The document discusses principles of program governance, focusing on delivering value to support growth while reducing costs. It emphasizes transitioning from operational effectiveness to strategy-focused management by placing operations as the foundation and installing strategy, objectives and metrics. Governance aims to close common gaps by managing resources and services through leadership and stewardship. Key aspects of governance include strategic alignment, execution excellence, financial accountability, operational innovation, and executing strategy through repeatable processes.
As the large effort of a program, issues of conflict resolution, communication, benefit and change management are some of the main reasons program and project fails to delivery their outcomes.
The program governance integrates with the benefits management domain to help ensure that the program is continuously aligned with organizational strategy and that the intended value can still be achieved by the delivery of program benefits.
Balancing the elements of a program – strategic alignment, governance, stakeholder and benefit management - is the program manager's job.
In this presentation the attendees will have the satisfaction to see a real case framework to approach a program management so as to improve the delivery of intended benefits by setting-up a Project governance, stakeholder management, benefit and change management through a framework within which project decisions are made to improve program and project performances.
I am Continuously seeking to improve my competencies and skills to provide first class professional Project Management training courses; and develop my scope experience in Project Management functions.
I am confident that my innovative and results-focused approach would make significant contribution to the continued success of your organization.
this is the first presentations uploaded to Slide Share,
For more information do not hesitate to contact me.
Ahmad H. Maharma - PMP®
Ramallah, Palestine
Phone: + (972) (2) 2968644
Mobile: + (972) (599) 001155E-Mail: ahmad.maharma@gmail.com
The seventh lesson of the course on Planning and Managing Software projects (http://emanueledellavalle.org/Teaching/PMSP-2011-12.html) that I give at Politecnico di Milano.
What are the differences between project and program management? How are they similar? What strategies are necessary for a successful transition from one to the other?
This presentation will address those questions and in addition provide practical guide lines and tips to those individuals aspiring be successful program managers as well as organizations that are in transition.
As the large effort of a program, issues of conflict resolution, communication, benefit and change management are some of the main reasons program and project fails to delivery their outcomes.
The program governance integrates with the benefits management domain to help ensure that the program is continuously aligned with organizational strategy and that the intended value can still be achieved by the delivery of program benefits.
Balancing the elements of a program – strategic alignment, governance, stakeholder and benefit management - is the program manager's job.
In this presentation the attendees will have the satisfaction to see a real case framework to approach a program management so as to improve the delivery of intended benefits by setting-up a Project governance, stakeholder management, benefit and change management through a framework within which project decisions are made to improve program and project performances.
I am Continuously seeking to improve my competencies and skills to provide first class professional Project Management training courses; and develop my scope experience in Project Management functions.
I am confident that my innovative and results-focused approach would make significant contribution to the continued success of your organization.
this is the first presentations uploaded to Slide Share,
For more information do not hesitate to contact me.
Ahmad H. Maharma - PMP®
Ramallah, Palestine
Phone: + (972) (2) 2968644
Mobile: + (972) (599) 001155E-Mail: ahmad.maharma@gmail.com
The seventh lesson of the course on Planning and Managing Software projects (http://emanueledellavalle.org/Teaching/PMSP-2011-12.html) that I give at Politecnico di Milano.
What are the differences between project and program management? How are they similar? What strategies are necessary for a successful transition from one to the other?
This presentation will address those questions and in addition provide practical guide lines and tips to those individuals aspiring be successful program managers as well as organizations that are in transition.
ITVAMP creates as sample Gap Analysis for an organization that has some PMO areas but not an entire PMO. EPM is presented with Process Development deliverables. 2008
** PMP® Training: https://www.edureka.co/pmp **
This Edureka video on Project Management Tutorial will give you a complete insight of the fundamentals of Project Management along with its various phases and methodologies. This video will help you to learn following topics:
1. What is a Project?
2. Project Management
3. Advantages of Project Management
4. Skills Required for Project Manager
5. Project Management Phases
6. Project Knowledge Areas & Processes
7. Project Management Methodologies
Pmp(project management professional ) presentationgokula kannan
PMP stands for project management professional and professional certification for project management there offered by pmi .this is online preparation course
Il seminario presenta i concetti fondamentali e le tecniche di Project Management con esempi pratici che consentono una diretta applicazione delle tecniche esposte. I casi di studio sono sviluppati e gestiti in Microsoft Project al fine di agevolare la comprensione delle attività di pianificazione, monitoraggio e controllo, svolte dal Project Planner e Project Manager.
This presentation emphasizes the concept of project management and its evolution in different phases with the difference between traditional and project management.
A Project Management Office, abbreviated to PMO, is a group or department ... base project management principles on industry-standard methodologies. Daniel outlines best practices for a larger project team.
PRINCE2 is the world’s most practiced project management methodology. In this webinar, our PRINCE2 trainer, Karen Swanston, covers the core principles of PRINCE2 and helps to uncover why the methodology is so popular.
More info: www.ilxgroup.com
Watch the webinar:
https://www.youtube.com/watch?v=8-Msk4ff8ew&t=209s
Change occurs in almost every project. It may come in the form to increased project scope, decreased budgets, or accelerated timelines. With all of these opportunities for change, project managers must be prepared to adjust the project plan in response to change. Unfortunately, ineffective project change management practices is one of the most common sources of project failure. Project managers must become better equipped at responding to change in order to increase project success. In this presentation the need for project change management is identified and several tools and strategies for effectively dealing with project change are presented.
Lecture 05:Advanced Project Management PM Processes and FrameworkFida Karim 🇵🇰
Advanced Project Management PM Processes and Framework,
comprising a set of interrelated processes and tools, ranging from simple to complex, and is based on the accepted principles of management used for planning, estimating and controlling work activities with a view to developing specifically defined outputs that are to be delivered by a certain time, to a defined quality standard and with a given level of resources so that the project goal and outcomes/benefits are realized.
Effective project management is essential for the success of any project – whether in the private or public sectors – and irrespective of its category, size and complexity.
This presentation:
1. Introduces the concept and need of software project management.
2. Discusses the crucial role of project manager in the success and failure of a project.
3. Lays down the foundation for further training in project management area.
ITVAMP creates as sample Gap Analysis for an organization that has some PMO areas but not an entire PMO. EPM is presented with Process Development deliverables. 2008
** PMP® Training: https://www.edureka.co/pmp **
This Edureka video on Project Management Tutorial will give you a complete insight of the fundamentals of Project Management along with its various phases and methodologies. This video will help you to learn following topics:
1. What is a Project?
2. Project Management
3. Advantages of Project Management
4. Skills Required for Project Manager
5. Project Management Phases
6. Project Knowledge Areas & Processes
7. Project Management Methodologies
Pmp(project management professional ) presentationgokula kannan
PMP stands for project management professional and professional certification for project management there offered by pmi .this is online preparation course
Il seminario presenta i concetti fondamentali e le tecniche di Project Management con esempi pratici che consentono una diretta applicazione delle tecniche esposte. I casi di studio sono sviluppati e gestiti in Microsoft Project al fine di agevolare la comprensione delle attività di pianificazione, monitoraggio e controllo, svolte dal Project Planner e Project Manager.
This presentation emphasizes the concept of project management and its evolution in different phases with the difference between traditional and project management.
A Project Management Office, abbreviated to PMO, is a group or department ... base project management principles on industry-standard methodologies. Daniel outlines best practices for a larger project team.
PRINCE2 is the world’s most practiced project management methodology. In this webinar, our PRINCE2 trainer, Karen Swanston, covers the core principles of PRINCE2 and helps to uncover why the methodology is so popular.
More info: www.ilxgroup.com
Watch the webinar:
https://www.youtube.com/watch?v=8-Msk4ff8ew&t=209s
Change occurs in almost every project. It may come in the form to increased project scope, decreased budgets, or accelerated timelines. With all of these opportunities for change, project managers must be prepared to adjust the project plan in response to change. Unfortunately, ineffective project change management practices is one of the most common sources of project failure. Project managers must become better equipped at responding to change in order to increase project success. In this presentation the need for project change management is identified and several tools and strategies for effectively dealing with project change are presented.
Lecture 05:Advanced Project Management PM Processes and FrameworkFida Karim 🇵🇰
Advanced Project Management PM Processes and Framework,
comprising a set of interrelated processes and tools, ranging from simple to complex, and is based on the accepted principles of management used for planning, estimating and controlling work activities with a view to developing specifically defined outputs that are to be delivered by a certain time, to a defined quality standard and with a given level of resources so that the project goal and outcomes/benefits are realized.
Effective project management is essential for the success of any project – whether in the private or public sectors – and irrespective of its category, size and complexity.
This presentation:
1. Introduces the concept and need of software project management.
2. Discusses the crucial role of project manager in the success and failure of a project.
3. Lays down the foundation for further training in project management area.
Una pequeña reflexión sobre diferentes maneras de evitar que los perros manchen la calle con sus necesidades. Nos encontramos desde avisos procedentes de las autoridades, tanto apelando a la ley como premiando actitudes positivas, hasta carteles hechos por particulares.
When we hear that a proposed process, tool, method or any ideas is all about "risk management," check to see if it covers these areas. If not, the suggestion is not really about risk management.
We have lots data. Let’s use it create more credible estimates to help tame the growth beast. In spite the estimating community’s efforts to provide credible estimates, government programs still seem to deliver less than promised, cost more than planned, and take longer than needed. When estimates are consistently biased low:
- Decisions of choice are distorted
- Cost growth causes more growth as programs are stretched out to fund portfolios with fixed budgets
- Taxpayers become more cynical and negative about government
- The estimating community’s credibility is seriously questioned
Delivering programs with less capability than promised, while exceeding the cost and planned durations, distorts decision making, contributes to increasing cost growth to other programs, undermines the Federal government’s credibility with taxpayers and contributes to the public’s negative support for these programs.
Many reasons have been hypothesized and documented for cost and schedule growth. The authors review some of these reasons, and propose that government and contractors use the historical variability of the past programs to establish cost and schedule estimates at the outset and periodically update these estimates with up-to-date risks, to increase the probability of program success. For this to happen, the authors recommend changes to estimating, acquisition and contracting processes.
The Impedance Mismatch in Integrated Engineering Design Systems is an issue in the Integration of commercial off the shelf (COTS) components.
This issue is a member of the Impedance Mismatch
problems found when commercial off the shelf
components are assembled into systems.
This mismatch occurs when event, control sequence,
or data semantics of two or more participating application
domains are mismatched.
During the system integration process the impedance
mismatch must be addressed through some means,
either through an integration layer which hides the
mismatch or through an integrating service, such as
CORBA, which facilitates the impedance adaptation
between the applications.
Slides as given for the Feb. 12, 2014 talk at Bay Area Software Testers.
(btw, I failed to give credit for the "Stand Back!" t-shirt image, it was from the XKCD T-shirt here: http://store-xkcd-com.myshopify.com/products/try-science)
Also forgot reference to the paper on Fibonacci numbers in planning poker affecting estimates: http://simula.no/publications/Simula.simula.1282/simula_pdf_file
The use of an architecture–centered development process for delivering information technology began with the introduction of client / server based systems. Early client/server and legacy mainframe applications did not provide the architectural flexibility needed to meet the changing business requirements of the modern manufacturing organization. With the introduction of Object Oriented systems, the need for an architecture–centered process became a critical success factor. Object reuse, layered system components, data abstraction,
web based user interfaces, CORBA, and rapid development and deployment processes all provide economic
incentives for object technologies. However, adopting the latest object oriented technology, without an adequate understanding of how this technology fits a specific architecture, risks the creation of an instant legacy
system.
Avoid software project horror stories - check the reality value of the estima...Harold van Heeringen
Many large software projects turn into software horror stories, resulting in newspaper headlines and even political issues. Often, the project costs and schedule were estimated unrealistically optimistic, using immature estimation techniques. A relatively simple way to avoid many problems is to perform a reality check on the estimate. This presentation was given on the conference of the International Cost Estimating and Analysis Association (ICEAA2014), June 2014 (Denver, USA)
PM Chapter on Agile IT Project Management MethodsGlen Alleman
The nations prosperity depends of information technology (IT) software. The nation’s IT software industry depends on the timely delivery of high quality products to eager customers. This industry is slipping further behind in quality and timely delivery every year. The gap continues to grow.
NuStratis is a management consulting firm specializing in improving businesses. This a video testimonial from one of our clients. Visit us at nustratis.com
A Comprehensive Approach to Application Portfolio RationalizationCognizant
A comprehensive approach to application portfolio rationalization will enable organizations to maximize the business value of their applications and focus on strategic opportunities.
Operational Excellence: The New Lever for Profitability and Competitive Advan...FindWhitePapers
In this paper, we provide an overview on the importance of achieving operational excellence in the current economy and how to link strategy to operations as described by Drs. Kaplan & Norton in their new book The Execution Premium.
Project prioritization becomes more strategici-nexus
Very few organizations have the luxury of committing to a range of projects without having an effective way of prioritizing these. One could argue that this issue is more likely to be experienced by organizations that are relatively immature in their operational excellence or strategy execution journey. We’re not necessarily finding that. As companies continue to look to cut waste, improve efficiencies and improve the effectiveness of their strategy processes, project prioritization has become a hot topic.
As a Corporate Strategy Leader, you are under immense pressure to drive organizational success, align strategic initiatives, and ensure the effective allocation of resources to drive business outomes. OnePlan’s Strategic Portfolio Management Platform, powered by advanced AI, provides a comprehensive solution for managers looking to overcome these challenges with greater efficiency, insight, and impact. This webinar will explore how OnePlan’s SPM platform can transform strategic planning and execution within your organization. Learn How To:
Align Strategy and Execution: Discover how OnePlan ensures that every initiative aligns with your organization’s strategic objectives, optimizing outcomes and driving success.
Make Data-Driven Decisions: Learn how AI-powered analytics and predictive insights can empower managers to make informed decisions, anticipate future trends, and adapt strategies in real time.
Optimize Resources: Explore strategies for maximizing the use of available resources, reducing waste, and increasing ROI through intelligent planning and allocation features.
Collaborate with Transparency: Understand the importance of fostering a collaborative environment within the Corporate Strategy Office and across departments, facilitated by OnePlan’s centralized platform.
Manage Risk with Agility: See how OnePlan’s AI capabilities can help your team identify potential risks early, propose mitigation strategies, and maintain agility in the face of changing market conditions.
This webinar is designed for strategy executives, portfolio managers, and professionals involved in corporate planning and execution, who are looking to leverage advanced technologies to elevate their strategic processes and outcomes. Join us to uncover the transformative potential of OnePlan’s Strategic Portfolio Management Platform and AI for your Corporate Strategy Office.
If I am going to scale agile to most of my organization, what do we need to d...Premios Group
This report discusses some of the main challenges that organizations will face when applying executive-level strategic decision-making to a business value-driven software development group. Primarily, this report shares a new approach to portfolio management.
Download it here: http://www.softwarevalue.com/insights/publications/ta-archives/how-can-i-use-snap-to-improve-my-estimation-practices/
This presentation describes a powerful facilitated strategic planning workshop method that will assist your organization in addressing the issues raised on this page, and build a winning Information Governance (IG), Enterprise Content Management (ECM), or Records and Information Management (RIM) Strategy. This strategy will be used to guide your organization, or department, as it plans to initiate new programs and systems, or upgrade your current information management practices, content management systems and tools, or plan to improve your overall program maturity. You will learn the power of a strategic framework providing all of the strategic tools necessary to support your initiative, project, and implementation effort.
Embracing Change - The Impact of Generative AI on Strategic Portfolio ManagementOnePlan Solutions
The rapid emergence of Generative AI (GenAI) presents a transformative challenge and opportunity for strategic portfolio leaders. This webinar delves into how GenAI is reshaping the landscape of strategic planning and execution. As GenAI technology infiltrates the workplace, it introduces substantial knowledge and skills gaps that can hinder the efficiency of strategic portfolio management (SPM) if not promptly addressed.
Planning projects usually starts with tasks and milestones. The planner gathers this information from the participants – customers, engineers, subject matter experts. This information is usually arranged in the form of activities and milestones. PMBOK defines “project time management” in this manner. The activities are then sequenced according to the projects needs and mandatory dependencies.
Increasing the Probability of Project SuccessGlen Alleman
Risk Management is essential for development and production programs. Information about key cost, performance and schedule attributes are often uncertain or unknown until late in the program.
Risk issues that can be identified early in the program, which may potentially impact the program, termed Known Unknowns, can be alleviated with good risk management. -- Effective Risk Management 2nd Edition, Page 1, Edmund Conrow, American Institute of Aeronautics and Astronautics, 2003
Cost and schedule growth for complex projects is created when unrealistic technical performance expectations, unrealistic cost and schedule estimates, inadequate risk assessments, unanticipated technical issues, and poorly performed and ineffective risk management, contribute to project technical and programmatic shortfalls
From Principles to Strategies for Systems EngineeringGlen Alleman
From Principles to Strategies How to apply Principles, Practices, and Processes of Systems Engineering to solve complex technical, operational,
and organizational problems
Building a Credible Performance Measurement BaselineGlen Alleman
Establishing a credible Performance Measurement Baseline, with a risk adjusted Integrated Master Plan and Integrated Master Schedule, starts with the WBS and connects Technical Measures of progress to Earned Value
Capabilities‒Based Planning the capabilities needed to accomplish a mission or fulfill a business strategy
Only when capabilities are defined can we start with requirements elicitation
Starting with the development of a Rough Order of Magnitude (ROM) estimate of work and duration, creating the Product Roadmap and Release Plan, the Product and Sprint Backlogs, executing and statusing the Sprint, and informing the Earned Value Management Systems, using Physical Percent Complete of progress to plan.
Program Management Office Lean Software Development and Six SigmaGlen Alleman
Successfully combining a PMO, Agile, and Lean / 6 starts with understanding what benefit each paradigm brings to the table. Architecting a solution for the enterprise requires assembling a “Systems” with processes, people, and principles – all sharing the goal of business improvement.
This resource document describes the Program Governance Road map for product development, deployment, and sustainment of products and services in compliance with CMS guidance, ITIL IT management, CMMI best practices, and other guidance to assure high quality software is deployed for sustained operational success in mission critical domains.
Elevating Tactical DDD Patterns Through Object CalisthenicsDorra BARTAGUIZ
After immersing yourself in the blue book and its red counterpart, attending DDD-focused conferences, and applying tactical patterns, you're left with a crucial question: How do I ensure my design is effective? Tactical patterns within Domain-Driven Design (DDD) serve as guiding principles for creating clear and manageable domain models. However, achieving success with these patterns requires additional guidance. Interestingly, we've observed that a set of constraints initially designed for training purposes remarkably aligns with effective pattern implementation, offering a more ‘mechanical’ approach. Let's explore together how Object Calisthenics can elevate the design of your tactical DDD patterns, offering concrete help for those venturing into DDD for the first time!
Securing your Kubernetes cluster_ a step-by-step guide to success !KatiaHIMEUR1
Today, after several years of existence, an extremely active community and an ultra-dynamic ecosystem, Kubernetes has established itself as the de facto standard in container orchestration. Thanks to a wide range of managed services, it has never been so easy to set up a ready-to-use Kubernetes cluster.
However, this ease of use means that the subject of security in Kubernetes is often left for later, or even neglected. This exposes companies to significant risks.
In this talk, I'll show you step-by-step how to secure your Kubernetes cluster for greater peace of mind and reliability.
Dev Dives: Train smarter, not harder – active learning and UiPath LLMs for do...UiPathCommunity
💥 Speed, accuracy, and scaling – discover the superpowers of GenAI in action with UiPath Document Understanding and Communications Mining™:
See how to accelerate model training and optimize model performance with active learning
Learn about the latest enhancements to out-of-the-box document processing – with little to no training required
Get an exclusive demo of the new family of UiPath LLMs – GenAI models specialized for processing different types of documents and messages
This is a hands-on session specifically designed for automation developers and AI enthusiasts seeking to enhance their knowledge in leveraging the latest intelligent document processing capabilities offered by UiPath.
Speakers:
👨🏫 Andras Palfi, Senior Product Manager, UiPath
👩🏫 Lenka Dulovicova, Product Program Manager, UiPath
GraphRAG is All You need? LLM & Knowledge GraphGuy Korland
Guy Korland, CEO and Co-founder of FalkorDB, will review two articles on the integration of language models with knowledge graphs.
1. Unifying Large Language Models and Knowledge Graphs: A Roadmap.
https://arxiv.org/abs/2306.08302
2. Microsoft Research's GraphRAG paper and a review paper on various uses of knowledge graphs:
https://www.microsoft.com/en-us/research/blog/graphrag-unlocking-llm-discovery-on-narrative-private-data/
UiPath Test Automation using UiPath Test Suite series, part 4DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 4. In this session, we will cover Test Manager overview along with SAP heatmap.
The UiPath Test Manager overview with SAP heatmap webinar offers a concise yet comprehensive exploration of the role of a Test Manager within SAP environments, coupled with the utilization of heatmaps for effective testing strategies.
Participants will gain insights into the responsibilities, challenges, and best practices associated with test management in SAP projects. Additionally, the webinar delves into the significance of heatmaps as a visual aid for identifying testing priorities, areas of risk, and resource allocation within SAP landscapes. Through this session, attendees can expect to enhance their understanding of test management principles while learning practical approaches to optimize testing processes in SAP environments using heatmap visualization techniques
What will you get from this session?
1. Insights into SAP testing best practices
2. Heatmap utilization for testing
3. Optimization of testing processes
4. Demo
Topics covered:
Execution from the test manager
Orchestrator execution result
Defect reporting
SAP heatmap example with demo
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Generating a custom Ruby SDK for your web service or Rails API using Smithyg2nightmarescribd
Have you ever wanted a Ruby client API to communicate with your web service? Smithy is a protocol-agnostic language for defining services and SDKs. Smithy Ruby is an implementation of Smithy that generates a Ruby SDK using a Smithy model. In this talk, we will explore Smithy and Smithy Ruby to learn how to generate custom feature-rich SDKs that can communicate with any web service, such as a Rails JSON API.
Kubernetes & AI - Beauty and the Beast !?! @KCD Istanbul 2024Tobias Schneck
As AI technology is pushing into IT I was wondering myself, as an “infrastructure container kubernetes guy”, how get this fancy AI technology get managed from an infrastructure operational view? Is it possible to apply our lovely cloud native principals as well? What benefit’s both technologies could bring to each other?
Let me take this questions and provide you a short journey through existing deployment models and use cases for AI software. On practical examples, we discuss what cloud/on-premise strategy we may need for applying it to our own infrastructure to get it to work from an enterprise perspective. I want to give an overview about infrastructure requirements and technologies, what could be beneficial or limiting your AI use cases in an enterprise environment. An interactive Demo will give you some insides, what approaches I got already working for real.
Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
Key Trends Shaping the Future of Infrastructure.pdfCheryl Hung
Keynote at DIGIT West Expo, Glasgow on 29 May 2024.
Cheryl Hung, ochery.com
Sr Director, Infrastructure Ecosystem, Arm.
The key trends across hardware, cloud and open-source; exploring how these areas are likely to mature and develop over the short and long-term, and then considering how organisations can position themselves to adapt and thrive.
Software Delivery At the Speed of AI: Inflectra Invests In AI-Powered QualityInflectra
In this insightful webinar, Inflectra explores how artificial intelligence (AI) is transforming software development and testing. Discover how AI-powered tools are revolutionizing every stage of the software development lifecycle (SDLC), from design and prototyping to testing, deployment, and monitoring.
Learn about:
• The Future of Testing: How AI is shifting testing towards verification, analysis, and higher-level skills, while reducing repetitive tasks.
• Test Automation: How AI-powered test case generation, optimization, and self-healing tests are making testing more efficient and effective.
• Visual Testing: Explore the emerging capabilities of AI in visual testing and how it's set to revolutionize UI verification.
• Inflectra's AI Solutions: See demonstrations of Inflectra's cutting-edge AI tools like the ChatGPT plugin and Azure Open AI platform, designed to streamline your testing process.
Whether you're a developer, tester, or QA professional, this webinar will give you valuable insights into how AI is shaping the future of software delivery.
State of ICS and IoT Cyber Threat Landscape Report 2024 previewPrayukth K V
The IoT and OT threat landscape report has been prepared by the Threat Research Team at Sectrio using data from Sectrio, cyber threat intelligence farming facilities spread across over 85 cities around the world. In addition, Sectrio also runs AI-based advanced threat and payload engagement facilities that serve as sinks to attract and engage sophisticated threat actors, and newer malware including new variants and latent threats that are at an earlier stage of development.
The latest edition of the OT/ICS and IoT security Threat Landscape Report 2024 also covers:
State of global ICS asset and network exposure
Sectoral targets and attacks as well as the cost of ransom
Global APT activity, AI usage, actor and tactic profiles, and implications
Rise in volumes of AI-powered cyberattacks
Major cyber events in 2024
Malware and malicious payload trends
Cyberattack types and targets
Vulnerability exploit attempts on CVEs
Attacks on counties – USA
Expansion of bot farms – how, where, and why
In-depth analysis of the cyber threat landscape across North America, South America, Europe, APAC, and the Middle East
Why are attacks on smart factories rising?
Cyber risk predictions
Axis of attacks – Europe
Systemic attacks in the Middle East
Download the full report from here:
https://sectrio.com/resources/ot-threat-landscape-reports/sectrio-releases-ot-ics-and-iot-security-threat-landscape-report-2024/
State of ICS and IoT Cyber Threat Landscape Report 2024 preview
Principles of program governance
1. Principles of Program
Governance
Governance of enterprise
programs focuses on delivering
products or services to support
top line growth while moving
operational savings to the
Glen B. Alleman
bottom line.
Niwot Ridge Consulting
4347 Pebble Beach Drive
Niwot, Colorado 80503
2. The management of enterprise programs has various descriptions
depending on business domain, management style, and technical
products or services.
In an emerging market or expanding business domain, one
common attribute of any successful organization is the transition
from “operational effectiveness” to “strategy focused.”
These firms do not abandon their operational excellence roots.
Rather they place these operational activities in their proper place
– as the foundation of a Strategy Focused Organization.
Strategy, objectives, and their measurement processes are
installed for managing the operational effectiveness of the
organization in the presence of this transition process.
The first step in this process is the realization the difference
between operational effectiveness and strategy. Operational
Effectiveness is necessary, but Strategy provides the means to
differentiate a firm from its competition.
3. Drivers for Governance
Situation Beneficial Outcome
Weak leverage of resources “Value engineering” redirects
creates the perception that the project to focus on cost
governance is a cost rather and productivity management
than an asset
The role of business Silos of processes are moved
processes have moved to the to the enterprise level for
enterprise level lateral deployment rather than
vertical isolation
Cost of poor governance Making costs and delivered
obscures the traceability of value fully visible allows all
value of investments to their stakeholders to see the
benefits returns on the balance sheet
4. Developing a Strategy Focused Organization produces a change
in the behavior of Program Management. Instead of “managing”
the operations in a static role, Program leadership now “governs”
resources and services through leadership as well as stewardship.
The desire to close the common operational gaps found in many
organizations is the motivation for this governance approach.
Program Management operations are many times seen as a
“cost center.” This cost center view comes about because
there is no traceability between costs and business value.
Traditional Program Management systems have “grown up” in
operational silos. Transforming these silos to “enterprise”
enablers is the goal of program governance.
Visibility into all costs, including Program Management costs
is mandatory for all responsible companies.
5. The Role of Governance
“Fact based” strategy setting
Manage from the customer’s point of view within the
corporate framework
Drive participation of senior management
Be both strategic and tactical
Trace all costs to business value in all activities
Provide iterative and incremental improvements
Treat architecture, technology and security as
enterprise issues
Install, motivate, and lead a high performance
organization
6. Governance fills the gaps that naturally form between business
and technical domains and between management and strategy.
In traditional operations technology and business are readily
visible to senior management. What’s missing is visibility into the
activities in the “white space” between technology and business.
Managing these gaps is the role of the Governance
The “alignment gap” appears when investments are not
traceable to business strategy.
The “execution gap” appears when those tasked with
delivering products and services don’t have a clear “line of
sight” to the corporate strategy.
The “innovation gap” appears when leadership and staff are
not connected to the needs of the market, emerging
technologies and the investment strategies for future needs.
7. The Role of Governance
Business Mission
Provide Leadership and Management
Leadership
Alignment Strategic
Gap Alignment
of across all activities
Strategy
Governance
Execution Execution
Gap Excellence
Management
Architecture
Innovation Innovative
Gap Solutions
Product / Services
8. Getting “aligned” is not an event, it is a continuous improvement
process. Alignment must be tested through strategies, objectives,
and metrics.
Alignment starts with the business leadership team.
Build consensus and commitment around the strategy
Executive participation in the strategy formulation
Executive education regarding strategy implementation
Understand the benefits of a strategy focused organization
How will the strategy benefit an individual department or
function?
How will strategy help achieve to overall mission of the
firm?
Demonstrate the power of a strategy
Require participation and stewardship from all
stakeholders
9. Strategic Alignment …
“Aligns” initiatives with business objectives
“Ties” system planning processes to
business growth plan and bookable benefits
“Manages” enterprise initiatives through
portfolios of projects in support of strategic
objectives
“Informs” management of the activities and
results of investment
10. Before projects can be identified to fulfill the strategic needs of the
firm, an understanding of their performance measures, connection
to strategy, and their past performance is needed.
Project Portfolio Management is one means of integrating these
needs:
Project delivery is more than schedule and budget compliance.
Projects must deliver the right value to the business
processes, at the right time, for the right solution – creating
“value” not just benefits.
Benefits are bookable on the balanced sheet. Value is visible
to the market and customers.
This “value creation” process is more than just “keeping on
schedule.” It is about understanding the business needs.
This understanding comes from “knowing” the business
beyond specifying the technical details of a software system.
The leader must be an integral part of the process
development process.
11. Portfolio Management
Prioritizes and selects initiatives
Understands how non–discretionary
budget supports the bottom line
Uses discretionary budget to increase
the top line or remove cost from
product stream
Directly measures the impact of
spending on the balance sheet
12. Once the specific needs of the organization are identified,
prioritization of the solutions takes place. This “selection” process
has many challenges.
Defining the “value” of a project must connect the investment
with its contribution to strategic goals. Simple monetary returns
are necessary but not sufficient.
Quantifying the benefits must consider financial, customer
satisfaction, investment returns, strategic positioning,
competitive assessment, and other intangible benefits to the
firm. “Real options” is one quantification method used to
produce tangible assessments in the presence of uncertainty.
Balancing need for systems with the capacity to deliver is a
continuous process.
Continually assessing the portfolio of projects and their
contribution to the corporate strategy is the role of senior
management.
13. Project Selection & Prioritization
Challenges to Excellence Strategies for Delivery
Use a uniform and consistent
Selecting the best valued
project selection process
projects
based on defined metrics
Quantifying benefits as a
Define weighted paired
basis of constructing a
comparison analysis process
portfolio
Balance demand within Formal reserve list available
limited appropriations and when more funds become
investments available
A view of the portfolio as new Incorporate reporting and
projects are initiated resource management.
14. There are four basic project types in any modern organization
providing mission critical services.
Type I – Projects essential for the firm to remain in business
and provide a unique service or product. These projects form
the basis of normal operations. Without these projects the firm
can not continue to prosper and grow.
Type II – Projects that have to be done, but don’t differentiate
the firm in the marketplace. These are “daily operations” or
regulatory compliance projects.
Type III – Projects that are not essential, but create an
advantage for the firm. These are “experimental” projects to
test new strategies, evaluate opportunities, or simply to explore
new avenues of product and service delivery.
Type IV – The business would survive without these projects.
These are projects that must be avoided.
15. Project Criteria
Type II Type I
Projects that have to be Essential projects for the
done, but don’t firm to remain in business
differentiate the firm in the and provide a unique
marketplace service or product
Critical to the Mission
Type IV Type III
The business would Project is not essential, but
survive without these creates an advantage for
projects the firm
Differentiating to the business in the marketplace
16. In order for any organization to be considered part of the corporate
strategy its financial affairs must be kept in order.
At best projects alone are a 2nd order impact on profitability. 1st
order impacts come from revenue, sales margins, volume,
supplier costs and other direct cost structures.
For project to fully participate in the corporate strategy,
traceability from investment to value creation is needed.
This traceability starts with a detailed understanding of the cost
structure of services. Not just cost, but the structure of those
costs and each cost’s contribution to value creation.
Seeing projects as “factories” that produce consumable items
for a specific “cost of goods,” is a starting point.
Projects can then be put on the same “unit of measure” footing
as other products and services of the firm.
17. Financial Accountability
Accurately measures the impact of any
project on investments
Focuses on selection and prioritization
Categorizes investments as …
Fundamental to the business
Innovative the business
Growing the business
Rational experiments
18. Balanced Scorecard is a means of connecting strategy with
operational excellence.
Any modern firm is expected to be competitive, accountable,
customer–friendly, and fiscally responsible.
The external world is highly unstable, so planning systems
must deal with this uncertainly. Rapidly changing technologies
are only the start of this uncertainty.
Research shows 9 out of 10 firms fail to execute on their
strategy:
Only 5% of the work force understands the strategy
Only 25% of the managers have personal objectives and
incentives linked to strategy
60% of organizations don’t link budgets to strategy
85% of executive teams spend less than one hour per
month discussing strategy
19. Balanced Scorecard Approach
Mobilize change and improvement through
executive leadership
Translate the strategy to operational terms
Align the organization to the strategy
Motivate by making strategy everyone’s job
Learn and adapt through continuous
improvement process
Govern to make strategy a continual
process
20. Creating a performance based organization based on “business
performance” as well as “technical performance” requires several
critical principles to be followed.
Translate the strategy to operational terms, so everyone can
understand the goals of the larger firm.
Link and align the organization around the strategy to create a
“line of sight” from the board room to the computer room.
Make strategy everyone's job through personal contribution to
strategic implementation.
Make strategy a continuous process through organizational
learning and adapting.
Provide an agenda for change for executive leadership top
mobilize this change.
21. Scorecard Metrics
Move away from the “cost center” paradigm
and toward the “value creation” paradigm
Link what a project does and what a project
does for the business
Recognize that every investment must
create value – infrastructure is the cost of
doing business, but it can still be measured
Produce measures that the CEO, CFO,
Board, and shareholders actually care about
22. In many business domains operational excellence is seen as a
“back office” attribute. Operations are out of sight and many times
out of mind.
Senior managers usually focus on strategy, planning, budgeting,
and other “capital” based decision making. At times this leaves
operations as a second class citizen.
In the project domain, operations is a critical success factor for the
firm. But operations must also provide a platform for strategy,
planning, budgeting and other “capital” based decision making
processes.
Without a stable, reliable, scalable, and secure operations
organization, the expansion of any firm is at risk.
It is through “operational innovation,” that expansion can be
implemented. Simple scaling laws prevent a linear example in
most business domains. Something new is needed.
23. Operational Excellence
Applications development and deployment
based on a repeatable Software
Development Life Cycle
Production management tied to business
processes
Technical architecture assures operational
integrity
Security actively managed as a first priority
24. Conventional implementation of products or services often lead to
failure in the presence of “disruptive” markets. Firms that follow
traditional implementation methodologies inevitably take too long
getting to market with their products and services.
When traditional methods are applied in a domain, there is too
much to be done, too many systems to be integrated, taking too
long for the benefits to flow to the bottom line.
Building software systems to meet the needs of a “disruptive”
market requires innovation to delivery services.
This innovative approach should be:
Iterative and incremental
Built on direct feedback from customers
Break large scale deployments into a series of limited releases
Continually reaffirm that delivered value matches the strategy
25. Operational Innovation
Invention and deployment of new ways
of doing things
Acknowledge the core value–creating
work of operations
Acknowledge operational performance
as a driver of financial results
Look for process breakthroughs to
gain traction across the organization
26. The active promotion and execution of a Strategy Focused
organization starts with awareness.
All employees have “top of the mind” awareness of strategy.
Strategic priorities are repeatedly communicated through
multiple media outlets.
Department, Team, and Individual goals are aligned with the
strategy
Departments, Teams, and Individuals have a feedback forum
in which their ideas are heard and acted on.
In a successful IT–Enabled organization, the “critical few” must
continually focus the “operational many” on the goal of
differentiating the organization to create a competitive advantage.
This does not mean separation of roles or a hierarchy of
“knowing”.
It does mean that executing strategy is just a critical a job as
delivering products and services.
27. Executing the Strategy
Strategic Outcomes
Mission and Business critical
Mission and results aligned with Business
Customer Results
Business Results Strategy measured from the
customer’s perspective.
Value Direct effects of day–to–day
activities and broader
processes driven by the
Processes and desired outcomes.
Activities Mode of delivery and business
processes driven by strategy
Value Key enablers measured
through their contribution to
outputs and outcomes.
Human Other Fixed
Technology
Capital Assets
28. The process of governance must be repeatable. Not just
repeatable across the organization, but repeatable in time.
Governance is possessing core competencies to manage both
tangible and intangible assets:
Management of tangible assets
Managing quality
Managing risk
Managing money
Managing technology
Management of intangible assets
Managing strategy
Managing people
Managing customers
These core competencies are operate inside a repeatable
governance process to produce a “center of excellence.”
29. Repeatable Processes
A process to mobilize the organization to
Mobilize be strategy focused
A process to describe and communicate
Translate the strategy inside and outside a project
A process to align projects around the
Align corporate strategy
A process to ensure personal objectives
Motivate and incentives are supporting the strategy
An integrated reporting and decision
Govern making process to senior management