This document presents a framework for integrating PRINCE2 and Six Sigma (DMAIC) for data quality projects. It maps the Six Sigma phases to PRINCE2 processes: Define to Starting Up a Project, Measure and Analyze to Stage 2, Improve to Stage 3, and Control to Stage 4. Notes explain how project stages can implement measurement, analysis, improvement and development of controls. Upon project closure, remediated data and developed controls are handed over to operational groups. The framework establishes roles for a Project Board overseeing a multi-functional team from business, IT and offshore partners to govern data quality initiatives.
The document discusses integrating the PRINCE2 project management methodology with Six Sigma for data quality projects. It provides a framework mapping the Six Sigma DMAIC process (Define, Measure, Analyze, Improve, Control) phases to PRINCE2 project stages. The framework is intended to help financial institutions establish effective governance over data projects using a structured approach. The document includes diagrams illustrating how the various PRINCE2 roles and processes interact with the Six Sigma methodology.
Global Automation Equipment Leader gains Scalability through Upgrades
Hexaware provided end-to-end development and maintenance services to help the client attain scalability, reduce costs, and enhance service value through deploying an experienced resource base and providing an extension of existing delivery systems. The solution involved Hexaware providing upgrades, development and maintenance services through an offshore delivery model and three phases: pre-upgrade assessment, upgrade of databases and applications, and post go-live support. This enabled the client to improve management of product tasks, reduce upgrade costs, and enhance service levels and scalability.
Enhancing Fed Gov Transparency DemocrAssessment And Participative PlanningGov2.0
Strengthening e-Participation at key decision points in Federal Innovation and Performance Management
Presented April 19 By M. Lennon at eDemocracyCamp2
Institute for Politics, Democracy & the Internet George Washington University
Integrating SCRUM with classical Project ManagementJens Hoffmann
SCRUM and PRINCE2 integrated, is a powerfull solution to scale the agile method for large projects. The conventional and mature project management approaches like PRINCE2 or PMI PMBOK are gaining more resillience from this as the become more flexible and adabtible to changing demands and needs.
The document discusses how the project management frameworks PRINCE2 and Agile can work together. It provides overviews of both PRINCE2 and Agile, noting their differences in focus (PRINCE2 focuses on products and Agile focuses on people). It then explores how the two can be mapped and integrated, with PRINCE2 providing governance and Agile teams focusing on delivery, reporting exceptions to wider project management using PRINCE2 processes.
From Proposal to Release
אייל בן-ארויה, Director of Business Operations - NICE
חברות טכנולוגיות רבות מנהלות קו מוצרים ובד בבד מגישות הצעות לביצוע פרויקטים. הגשת הצעות לפרויקטים טומנות בחובן לא מעט התחייבות טכניות ועסקיות. ניהול ההצעות והפרויקטים מהווים אתגר משמעותי להצלחת הארגון. האתגרים כוללים מתן מענה מהיר ומקיף להצעה, הבנת והגדרת המחויבויות, תקצוב ויכולת לספק פתרונות בלוחות זמנים מוגדרים מראש. במרבית המקרים תהליכים אילו מתקיימים בסביבה דינמית ולא וודאית.
הרצאה זו עוסקת בניהול המחויבויות משלב הכנת ההצעה עד סיום ביצוע הפרויקט. במוקד הדיון עומד המבחן בין המשך ניהול ה- roadmap של המוצרים, לבין קיום ההתחייבויות לפרויקטים השונים. במקרים רבים חברות רבות נאלצות לנטוש את תוכניות הפיתוח של מוצרים לטובת עמידה ביעדי הפרויקט. הרצאה זו מספקת מספר המלצות כיצד להתמודד עם אתגרים אילו.
The document outlines an agenda for implementing a Skyward ERP system, including an overview of Skyward offerings, benefits of a typical implementation project, the proposed scope and methodology for the client's implementation, and the roles of the project team in carrying out key stages of preparation, blue printing, realization, and go-live support.
The document discusses integrating the PRINCE2 project management methodology with Six Sigma for data quality projects. It provides a framework mapping the Six Sigma DMAIC process (Define, Measure, Analyze, Improve, Control) phases to PRINCE2 project stages. The framework is intended to help financial institutions establish effective governance over data projects using a structured approach. The document includes diagrams illustrating how the various PRINCE2 roles and processes interact with the Six Sigma methodology.
Global Automation Equipment Leader gains Scalability through Upgrades
Hexaware provided end-to-end development and maintenance services to help the client attain scalability, reduce costs, and enhance service value through deploying an experienced resource base and providing an extension of existing delivery systems. The solution involved Hexaware providing upgrades, development and maintenance services through an offshore delivery model and three phases: pre-upgrade assessment, upgrade of databases and applications, and post go-live support. This enabled the client to improve management of product tasks, reduce upgrade costs, and enhance service levels and scalability.
Enhancing Fed Gov Transparency DemocrAssessment And Participative PlanningGov2.0
Strengthening e-Participation at key decision points in Federal Innovation and Performance Management
Presented April 19 By M. Lennon at eDemocracyCamp2
Institute for Politics, Democracy & the Internet George Washington University
Integrating SCRUM with classical Project ManagementJens Hoffmann
SCRUM and PRINCE2 integrated, is a powerfull solution to scale the agile method for large projects. The conventional and mature project management approaches like PRINCE2 or PMI PMBOK are gaining more resillience from this as the become more flexible and adabtible to changing demands and needs.
The document discusses how the project management frameworks PRINCE2 and Agile can work together. It provides overviews of both PRINCE2 and Agile, noting their differences in focus (PRINCE2 focuses on products and Agile focuses on people). It then explores how the two can be mapped and integrated, with PRINCE2 providing governance and Agile teams focusing on delivery, reporting exceptions to wider project management using PRINCE2 processes.
From Proposal to Release
אייל בן-ארויה, Director of Business Operations - NICE
חברות טכנולוגיות רבות מנהלות קו מוצרים ובד בבד מגישות הצעות לביצוע פרויקטים. הגשת הצעות לפרויקטים טומנות בחובן לא מעט התחייבות טכניות ועסקיות. ניהול ההצעות והפרויקטים מהווים אתגר משמעותי להצלחת הארגון. האתגרים כוללים מתן מענה מהיר ומקיף להצעה, הבנת והגדרת המחויבויות, תקצוב ויכולת לספק פתרונות בלוחות זמנים מוגדרים מראש. במרבית המקרים תהליכים אילו מתקיימים בסביבה דינמית ולא וודאית.
הרצאה זו עוסקת בניהול המחויבויות משלב הכנת ההצעה עד סיום ביצוע הפרויקט. במוקד הדיון עומד המבחן בין המשך ניהול ה- roadmap של המוצרים, לבין קיום ההתחייבויות לפרויקטים השונים. במקרים רבים חברות רבות נאלצות לנטוש את תוכניות הפיתוח של מוצרים לטובת עמידה ביעדי הפרויקט. הרצאה זו מספקת מספר המלצות כיצד להתמודד עם אתגרים אילו.
The document outlines an agenda for implementing a Skyward ERP system, including an overview of Skyward offerings, benefits of a typical implementation project, the proposed scope and methodology for the client's implementation, and the roles of the project team in carrying out key stages of preparation, blue printing, realization, and go-live support.
Agile Importance in Pharmaceutical IndustryVijay Brzee
The document discusses how pharmaceutical companies can adapt to an increasingly agile environment. It faces pressures like expiring patents, fewer drug approvals, and increased generics. Agile practices can help accelerate innovation, design for supply chain needs, and rapidly commercialize products. The document outlines areas where agile works well and describes agile principles, benefits, tools, and knowledge/skills needed. It also discusses PMI agile domains of practice and questions if an organization is ready to adopt agile approaches.
This document provides an introduction to Six Sigma concepts and terminology. It discusses that Six Sigma is a data-driven, process-focused philosophy for reducing variation and meeting customer requirements. The document outlines the DMAIC methodology used in Six Sigma, which stands for Define, Measure, Analyze, Improve, and Control. It also discusses the key phases and goals of each step in the DMAIC process.
The document discusses Assystem's project management methodology. It summarizes that Assystem brings together clients, teams, partners and suppliers with a common plan and focus to deliver successful projects on time, on budget, and meeting quality standards. It also describes Assystem's expertise in managing large and complex projects in various industries like nuclear waste removal and the ITER fusion reactor project.
Primavera _ Robert Turner _ The evolving maturity of project planning and con...InSync2011
Robert will share insights from his journey leading improvements to project planning and control practices at Leighton, a construction company with over 9,000 staff and 50 concurrent projects. He will discuss the evolution from autonomous project planning to centralized leadership and standard processes. Key areas of focus include establishing competencies, tools, training, and governance to drive a consistent approach and continual improvement across the business. Progress is tracked through a business plan and 34 milestones across 4 strategic priorities.
Macrosolutions Consulting Service: Project Maturity Assessment and DiagnosisMacrosolutions SA
Only who has the needed expertise can evaluate the maturity of your organization in Project, Program and Portfolio Management and recommend effective improvements to its processes.
The document summarizes the 42 processes in the Project Management Body of Knowledge (PMBOK) organized by knowledge area and process group. There are 5 process groups (initiating, planning, executing, monitoring and controlling, closing) containing 42 processes across 13 knowledge areas (integration management, scope management, time management, cost management, quality management, human resource management, communications management, risk management, procurement management).
The document discusses an MLS introduction, which is a specialized application for manufacturing firms based on lean manufacturing concepts. The objective of MLS is to reduce operational and inventory costs by administering the entire production cycle and controlling inventory. It is designed for growing companies whose products are manufactured through a sequence of operations. MLS provides a visual way to manage production that eliminates issues like excessive paperwork, long MRP runs, high in-process inventories, and constant production re-planning. It can be used by small to large companies in various industrial sectors that produce goods through sequential operations.
Software enginnering unit 01 by manoj kumar sonimanojsonikgn
Configuration management involves establishing and maintaining the integrity of software products throughout the software life cycle. It includes identifying configuration items, controlling changes, and recording and reporting change implementation status. The key activities of configuration management are configuration management planning, change management, version management, and system building. Configuration management aims to explain the importance of software configuration management and describe these main configuration management activities.
Aura Comnet is a company that facilitates turn-key solutions for telecommunication network services. They provide services from the planning and development phases through implementation, engineering, operation, and maintenance. Their strengths include facilitating complete solutions packages for telecom operators and equipment vendors. They aim to provide world-class quality services and resources through skilled employees and infrastructure. Their services include strategic planning, network implementation and management, and fully realizing telecom projects.
The document discusses performance and succession planning. It addresses identifying high potential employees, developing managers of the future, and having the right people in key positions. An effective succession planning system can fill positions without delay from internal candidates who prove successful. Individual competencies and performance should be plotted on an organizational planning matrix to provide inputs for development decisions. Different levels of performance and potential are defined to assess employees and make promotion plans.
Eliminate latency between engineering and manufacturing to drive lean holistically. Drive engineer intent to the shop floor with 3D images. Speed is a competitive advantage
The document provides an overview of agile principles and practices. It discusses what agile is, principles behind the agile manifesto like satisfying customers through early delivery, welcoming changing requirements, having business and developers work together daily, and using face-to-face conversation. It also covers agile practices like Scrum, Kanban, and product backlogs. Challenges of adopting agile like managing projects and contracting are addressed as well as common causes of failed agile projects like lack of management support and understanding of agile.
Safety in special environments - solutions developed by swiss IT-FactoryMinnovarc
Intervenant : Alois BACHMANN, Managing Partner, Human Resources & Building, swiss IT-Factory
2ème Atelier Microtechniques & Innovation de Minnovarc les 27-28 octobre 2011 à La Neuveville, Suisse.
This document provides an overview of Linkroad's corporate portfolio. It establishes that Linkroad has been in business since 2005, is headquartered in Shanghai with additional presences, and creates business advantages for enterprises through proven IT implementations. It outlines Linkroad's vision to be a leading regional provider with IT consulting expertise, as well as its mission to maximize clients' effectiveness. The document also describes Linkroad's methodology, major alliances, differences compared to others, and thanks the reader.
Be a winner…use requirements engineering pSven Krause
The document discusses requirements engineering and provides an overview of key concepts. It defines requirements engineering as a cooperative, iterative process with the goals of understanding all relevant requirements, achieving stakeholder agreement on requirements, and documenting requirements according to guidelines. It outlines the importance of requirements engineering in avoiding project failures and reducing costs. The document also describes the four elements of requirements engineering as elicitation, documentation, validation and management.
Macrosolutions Consulting Service: Applying Quantitative Methods and Risks Si...Macrosolutions SA
Macrosolutions is a consulting firm that specializes in quantitative risk analysis and simulation for projects using techniques like Monte Carlo simulation. They can provide visibility into project results within 3 weeks using their accelerated benefits methodology. The firm uses the latest risk simulation software and tools to model project data and execute simulations to statistically analyze results and estimate time and cost reserves. Their team of consultants has extensive experience implementing these quantitative methods.
The document discusses how to integrate PRINCE2 project management methodology with Agile delivery approaches. It explains that the latest version of PRINCE2 allows for more flexibility and facilitates Agile delivery. It then provides diagrams and notes on how aspects of PRINCE2 like scope can be used to implement stages of an Agile project within the PRINCE2 framework. Specifically, it discusses how scope tolerances can allow delivering features in priority order across sprints while remaining compliant with PRINCE2 principles.
See how to integrate the best-practice project management standard PRINCE2 with agile development methods like SCRUM or DSDM Atern. Speed up your projects and stay in control.
Agile Importance in Pharmaceutical IndustryVijay Brzee
The document discusses how pharmaceutical companies can adapt to an increasingly agile environment. It faces pressures like expiring patents, fewer drug approvals, and increased generics. Agile practices can help accelerate innovation, design for supply chain needs, and rapidly commercialize products. The document outlines areas where agile works well and describes agile principles, benefits, tools, and knowledge/skills needed. It also discusses PMI agile domains of practice and questions if an organization is ready to adopt agile approaches.
This document provides an introduction to Six Sigma concepts and terminology. It discusses that Six Sigma is a data-driven, process-focused philosophy for reducing variation and meeting customer requirements. The document outlines the DMAIC methodology used in Six Sigma, which stands for Define, Measure, Analyze, Improve, and Control. It also discusses the key phases and goals of each step in the DMAIC process.
The document discusses Assystem's project management methodology. It summarizes that Assystem brings together clients, teams, partners and suppliers with a common plan and focus to deliver successful projects on time, on budget, and meeting quality standards. It also describes Assystem's expertise in managing large and complex projects in various industries like nuclear waste removal and the ITER fusion reactor project.
Primavera _ Robert Turner _ The evolving maturity of project planning and con...InSync2011
Robert will share insights from his journey leading improvements to project planning and control practices at Leighton, a construction company with over 9,000 staff and 50 concurrent projects. He will discuss the evolution from autonomous project planning to centralized leadership and standard processes. Key areas of focus include establishing competencies, tools, training, and governance to drive a consistent approach and continual improvement across the business. Progress is tracked through a business plan and 34 milestones across 4 strategic priorities.
Macrosolutions Consulting Service: Project Maturity Assessment and DiagnosisMacrosolutions SA
Only who has the needed expertise can evaluate the maturity of your organization in Project, Program and Portfolio Management and recommend effective improvements to its processes.
The document summarizes the 42 processes in the Project Management Body of Knowledge (PMBOK) organized by knowledge area and process group. There are 5 process groups (initiating, planning, executing, monitoring and controlling, closing) containing 42 processes across 13 knowledge areas (integration management, scope management, time management, cost management, quality management, human resource management, communications management, risk management, procurement management).
The document discusses an MLS introduction, which is a specialized application for manufacturing firms based on lean manufacturing concepts. The objective of MLS is to reduce operational and inventory costs by administering the entire production cycle and controlling inventory. It is designed for growing companies whose products are manufactured through a sequence of operations. MLS provides a visual way to manage production that eliminates issues like excessive paperwork, long MRP runs, high in-process inventories, and constant production re-planning. It can be used by small to large companies in various industrial sectors that produce goods through sequential operations.
Software enginnering unit 01 by manoj kumar sonimanojsonikgn
Configuration management involves establishing and maintaining the integrity of software products throughout the software life cycle. It includes identifying configuration items, controlling changes, and recording and reporting change implementation status. The key activities of configuration management are configuration management planning, change management, version management, and system building. Configuration management aims to explain the importance of software configuration management and describe these main configuration management activities.
Aura Comnet is a company that facilitates turn-key solutions for telecommunication network services. They provide services from the planning and development phases through implementation, engineering, operation, and maintenance. Their strengths include facilitating complete solutions packages for telecom operators and equipment vendors. They aim to provide world-class quality services and resources through skilled employees and infrastructure. Their services include strategic planning, network implementation and management, and fully realizing telecom projects.
The document discusses performance and succession planning. It addresses identifying high potential employees, developing managers of the future, and having the right people in key positions. An effective succession planning system can fill positions without delay from internal candidates who prove successful. Individual competencies and performance should be plotted on an organizational planning matrix to provide inputs for development decisions. Different levels of performance and potential are defined to assess employees and make promotion plans.
Eliminate latency between engineering and manufacturing to drive lean holistically. Drive engineer intent to the shop floor with 3D images. Speed is a competitive advantage
The document provides an overview of agile principles and practices. It discusses what agile is, principles behind the agile manifesto like satisfying customers through early delivery, welcoming changing requirements, having business and developers work together daily, and using face-to-face conversation. It also covers agile practices like Scrum, Kanban, and product backlogs. Challenges of adopting agile like managing projects and contracting are addressed as well as common causes of failed agile projects like lack of management support and understanding of agile.
Safety in special environments - solutions developed by swiss IT-FactoryMinnovarc
Intervenant : Alois BACHMANN, Managing Partner, Human Resources & Building, swiss IT-Factory
2ème Atelier Microtechniques & Innovation de Minnovarc les 27-28 octobre 2011 à La Neuveville, Suisse.
This document provides an overview of Linkroad's corporate portfolio. It establishes that Linkroad has been in business since 2005, is headquartered in Shanghai with additional presences, and creates business advantages for enterprises through proven IT implementations. It outlines Linkroad's vision to be a leading regional provider with IT consulting expertise, as well as its mission to maximize clients' effectiveness. The document also describes Linkroad's methodology, major alliances, differences compared to others, and thanks the reader.
Be a winner…use requirements engineering pSven Krause
The document discusses requirements engineering and provides an overview of key concepts. It defines requirements engineering as a cooperative, iterative process with the goals of understanding all relevant requirements, achieving stakeholder agreement on requirements, and documenting requirements according to guidelines. It outlines the importance of requirements engineering in avoiding project failures and reducing costs. The document also describes the four elements of requirements engineering as elicitation, documentation, validation and management.
Macrosolutions Consulting Service: Applying Quantitative Methods and Risks Si...Macrosolutions SA
Macrosolutions is a consulting firm that specializes in quantitative risk analysis and simulation for projects using techniques like Monte Carlo simulation. They can provide visibility into project results within 3 weeks using their accelerated benefits methodology. The firm uses the latest risk simulation software and tools to model project data and execute simulations to statistically analyze results and estimate time and cost reserves. Their team of consultants has extensive experience implementing these quantitative methods.
The document discusses how to integrate PRINCE2 project management methodology with Agile delivery approaches. It explains that the latest version of PRINCE2 allows for more flexibility and facilitates Agile delivery. It then provides diagrams and notes on how aspects of PRINCE2 like scope can be used to implement stages of an Agile project within the PRINCE2 framework. Specifically, it discusses how scope tolerances can allow delivering features in priority order across sprints while remaining compliant with PRINCE2 principles.
See how to integrate the best-practice project management standard PRINCE2 with agile development methods like SCRUM or DSDM Atern. Speed up your projects and stay in control.
1) The document summarizes key functions, market drivers, and trends in project and portfolio management (PPM) applications.
2) It finds that visibility and accountability are the ultimate goals for PPM customers and that successful implementations require balancing investment in processes and automation.
3) The worldwide PPM market was estimated to be $728 million in 2005 and is expected to grow 8-14% annually through 2010, with ongoing merger and acquisition activity in the sector.
Strategies For A Successful CRM Implementationsnuthakki
This document provides guidance on strategies for a successful CRM implementation for small and medium sized enterprises. It discusses the importance of executive sponsorship, project team commitment, planning, defining success metrics, training, and taking a phased approach. The implementation path involves design, development, implementation, and evaluation phases. Key aspects of the design phase include forming a project team, training the team, defining the project, and analyzing business processes.
CRM 101: Session 7: Best Practices for Your CRM ImplementationSugarCRM
The document discusses best practices for implementing a CRM system. It recommends developing a project plan with milestones, selecting the appropriate CRM software, configuring the system to your needs, training employees, and continually reviewing processes. Critical success factors include having executive support, company-wide usage, and implementing important business processes in the CRM. The document also provides SugarCRM-specific tips such as avoiding too many administrators, using workflows efficiently, and optimizing layouts.
This document discusses best practices for successful agile adoption and transformation in an enterprise setting. It outlines five key habits: 1) be explicit about agile goals, 2) understand dimensions of scaling agile, 3) use metrics to govern behavior, 4) consider the impact on people, and 5) grow adoption incrementally with a clear plan. The document emphasizes that agile transformation requires changes to both processes and organizational culture to fully realize the benefits of agile practices at scale within an enterprise.
This document discusses the partnership between MedSolutions and eMids to provide quality assurance (QA) services. It outlines how the initial partnership began with a QA pilot project and knowledge sharing. The partnership has since grown to include additional QA, development, and PeopleSoft support services. The current partnership structure includes onsite and offshore teams to deliver these various services. The document also discusses security best practices implemented and value adds provided by the partnership, such as a formalized internal QA process and PeopleSoft center of excellence.
ISOQualitas provides automotive product lifecycle management (PLM) software. The software covers the full PLM process from product development through manufacturing. It includes features such as multi-level bills of material, design FMEA, prototype control plans, APQP project management, quality certificates, process FMEAs, production control plans, dimensional reports, process validation, statistical process control, and nonconformity management. The software aims to provide a fully integrated PLM solution, powerful planning features, total data consistency, enhanced transparency and communication, full compliance with standards, project data security, and a complete solution in a single software to reduce time to market.
The document provides guidance on getting started with SugarCRM. It outlines the typical project plan phases of discovery, planning, execution, and closing. It also lists critical success factors for a SugarCRM implementation including technical decisions, strategic decisions, project team, configurations, programming, reporting, data migration, integrations, testing, training, and ongoing enhancements. The document then provides best practices for SugarCRM configurations, workflows, reports, data quality, optimizing homepages and layouts/searches, using web to lead forms, and more. It emphasizes planning, involving the team, configuring to specific needs, and regularly reviewing processes.
Vamsi Krishna Koppuravuri has over 12 years of experience in business process management (BPM), project management, and software development. He has worked as a BPM Solutions Architect at Citadel Securities, a BPM Expert at Bank of America, and a Project Manager at Collabralink Inc. He has key skills in Savvion, Appian, IBM Process Server, Oracle, Sybase, SQL Server, and Java/J2EE technologies. He holds an MS in Industrial Engineering from Clemson University and a BS in Mechanical, Production, and Industrial Engineering from India.
Agilität ist in aller Munde – von den einen abgöttisch geliebt und es soll noch andere geben, die sie nicht so gerne mögen. Jedem das Seine. Doch wie sieht die agile Landschaft in der Schweizer IT Community aus? Laden Sie die Agile Trends & Benchmarks 2012 herunter ziehen Sie Ihre eigenen Schlüsse daraus.
The document discusses using the PRINCE2 project management methodology to implement the USCIS Enterprise Architecture. It proposes using PRINCE2 along with Balanced Scorecard and Earned Value Management. PRINCE2 is a mature methodology used by the UK government that is aligned with PMI standards. The document also outlines BRMI's Enterprise Management Improvement Flow Model which shows how PRINCE2 and other techniques would be used across multiple spirals including implementing the EA, sustaining operations, implementing IT projects, and sustaining IT capabilities.
1) Ahmad Hammoud has experience as a Project Manager, Business Analyst, and System Architect using various project management and analysis methodologies.
2) His objective is to understand organizational structure, policies, and operations in order to recommend solutions that help organizations achieve their goals.
3) He has over 15 years of experience leading projects in various roles using tools like RUP, UML, MS Project, and more.
Agiles2011 - A story of transformation: how Lean & Agile + Nearhore can incre...Fernando Ostanelli
This document discusses how Ci&T transformed its application development process through adopting Lean and Agile principles and practices, as well as distributing teams across nearshore locations. It describes Ci&T's journey from a traditional outsourcing model focused on cost and predictability to an Agile model prioritizing business value, quality, speed and customer satisfaction. The transformation included establishing a Lean culture, implementing Agile methodologies like Scrum, and distributing teams across locations like Brazil, Argentina and China while still maintaining coordination and integration.
A Story of Transformation: How Lean & Agile + Nearshore Outsourcing Can Incre...CI&T
This document discusses how Ci&T transformed its application development approach by combining Lean principles and Agile methodologies with a Nearshore delivery model. This increased Ci&T's agility, quality, speed and customer satisfaction, leading to higher productivity and revenue growth for the company. The transformation was driven by a need to continually improve value delivery for clients in a global, multicultural software development context.
Considerations in Selecting and Protecting Your IT InvestmentHelene Heller, PMP
The document discusses considerations for selecting and protecting IT investments, including the importance of aligning technology choices with business needs. It recommends using an enterprise IT structure and governance model to select projects that address end-to-end business processes and have a clear business case. A portfolio management approach is suggested to prioritize projects, optimize costs and benefits, and adapt to changing business needs. Key steps include understanding stakeholder goals, brainstorming potential enterprise solutions, and developing a business case for each project.
This document discusses using business process management (BPM) with SAP solutions to optimize portfolio and project management. It provides examples of business processes that are good candidates for BPM, such as manual processes with limited visibility and flexibility. The key capabilities of BPM include integrated process monitoring and measurement, tools to drive process improvement, and graphical workflow status views. BPM can be used to model project-oriented processes and automate events. It discusses using BPM components like the process modeler, orchestration engine, and portal together to manage operations, monitor health, and optimize processes.
ASAP Methodology
ASAP stands for Accelerated SAP. Its purpose is to help design SAP implementation in the most efficient manner possible. Its goal is to effectively optimize time, people, quality and other resources, using a proven methodology to implementation. ASAP focuses on tools and training, wrapped up in a five-phase process oriented road map for guiding implementation.
The road map is composed of five well-known consecutive phases:
• Phase 1 Project Preparation
• Phase 2 Business Blueprint
• Phase 3 Realization
• Phase 4 Final Preparation
• Phase 5 Go-Live and support
This document provides an overview of Six Sigma, including:
1) Six Sigma is a data-driven approach to improving processes by minimizing defects, with a goal of achieving near perfection. It was developed at Motorola to focus on customer requirements and identify the root causes of defects.
2) Six Sigma employs a DMAIC (Define, Measure, Analyze, Improve, Control) methodology to improve existing processes or a DMADV/DFSS (Define, Measure, Analyze, Design, Verify) methodology to develop new processes.
3) Six Sigma projects are led by Black Belts and Master Black Belts who are certified in the methodology. The Define stage establishes the project goals and scope
• Overall IT experience 14+ Yrs on implementation and Production support phases in Agile and Waterfall .Arvind is experienced Agile Scrum Master on implementation and Transformation phases ,IT-Project Manager– on Agile Distributed multi vendor, multi / HierarchicalPO, multiple geography environment ; Project Lead on (Waterfall)24*7 Production Support at PAN India Level for one of major Telecom client.
• As Scrum Master, Arvind delivered projects on various technology like SAP (Transformation from Waterfall to Agile), .NET, HYBRIS, APIGEE and Oracle eBS.
• Arvind is part of Agile Center of Excellence (CoE).
• Delivered trainings on Agile of ~90 hrs to Projects, teams, Clients and Green Filed.
• Experienced as a Sr. Research Fellow on Geographical Information System (GIS) and Remote Sensing with Indian Council of Agriculture Research (ICAR), Govt Of India.
2. PRINCE2
PRINCE2® integrated with Six-Sigma (DMAIC) (Processes)
(for Reference & Data Quality Projects)
One or more One or more
Stage #1 Stage #2 Management Stages Management Stages
Six-Sigma Six-Sigma Six-Sigma
Starting-up a (Measure)
Six-Sigma (Improve) (Control)
Project Initiation (Analyze)
(Improve)
Project Stage Measure Execute Data Develop the
Pre-project Execute Data
Execute Data
Mandate Remediation
Remediation Remediation Controls
Directing DP Give ad-hoc Direction Authorize Project Closure
Executive Authorize Authorize the Authorize a Stage
Senior Supplier(s) Initiation Project or Exception Plan
Senior User(s)
...
Managing SU SB SB SB ... CP
Project Manager IP CS CS
... CS
Delivering
Team Manager MP MP ... MP
SU – Staring MP – Managing IP – Initiating SB – Stage DP – Directing CS – Controlling CP – Closing
PRINCE2 up a Project Product Delivery a Project Boundaries a Project a Stage a Project
Six-Sigma
Attra Partners Limited is an affiliate of Rovsing Management A/S. PRINCE2® is a Registered Trademark of the
Rovsing Management A/S is an accredited ATO by the APMG on Office of Government Commerce in the
behalf of the OGC (Office of Government Commerce U.K.). United Kingdom and other countries.
3. PRINCE2
PRINCE2® integrated with Six-Sigma (DMAIC) (Processes)
(for Reference & Data Quality Projects)
NOTES:
The Six-Sigma Define phase is mapped onto the PRINCE2 Starting-Up a Project (SU) process. The specific activity
within SU (not shown in the diagram) being Prepare the Outline Business Case .
The Six-Sigma Measure and Analyze can be executed in Stage 2 of a PRINCE2 project (or split across a number of
Stages for very large and complex Data Quality remediation)
The Managing aStage Boundary (SB) at the end of Stage 2 gives the Project board the opportunity to review the
status and ensure that accurate analysis has been conducted, and that the ultimate root causes(s) have been
identified. Authorization to proceed to the next stage (Stage 3) can be given in the Directing a Project Process (DP)
within the Authorize a Stage or Exception Plan PRINCE2 activity.
Stage 3 can implement the Six-Sigma Improve phase, which is the heart of the data remediation and quality
improvement. It may also involve typically involve IT system enhancements and process improvements in order to
remediate the root cause of the data quality problems. Manual remediation efforts may also involve individuals from the
Senior User community to assist with data validation.
Stage 4 can implement the Six-Sigma Control phase which in this model represents the development of the necessary
Controls (not their implementation). The execution of the Controls can commence post Project Closure after hand-
over to the most relevant operations group (see next note)
During the PRINCE2 Closing a Project Process (CP), product handover is undertaken (via the Hand-Over Products
PRINCE2 activity within CP) and should include not only remediated data, but also the Controls developed during the
project. These Controls will be executed regularly by the operational groups in order to ensure that the data
remediation is permanent and no further data corruption occurs
Attra Partners Limited is an affiliate of Rovsing Management A/S. PRINCE2® is a Registered Trademark of the
Rovsing Management A/S is an accredited ATO by the APMG on Office of Government Commerce in the
behalf of the OGC (Office of Government Commerce U.K.). United Kingdom and other countries.
4. PRINCE2
(Organization)
PRINCE2® integrated with Six-Sigma (DMAIC)
(for Reference & Data Quality Projects)
Corporate or programme management
Project Board
Senior User(s) Senior Supplier(s)
Executive
Data Quality Stream Lead
Business Function Head IT Lead
(Head of Data Quality)
Asset Class Owner Offshore Lead 2
1 Business, User & Supplier Change Authority
Project Assurance
3 Project Manager
Project Support
Team Manager(s)
4 Team members
Typical User Assurance responsibilities can reside with a PRINCE2 qualification and a good appreciation of the
1 RTB/BAU (business as usual) reporting function 3 Six-Sigma philosophy are paramount.
In cases where a partially offshore/onshore model is 4 Team Members typically consist of strong Data Analysts.
2 adopted, board representation by a senior offshore lead is Some Data Modelling expertise may also be beneficial to
desirable help identify weaknesses in the current data landscape
Attra Partners Limited is an affiliate of Rovsing Management A/S. PRINCE2® is a Registered Trademark of the
Rovsing Management A/S is an accredited ATO by the APMG on Office of Government Commerce in the
behalf of the OGC (Office of Government Commerce U.K.). United Kingdom and other countries.