O documento é uma reflexão sobre como a economia global produz bens baratos de forma questionável, explorando a inocência. O autor expressa indignação com um mundo que permite tal exploração.
Som C-level leder er der en stor chance for at man på et tidspunkt skal tager stilling til om et BPM, SOA og/eller EA program skal iværksættes. Spørgsmålet ”Hvad er egentlig risici med dette initiativ?” skal stilles og risiciene skal håndteres, dvs. at der skal iværksættes aktiviteter, som reducerer risikoens sandsynlighed eller som afbøder dens potentielle konsekvenser.
Uden at påvise det matematisk, kan man gå ud fra at risikoen ikke bliver mindre, når initiativet kombinerer flere komplekse discipliner som EA, SOA og BPM. Dette kræver at man ændrer noget afgørende ved årsagerne til de problemer, man potentielt kan opleve med de enkelte discipliner.
Når man starter et EA initiativ skal man være klar over at: Failure is an option!
This document is a collection of moments from the Centre Obert program in 2014-2015. It describes various activities the children participated in such as rock climbing, capoeira, cooking traditional foods from Morocco, preparing sandwiches and pizzas, making pastries and desserts, Carnival, and end of year games. It thanks all involved for participating in the program.
Architecture d' Entreprise - AE NavigateurSonja Gielen
L'architecture d'entreprise (AE) est un cadre éprouvé de l'industrie et une approche structurée pour répondre aux objectifs d'affaires et aux besoins des entreprises.
AE est un processus axé sur les entreprises qui définit :
POURQUOI & CE QUI doit être construit (les plans de l'état futur)
COMMENT y arriver (la feuille de route d'exécution)
O documento é uma reflexão sobre como a economia global produz bens baratos de forma questionável, explorando a inocência. O autor expressa indignação com um mundo que permite tal exploração.
Som C-level leder er der en stor chance for at man på et tidspunkt skal tager stilling til om et BPM, SOA og/eller EA program skal iværksættes. Spørgsmålet ”Hvad er egentlig risici med dette initiativ?” skal stilles og risiciene skal håndteres, dvs. at der skal iværksættes aktiviteter, som reducerer risikoens sandsynlighed eller som afbøder dens potentielle konsekvenser.
Uden at påvise det matematisk, kan man gå ud fra at risikoen ikke bliver mindre, når initiativet kombinerer flere komplekse discipliner som EA, SOA og BPM. Dette kræver at man ændrer noget afgørende ved årsagerne til de problemer, man potentielt kan opleve med de enkelte discipliner.
Når man starter et EA initiativ skal man være klar over at: Failure is an option!
This document is a collection of moments from the Centre Obert program in 2014-2015. It describes various activities the children participated in such as rock climbing, capoeira, cooking traditional foods from Morocco, preparing sandwiches and pizzas, making pastries and desserts, Carnival, and end of year games. It thanks all involved for participating in the program.
Architecture d' Entreprise - AE NavigateurSonja Gielen
L'architecture d'entreprise (AE) est un cadre éprouvé de l'industrie et une approche structurée pour répondre aux objectifs d'affaires et aux besoins des entreprises.
AE est un processus axé sur les entreprises qui définit :
POURQUOI & CE QUI doit être construit (les plans de l'état futur)
COMMENT y arriver (la feuille de route d'exécution)
The document outlines 10 steps to build a business case: 1) Define the opportunity, 2) Assess the opportunity, 3) Identify objectives, 4) Consider alternatives, 5) Analyze costs and benefits, 6) Calculate net present value, 7) Assess risks, 8) Make a recommendation, 9) Present the case, and 10) Review and monitor the case. It provides a framework to develop a business case through defining the opportunity, assessing alternatives, analyzing financials, considering risks, and presenting the recommendation.
The document presents a strategy for managing change by mapping stakeholders to positions on a football pitch based on their support. It recommends starting by understanding each stakeholder, delivering quick wins to move supporters higher, using influential supporters to affect others, aligning rewards, and eventually delivering big wins to shift most stakeholders to the top position, representing successful change. It advises against starting with hardcore detractors and suggests options for dealing with the few who remain at the end. The overall strategy is to "play the percentages" and focus on gaining momentum through supporters before confronting detractors.
EA Navigator - Enterprise ArchitectureSonja Gielen
The document outlines an enterprise architecture (EA) approach consisting of six steps: 1) agree on expectations regarding scope, assumptions, and stakeholders, 2) develop a strategic business architecture to identify strategic gaps and opportunities, 3) develop an operations business architecture to define processes, data, and organizations, 4) define the current state solution architecture by mapping systems, projects, and architectures, 5) define a future state solution architecture with new applications and alignment to strategies, and 6) create a roadmap that groups capabilities into initiatives and sequences projects. The approach aims to define why and what needs to be built and how to get there to deliver business and IT value.
Project governance provides a framework to ensure projects deliver expected value. It involves defining what the organization wants to achieve, how projects will be planned and executed, and how success will be measured. Implementing a project governance model based on a maturity framework like OGC P3M3 can improve budget/schedule predictability, productivity, quality and customer satisfaction. Reaching level 3 maturity involves defining standard processes in key areas like risk management and implementing them consistently across projects.
The document outlines two project governance models for a project between a vendor and customer. Model I describes the vendor taking primary responsibility for overall governance, requirements gathering, status reporting, and delivery management. Model II describes the customer taking primary responsibility for governance, receiving requirements and schedules from the vendor, coordinating status calls, and overseeing delivery management. Both models specify the responsibilities of the vendor and customer project teams.
Effective GOVERNANCE in Project Portfolio ManagementMichal Augustini
The document discusses effective governance in project portfolio management. It begins by defining project portfolio management as screening, selecting, and prioritizing projects; monitoring and reprioritizing projects; and tracking and managing realized benefits. It then notes that ineffective governance is a primary reason companies fail to achieve best-in-class portfolio status. The document goes on to discuss methodology for gathering information through related readings, developing interview questions, interviewing experts, and analyzing primary and secondary sources to identify issues in project portfolio management and recommendations. Key points from interviews and articles are presented, such as the need for proper tools and using data effectively. Seven critical success factors for effective governance in project portfolio management are listed.
The document outlines 10 steps to build a business case: 1) Define the opportunity, 2) Assess the opportunity, 3) Identify objectives, 4) Consider alternatives, 5) Analyze costs and benefits, 6) Calculate net present value, 7) Assess risks, 8) Make a recommendation, 9) Present the case, and 10) Review and monitor the case. It provides a framework to develop a business case through defining the opportunity, assessing alternatives, analyzing financials, considering risks, and presenting the recommendation.
The document presents a strategy for managing change by mapping stakeholders to positions on a football pitch based on their support. It recommends starting by understanding each stakeholder, delivering quick wins to move supporters higher, using influential supporters to affect others, aligning rewards, and eventually delivering big wins to shift most stakeholders to the top position, representing successful change. It advises against starting with hardcore detractors and suggests options for dealing with the few who remain at the end. The overall strategy is to "play the percentages" and focus on gaining momentum through supporters before confronting detractors.
EA Navigator - Enterprise ArchitectureSonja Gielen
The document outlines an enterprise architecture (EA) approach consisting of six steps: 1) agree on expectations regarding scope, assumptions, and stakeholders, 2) develop a strategic business architecture to identify strategic gaps and opportunities, 3) develop an operations business architecture to define processes, data, and organizations, 4) define the current state solution architecture by mapping systems, projects, and architectures, 5) define a future state solution architecture with new applications and alignment to strategies, and 6) create a roadmap that groups capabilities into initiatives and sequences projects. The approach aims to define why and what needs to be built and how to get there to deliver business and IT value.
Project governance provides a framework to ensure projects deliver expected value. It involves defining what the organization wants to achieve, how projects will be planned and executed, and how success will be measured. Implementing a project governance model based on a maturity framework like OGC P3M3 can improve budget/schedule predictability, productivity, quality and customer satisfaction. Reaching level 3 maturity involves defining standard processes in key areas like risk management and implementing them consistently across projects.
The document outlines two project governance models for a project between a vendor and customer. Model I describes the vendor taking primary responsibility for overall governance, requirements gathering, status reporting, and delivery management. Model II describes the customer taking primary responsibility for governance, receiving requirements and schedules from the vendor, coordinating status calls, and overseeing delivery management. Both models specify the responsibilities of the vendor and customer project teams.
Effective GOVERNANCE in Project Portfolio ManagementMichal Augustini
The document discusses effective governance in project portfolio management. It begins by defining project portfolio management as screening, selecting, and prioritizing projects; monitoring and reprioritizing projects; and tracking and managing realized benefits. It then notes that ineffective governance is a primary reason companies fail to achieve best-in-class portfolio status. The document goes on to discuss methodology for gathering information through related readings, developing interview questions, interviewing experts, and analyzing primary and secondary sources to identify issues in project portfolio management and recommendations. Key points from interviews and articles are presented, such as the need for proper tools and using data effectively. Seven critical success factors for effective governance in project portfolio management are listed.
7. • Friedman: Data duidelijk en effectief communiceren
met behulp van grafische middelen
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8. • Friedman: Data duidelijk en effectief communiceren
met behulp van grafische middelen
• Overal terug te vinden…
o Zowel dagelijks leven als professioneel
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9. • Friedman: Data duidelijk en effectief communiceren
met behulp van grafische middelen
• Overal terug te vinden…
o Zowel dagelijks leven als professioneel
• Moeilijkheid: verschillende parameters op 1
visualisatie
o Onderlinge correlatie zichtbaar
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11. Tijdsgebonden datavisualisatie
• In 2005 door C. Chen genoemd als 1 van de topprioriteiten
in de toekomst van datavisualisatie
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12. Tijdsgebonden datavisualisatie
• In 2005 door C. Chen genoemd als 1 van de topprioriteiten
in de toekomst van datavisualisatie
• Probleem: extra (zeer belangrijke) parameter
o Hoe visualiseren terwijl correlatie tussen andere
parameters zichtbaar blijft?
o Lijngrafiek goed om tijd te visualiseren, maar correlatie
tussen andere parameters moeilijk
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14. Taxonomy parameter ‗tijd‘
Door Aigner [1] en Müller [2], gebaseerd op Frank
• Discrete tijdspunten vs tijdsintervals
[1] W. Aigner, S. Miksch, W. Muller, H. Schumann, and C. Tominski, ―Visualizing time-oriented data—A systematic
view,‖ Comput. Graph., vol. 31, no. 3, pp. 401–409, 2007.
[2] W. Muller and H. Schumann, ―Visualization methods for time-dependent data - an overview,‖ Proc. 2003 Int.
Conf. Mach. Learn. Cybern. IEEE Cat No03EX693, vol. 1, pp. 737–745, 2003.
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16. Taxonomy parameter ‗tijd‘
Door Aigner en Müller, gebaseerd op Frank
• Discrete tijdspunten vs tijdsintervals
• Lineaire vs cyclische tijd
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18. Taxonomy parameter ‗tijd‘
Door Aigner en Müller, gebaseerd op Frank
• Discrete tijdspunten vs tijdsintervals
• Lineaire vs cyclische tijd
• Geordende tijd vs ‗branching time‘ vs tijd met meerdere
perspectieven
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19. Taxonomy parameter ‗tijd‘
Door Aigner en Müller, gebaseerd op Frank
• Discrete tijdspunten vs tijdsintervals
• Lineaire vs cyclische tijd
• Geordende tijd vs ‗branching time‘ vs tijd met meerdere
perspectieven
• Odinale vs continue tijd
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21. Aanpak van Stephen Few [1]
• Lijngrafiek goede tijdsvoorstelling, maar beperkt #
variabelen
[1] Few Stephen, ―Visualizing Change - An Innovation in Time-Series Analysis,‖ 2007.
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22. Aanpak van Stephen Few [1]
• Lijngrafiek goede tijdsvoorstelling, maar beperkt #
variabelen
• Tijd laten voorstellen door beweging
o Meer andere variabelen kunnen worden gevisualiseerd
[1] Few Stephen, ―Visualizing Change - An Innovation in Time-Series Analysis,‖ 2007.
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23. Aanpak van Stephen Few [1]
• Lijngrafiek goede tijdsvoorstelling, maar beperkt #
variabelen
• Tijd laten voorstellen door beweging
o Meer andere variabelen kunnen worden gevisualiseerd
• Probleem: menselijk geheugen beperkt
[1] Few Stephen, ―Visualizing Change - An Innovation in Time-Series Analysis,‖ 2007.
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24. Aanpak van Stephen Few [1]
• Lijngrafiek goede tijdsvoorstelling, maar beperkt #
variabelen
• Tijd laten voorstellen door beweging
o Meer andere variabelen kunnen worden gevisualiseerd
• Probleem: menselijk geheugen beperkt
• Oplossing:
• Tijd door mens laten controleren
• ‗Sporen‘ achterlaten
[1] Few Stephen, ―Visualizing Change - An Innovation in Time-Series Analysis,‖ 2007.
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33. Visualisatie 1
• Hoe evolueert de rangschikking doorheen een
seizoen?
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34. Visualisatie 1
• Hoe evolueert de rangschikking doorheen een
seizoen?
• Dynamiek = tijd
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35. Visualisatie 1
• Hoe evolueert de rangschikking doorheen een
seizoen?
• Dynamiek = tijd
• Volgorde van teams geeft ranking weer
• Ook andere statistieken weergeven
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36. Visualisatie 1
• Hoe evolueert de rangschikking doorheen een
•
•
•
•
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seizoen?
Dynamiek = tijd
Volgorde van teams geeft ranking weer
Ook andere statistieken weergeven
Techniek: D3.js
36
37. Visualisatie 1
• Hoe evolueert de rangschikking doorheen een
•
•
•
•
•
26/11/2013
seizoen?
Dynamiek = tijd
Volgorde van teams geeft ranking weer
Ook andere statistieken weergeven
Techniek: D3.js
Direct digitaal prototype: dynamisch
37
39. Visualisatie 2
• Hoe evolueert je winst bij wedden op een resultaat
voor een bepaalde ploeg
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40. Visualisatie 2
• Hoe evolueert je winst bij wedden op een resultaat
voor een bepaalde ploeg
• Dynamiek = tijd
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41. Visualisatie 2
• Hoe evolueert je winst bij wedden op een resultaat
voor een bepaalde ploeg
• Dynamiek = tijd
• Sporen van Few in de praktijk testen
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