen en uitdagingen die ze tegenkwamen tijdens het veranderproces van het invoeren
¿te has preguntado cual es la diferencia que hace exitoso la implementación de un programa de transformación digital y otro que no?. Seguramente encontrarás varias diferencias y una de ellas sera las metodologías, practicas y herramientas que se utilizaron durante la definición, planeación, ejecución, monitoreo y control de la estrategia. Arquitectura Empresarial es un marco de referencia que aunado a otras disciplinas permite el éxito de cualquier transformación.
5. agile estimation reconsidered again esteban sanchez
PMISAC Agile Portfolio Management
1. Agile Portfolio Management “ with a twist ” Achieve business value through results Gurpreet Singh Based on real world experiences at Cenovus Energy Inc.
2.
3.
4.
5.
6.
7. Real world context – EnCana Split 2008 2009 2010 2011 May 2008 We are splitting! Oct 2008 No, we are not! Sept 2009 We are splitting! Version 2 Dec 2009 We are Cenovus!
8.
9.
10. Portfolio Spider Web Client 1 Client 2 … .. … .. Client n Operations Capital Projects
NOTE: All text on slide should be aligned on left hand side with the Title. (thus in the above example the “ E ” from the title and the two “ H ” s from the Headings are all aligned from top to bottom.
NOTE: All text on slide should be aligned on left hand side with the Title. (thus in the above example the “ E ” from the title and the two “ H ” s from the Headings are all aligned from top to bottom.
NOTE: All text on slide should be aligned on left hand side with the Title. (thus in the above example the “ E ” from the title and the two “ H ” s from the Headings are all aligned from top to bottom.
NOTE: All text on slide should be aligned on left hand side with the Title. (thus in the above example the “ E ” from the title and the two “ H ” s from the Headings are all aligned from top to bottom.
Key Messages This slide describes the typical structure of the Customer Facing IS Solutions Teams. (paraphrase the bullets on the slide – depending on the type of audience you can adjust the amount of time spent here)
SUGGESTED SPEAKING NOTES Before I begin, I want to give you a brief introduction to Cenovus. We are an independent, Canadian company based in Calgary, Alberta. We ’ re a public company, trading on the Toronto and New York stock exchanges. We have a long history that goes back through companies such as PanCanadian Petroleum, AEC and, finally, Encana before we launched as Cenovus Energy in November 2009. Our business strategy is based on safely and responsibly developing our huge oil sands resources in northern Alberta. Because our resources are deep underground, we use drilling techniques instead of mining to access them. We also have a large base of established oil and gas assets across Alberta and in southern Saskatchewan that generate cash flow and provide enough gas to match what we use in our operations. We have partnered with ConocoPhillips on some of our oil sands projects as well as two of its U.S. refineries.
Key Messages This slide describes the typical structure of the Customer Facing IS Solutions Teams. (paraphrase the bullets on the slide – depending on the type of audience you can adjust the amount of time spent here)
Key Messages This slide describes the typical structure of the Customer Facing IS Solutions Teams. (paraphrase the bullets on the slide – depending on the type of audience you can adjust the amount of time spent here)
Key Messages This slide describes the typical structure of the Customer Facing IS Solutions Teams. (paraphrase the bullets on the slide – depending on the type of audience you can adjust the amount of time spent here)
Key Messages This slide describes the typical structure of the Customer Facing IS Solutions Teams. (paraphrase the bullets on the slide – depending on the type of audience you can adjust the amount of time spent here)
NOTE: All text on slide should be aligned on left hand side with the Title. (thus in the above example the “ E ” from the title and the two “ H ” s from the Headings are all aligned from top to bottom.
NOTE: All text on slide should be aligned on left hand side with the Title. (thus in the above example the “ E ” from the title and the two “ H ” s from the Headings are all aligned from top to bottom.
Opportunity Assessment, Risk Management and Prioritization
Although the input is just projects but you have consider managing the production operations such as maintenance, break fix, minor enhancements, etc because you also need to keep the lights on.
Although the input is just projects but you have consider managing the production operations such as maintenance, break fix, minor enhancements, etc because you also need to keep the lights on.
Although the input is just projects but you have consider managing the production operations such as maintenance, break fix, minor enhancements, etc because you also need to keep the lights on.
NOTE: All text on slide should be aligned on left hand side with the Title. (thus in the above example the “ E ” from the title and the two “ H ” s from the Headings are all aligned from top to bottom.
NOTE: All text on slide should be aligned on left hand side with the Title. (thus in the above example the “ E ” from the title and the two “ H ” s from the Headings are all aligned from top to bottom.
NOTE: All text on slide should be aligned on left hand side with the Title. (thus in the above example the “ E ” from the title and the two “ H ” s from the Headings are all aligned from top to bottom.
NOTE: All text on slide should be aligned on left hand side with the Title. (thus in the above example the “ E ” from the title and the two “ H ” s from the Headings are all aligned from top to bottom.
NOTE: All text on slide should be aligned on left hand side with the Title. (thus in the above example the “ E ” from the title and the two “ H ” s from the Headings are all aligned from top to bottom.
Key Messages This slide describes the typical structure of the Customer Facing IS Solutions Teams. (paraphrase the bullets on the slide – depending on the type of audience you can adjust the amount of time spent here)
Key Messages This slide describes the typical structure of the Customer Facing IS Solutions Teams. (paraphrase the bullets on the slide – depending on the type of audience you can adjust the amount of time spent here)
Key Messages This slide describes the typical structure of the Customer Facing IS Solutions Teams. (paraphrase the bullets on the slide – depending on the type of audience you can adjust the amount of time spent here)
NOTE: All text on slide should be aligned on left hand side with the Title. (thus in the above example the “ E ” from the title and the two “ H ” s from the Headings are all aligned from top to bottom.
NOTE: All text on slide should be aligned on left hand side with the Title. (thus in the above example the “ E ” from the title and the two “ H ” s from the Headings are all aligned from top to bottom.
Although the input is just projects but you have consider managing the production operations such as maintenance, break fix, minor enhancements, etc because you also need to keep the lights on.
NOTE: All text on slide should be aligned on left hand side with the Title. (thus in the above example the “ E ” from the title and the two “ H ” s from the Headings are all aligned from top to bottom.
NOTE: All text on slide should be aligned on left hand side with the Title. (thus in the above example the “ E ” from the title and the two “ H ” s from the Headings are all aligned from top to bottom.
Key Messages This slide describes the typical structure of the Customer Facing IS Solutions Teams. (paraphrase the bullets on the slide – depending on the type of audience you can adjust the amount of time spent here)
NOTE: All text on slide should be aligned on left hand side with the Title. (thus in the above example the “ E ” from the title and the two “ H ” s from the Headings are all aligned from top to bottom.
NOTE: All text on slide should be aligned on left hand side with the Title. (thus in the above example the “ E ” from the title and the two “ H ” s from the Headings are all aligned from top to bottom.
NOTE: All text on slide should be aligned on left hand side with the Title. (thus in the above example the “ E ” from the title and the two “ H ” s from the Headings are all aligned from top to bottom.
NOTE: All text on slide should be aligned on left hand side with the Title. (thus in the above example the “ E ” from the title and the two “ H ” s from the Headings are all aligned from top to bottom.
NOTE: All text on slide should be aligned on left hand side with the Title. (thus in the above example the “ E ” from the title and the two “ H ” s from the Headings are all aligned from top to bottom.