https://www.wrike.com - Traditional project management (PM) meant big projects, strict hierarchy and top-down planning. Today it’s vital to be quickly adjustable hence bureaucracy yields to collaboration. Smaller projects take fewer resources yet work out better than big ones. Successful teams turn out to be more productive via blogs, wikis and collaboration tools. Find out how you can upgrade your PM practices to 2.0.
Agile is a philosophy for delivering solutions that embraces and promotes evolutionary change throughout the life-cycle of a product. Many teams and organizations have been using Agile to, deliver software more timely, increase quality, and ultimately increase customer satisfaction.
These planning levels were originally described by Hubert Smits in the whitepaper "5 Levels of Agile Planning: From Enterprise Product Vision to Team Stand-up".
Lean Startup + Story Mapping = Awesome Products FasterBrad Swanson
To deliver the right outcomes, you need to learn your customers needs and validate your assumptions as early as possible. This means getting an early version of your product completed to start testing, validating and improving. This session will demonstrate how to combine Lean Startup and User Story Mapping techniques to determine where to start and how to learn early and often.
Participants will start with a partially completed Lean Canvas to flesh out and then define a product roadmap by building a Story Map. We will use Lean Startup concepts of Minimal Viable Product (MVP) and validated learning to focus on outcome over output.
Learning objectives:
Understand the importance of accelerated learning and techniques to achieve it
How a Lean Canvas can help shape your product vision and MVP
How to build a story map to create a product roadmap
How to use a story map to validate your users' journey
Agile Everywhere!
Henrik Kniberg talks about how his journey implementing agile & lean methods at Spotify and Lego helped him apply agility in new & unexpected fields. Henrik will share his vision on how agility may evolve in the future and affect various areas of our lives.
About Henrik Kniberg
Henrik Kniberg is an Agile/Lean coach at Crisp in Stockholm, working primarily with Lego and Spotify. He enjoys helping companies succeed with both the technical and human sides of software development. During the past 15 years he has been CTO of 3 Swedish IT companies and helped many more get started with Agile and Lean software development.
Henrik is former board member of the Agile Alliance and works regularly with Mary Poppendieck, Jeff Sutherland, and other thought leaders. He is the author of “Scrum and XP from the Trenches” and “Kanban and Scrum, making the most of both” and “Lean from the Trenches“. These books are available in over 12 languages, have over 500,000 readers, and are used as primary guide to Agile and Lean software development by hundreds of companies worldwide. Henrik also created the viral animated videos “Agile Product Ownership in a Nutshell” and “Spotify Engineering Culture“.
What are the differences between KPI and OKR frameworks?
OKRs identifies the main objective as well as the key results — the framework and the way to get there. To achieve the objectives identified with OKR, teams must establish measurable actions to take in order to achieve high-level goals. OKRs are often highly ambitious and are designed to align and push the company into full-gear as a cohesive unit, but also give individual contributors autonomy, which encourages innovation on the road to goal achievement.
cPrime is an Atlassian Platinum and Enterprise expert that offers a wide range of Atlassian training on numerous platforms. In this webinar, we will provide a synopsis and preview of our most popular course, JIRA System Admin.
cPrime has developed a JIRA Administrators course that will challenge you to understand why there is a full time role dedicated to Jira Administration in companies. You will learn every object in the tool from the ground up to formulate a mind map of the entire architecture that makes this tool unique, customizable and a focal point of value. You will learn how to scale the product, how to build items for reuse and to articulate needs of clients to the technical implementation.
10 steps to a successsful enterprise agile transformation global scrum 2018Agile Velocity
Presented at Scrum Gathering Minneapolis, Senior Agile Coach and Trainer Mike Hall provides leaders and managers 10 steps to a successful enterprise Agile transformation.
Agile is a philosophy for delivering solutions that embraces and promotes evolutionary change throughout the life-cycle of a product. Many teams and organizations have been using Agile to, deliver software more timely, increase quality, and ultimately increase customer satisfaction.
These planning levels were originally described by Hubert Smits in the whitepaper "5 Levels of Agile Planning: From Enterprise Product Vision to Team Stand-up".
Lean Startup + Story Mapping = Awesome Products FasterBrad Swanson
To deliver the right outcomes, you need to learn your customers needs and validate your assumptions as early as possible. This means getting an early version of your product completed to start testing, validating and improving. This session will demonstrate how to combine Lean Startup and User Story Mapping techniques to determine where to start and how to learn early and often.
Participants will start with a partially completed Lean Canvas to flesh out and then define a product roadmap by building a Story Map. We will use Lean Startup concepts of Minimal Viable Product (MVP) and validated learning to focus on outcome over output.
Learning objectives:
Understand the importance of accelerated learning and techniques to achieve it
How a Lean Canvas can help shape your product vision and MVP
How to build a story map to create a product roadmap
How to use a story map to validate your users' journey
Agile Everywhere!
Henrik Kniberg talks about how his journey implementing agile & lean methods at Spotify and Lego helped him apply agility in new & unexpected fields. Henrik will share his vision on how agility may evolve in the future and affect various areas of our lives.
About Henrik Kniberg
Henrik Kniberg is an Agile/Lean coach at Crisp in Stockholm, working primarily with Lego and Spotify. He enjoys helping companies succeed with both the technical and human sides of software development. During the past 15 years he has been CTO of 3 Swedish IT companies and helped many more get started with Agile and Lean software development.
Henrik is former board member of the Agile Alliance and works regularly with Mary Poppendieck, Jeff Sutherland, and other thought leaders. He is the author of “Scrum and XP from the Trenches” and “Kanban and Scrum, making the most of both” and “Lean from the Trenches“. These books are available in over 12 languages, have over 500,000 readers, and are used as primary guide to Agile and Lean software development by hundreds of companies worldwide. Henrik also created the viral animated videos “Agile Product Ownership in a Nutshell” and “Spotify Engineering Culture“.
What are the differences between KPI and OKR frameworks?
OKRs identifies the main objective as well as the key results — the framework and the way to get there. To achieve the objectives identified with OKR, teams must establish measurable actions to take in order to achieve high-level goals. OKRs are often highly ambitious and are designed to align and push the company into full-gear as a cohesive unit, but also give individual contributors autonomy, which encourages innovation on the road to goal achievement.
cPrime is an Atlassian Platinum and Enterprise expert that offers a wide range of Atlassian training on numerous platforms. In this webinar, we will provide a synopsis and preview of our most popular course, JIRA System Admin.
cPrime has developed a JIRA Administrators course that will challenge you to understand why there is a full time role dedicated to Jira Administration in companies. You will learn every object in the tool from the ground up to formulate a mind map of the entire architecture that makes this tool unique, customizable and a focal point of value. You will learn how to scale the product, how to build items for reuse and to articulate needs of clients to the technical implementation.
10 steps to a successsful enterprise agile transformation global scrum 2018Agile Velocity
Presented at Scrum Gathering Minneapolis, Senior Agile Coach and Trainer Mike Hall provides leaders and managers 10 steps to a successful enterprise Agile transformation.
From Product Strategy to Backlog: Best Practices for Integrating Aha! Roadmap...Cprime
More than 5,000 companies choose Aha! Roadmaps for setting brilliant strategy, prioritizing features, and sharing visual plans. Product teams rely on robust integrations with leading development tools like Jira. They use these to share prioritized work with engineering and track progress against their roadmap in real-time.
Aha! expert Shawn Zenz and Cprime product coach Chris Poole will discuss product management best practices and demonstrate the most effective integration configurations.
You will learn how to:
- Set product strategy, plan releases, and prioritize features in Aha! Roadmaps
- Send features to your development team in Jira for implementation
- Monitor progress and track value creation
Download the associated webinar here: https://www.cprime.com/resource/webinars/from-product-strategy-to-backlog-best-practices-for-integrating-aha-roadmaps-with-jira/
Portfolio Management in an Agile World - Rick AustinLeadingAgile
When organizations move to agile for software delivery, there is often tension with traditional portfolio management. Rick Austin illustrates how an organization can move from traditional portfolio management approaches to one that embraces agile software delivery. Doing so enables organizations to become predictable, improve the flow of value delivered, and pivot more quickly if necessary.
OKR Best Practices. Useful tips for creating Objectives & Key ResultHenrik Dannert
Keep your employees Focused, Motivated and Aligned. OKRs make workflow transparent, synchronized between teams and concentrated on the common goal
Our OKR Book includes all the things you need to know about OKR, answers to common questions and comments from seasoned HR-consultants. It will help you understand the OKR framework and how to implement it in your company.
Exploring Agile Transformation and Scaling PatternsMike Cottmeyer
The goal of any enterprise agile adoption strategy is NOT to adopt agile. Companies adopt agile to achieve better business outcomes. Large organizations have no time for dogma and one-size-fits-all thinking when it comes to introducing agile practices. These companies need pragmatic guidance for safely and incrementally introducing structure, principles, and ultimately practices that will result in greater long term, sustainable business results. This talk will introduce a framework for safely, pragmatically, and incrementally introducing agile to help you achieve your business goals.
User Story Mapping, Discover the whole storyJeff Patton
Variations of these slides have been used in a variety of talks.
These slides support discussions on why stories work, and when they don't. And, on story mapping, how and why it works.
Learn to use the user story backlog as a way to describe user’s experience with your product.
Section 1: Importance of Product Owners Roll.
Identifying Scrum’s Product Owners roll.
Diagrammatic representation of PO Activities.
Diagrammatic representation of Product Feature Development tracks.
Section 2: User stories & Product Backlog Management.
Agile User Stories overview .
Acceptance Criteria.
Backlog Management.
Section 3: Project Scope, Product Backlog and Story Mapping.
User Story Mapping Steps.
Story Mapping example with valuable releases.
Benefits of User Story Mapping.
When scaling Agile, an effective Scrum of Scrums is fundamental to success. This presentation covers common patterns for Scrum of Scrums, with varied purpose and format. Successful practices, learned experience, potential anti-patterns, and alternatives to Scrum of Scrums are included.
Presented at Agile New England as an ANE 101 session on 4 February 2021.
A Leadership Survival Guide to Transformation - Aldo Rall & Andy Cooper - Agi...AgileNZ Conference
Agile has become a source of disruption to organisations and leadership. Prevailing trends shows that organisations are de-layering and some are even decimating their hierarchies. This disruption driven by Agile and, more recently, DevOps and Agile Scaling, challenges tradition; there is a call for wider skill sets and controlled, sustainable transformations, pushing leadership and organisations into wider and often conflicting and ambiguous contexts.
About Aldo Rall & Andy Cooper:
Aldo has over 18 years’ experience in a range of industries including financial services, healthcare, IT, management consulting and education in Australia, New Zealand, South Africa and the UK. He's worked with a range of clients on Agile transformations as an Agile and Testing Coach. Aldo remains fascinated with continuous change in industry, which ensures there is always something new to learn, regardless of experience levels or qualifications. Over time, Aldo has honed his skills in the practical elements of developing working software but his greatest passion lies in the people dimension of the people-process-technology mix and how this translates into successful IT strategy, teams, projects and practitioners.
Andy Cooper is the Group Manager Global for Software Education. Andy is responsible for developing SoftEd’s training and consulting business outside of Australia and New Zealand and works with clients developing their agility around the world. Andy has a strong interest in Agility for Business as an Agile Marketer at CA Technologies and was a track lead on the Business Agility Track for the International Consortium for Agile (ICAgile). Andy has over 20 years' experience working for technology companies such as CA, Oracle and Informix in business and consulting roles and has managed and worked in teams spanning NZ, Australia, Asia and the US.
Objectives and Key Results (OKR) is a popular leadership process for setting, communicating and monitoring quarterly goals and results in organizations. I have summarized the overview of OKR and key points to implement to an organization through my experience to launch it to my company.
This Toolkit was created after 1,100+ hours of work by ex-McKinsey, Deloitte & BCG Consultants specialized in Project Management. It is considered the world's best & most comprehensive Project Management Toolkit. It includes all the Frameworks, Tools & Templates required to improve the Project Management Capability of your organization & excel as a Project Manager. Powerpoint and Excel version Downloadable at www.slidebooks.com
This slide gives an excellent overview of Agile Planning and Estimation.
Will be really helpful, if presented to a Scrum/Agile Team to understand activities related to Release Planning, Sprint Planning and Estimation
Project Management is a well defined concept found in many guidebooks and Bodies of Knowledge. Putting these guides and BOK’s to work for the benefit of the enterprise is the role of Project Governance
Lean Portfolio Strategy Part 2: Shifting from Imitation to Real LPM - The Mov...Cprime
Download the associated webinar: https://www.cprime.com/resource/webinars/lean-portfolio-strategy-part-2-shifting-from-imitation-to-real-lpm-the-move-to-true-value-streams/
Lean Portfolio Management (LPM) is touted as a world-changing paradigm. A shift that promises to boost productivity, time to market, quality, customer satisfaction, revenue, and a host of other vital business metrics. It promises to transform the organization to a leaner, more agile version of itself, primed to innovate effortlessly and outperform its competition at every turn.
Most organizations who have tried to establish LPM find the reality to be more nuanced than that. These companies end up implementing “Imitation LPM” where actions and some process changes may be in place and functioning, but the real promise of LPM- the increased agility and reduced waste- is not occurring.
Real LPM assumes that work is funded by value streams with teams organized around delivery of products and services that are valuable to customers. This is, perhaps, the hardest part of implementing LPM.
In part 1 of this webinar we explored how signs of imitation LPM show up in an organization’s approach to strategy. In this second of our series, we join Michiko Quinones (Jira Align Consultant) and Jean Dahl (General Manager, Scaled Agility) to explore:
- How to organize around value streams
- Real world examples of organizations who have successfully shifted from imitation value streams to true value streams
- The impact to funding and budgeting cycles
From Product Strategy to Backlog: Best Practices for Integrating Aha! Roadmap...Cprime
More than 5,000 companies choose Aha! Roadmaps for setting brilliant strategy, prioritizing features, and sharing visual plans. Product teams rely on robust integrations with leading development tools like Jira. They use these to share prioritized work with engineering and track progress against their roadmap in real-time.
Aha! expert Shawn Zenz and Cprime product coach Chris Poole will discuss product management best practices and demonstrate the most effective integration configurations.
You will learn how to:
- Set product strategy, plan releases, and prioritize features in Aha! Roadmaps
- Send features to your development team in Jira for implementation
- Monitor progress and track value creation
Download the associated webinar here: https://www.cprime.com/resource/webinars/from-product-strategy-to-backlog-best-practices-for-integrating-aha-roadmaps-with-jira/
Portfolio Management in an Agile World - Rick AustinLeadingAgile
When organizations move to agile for software delivery, there is often tension with traditional portfolio management. Rick Austin illustrates how an organization can move from traditional portfolio management approaches to one that embraces agile software delivery. Doing so enables organizations to become predictable, improve the flow of value delivered, and pivot more quickly if necessary.
OKR Best Practices. Useful tips for creating Objectives & Key ResultHenrik Dannert
Keep your employees Focused, Motivated and Aligned. OKRs make workflow transparent, synchronized between teams and concentrated on the common goal
Our OKR Book includes all the things you need to know about OKR, answers to common questions and comments from seasoned HR-consultants. It will help you understand the OKR framework and how to implement it in your company.
Exploring Agile Transformation and Scaling PatternsMike Cottmeyer
The goal of any enterprise agile adoption strategy is NOT to adopt agile. Companies adopt agile to achieve better business outcomes. Large organizations have no time for dogma and one-size-fits-all thinking when it comes to introducing agile practices. These companies need pragmatic guidance for safely and incrementally introducing structure, principles, and ultimately practices that will result in greater long term, sustainable business results. This talk will introduce a framework for safely, pragmatically, and incrementally introducing agile to help you achieve your business goals.
User Story Mapping, Discover the whole storyJeff Patton
Variations of these slides have been used in a variety of talks.
These slides support discussions on why stories work, and when they don't. And, on story mapping, how and why it works.
Learn to use the user story backlog as a way to describe user’s experience with your product.
Section 1: Importance of Product Owners Roll.
Identifying Scrum’s Product Owners roll.
Diagrammatic representation of PO Activities.
Diagrammatic representation of Product Feature Development tracks.
Section 2: User stories & Product Backlog Management.
Agile User Stories overview .
Acceptance Criteria.
Backlog Management.
Section 3: Project Scope, Product Backlog and Story Mapping.
User Story Mapping Steps.
Story Mapping example with valuable releases.
Benefits of User Story Mapping.
When scaling Agile, an effective Scrum of Scrums is fundamental to success. This presentation covers common patterns for Scrum of Scrums, with varied purpose and format. Successful practices, learned experience, potential anti-patterns, and alternatives to Scrum of Scrums are included.
Presented at Agile New England as an ANE 101 session on 4 February 2021.
A Leadership Survival Guide to Transformation - Aldo Rall & Andy Cooper - Agi...AgileNZ Conference
Agile has become a source of disruption to organisations and leadership. Prevailing trends shows that organisations are de-layering and some are even decimating their hierarchies. This disruption driven by Agile and, more recently, DevOps and Agile Scaling, challenges tradition; there is a call for wider skill sets and controlled, sustainable transformations, pushing leadership and organisations into wider and often conflicting and ambiguous contexts.
About Aldo Rall & Andy Cooper:
Aldo has over 18 years’ experience in a range of industries including financial services, healthcare, IT, management consulting and education in Australia, New Zealand, South Africa and the UK. He's worked with a range of clients on Agile transformations as an Agile and Testing Coach. Aldo remains fascinated with continuous change in industry, which ensures there is always something new to learn, regardless of experience levels or qualifications. Over time, Aldo has honed his skills in the practical elements of developing working software but his greatest passion lies in the people dimension of the people-process-technology mix and how this translates into successful IT strategy, teams, projects and practitioners.
Andy Cooper is the Group Manager Global for Software Education. Andy is responsible for developing SoftEd’s training and consulting business outside of Australia and New Zealand and works with clients developing their agility around the world. Andy has a strong interest in Agility for Business as an Agile Marketer at CA Technologies and was a track lead on the Business Agility Track for the International Consortium for Agile (ICAgile). Andy has over 20 years' experience working for technology companies such as CA, Oracle and Informix in business and consulting roles and has managed and worked in teams spanning NZ, Australia, Asia and the US.
Objectives and Key Results (OKR) is a popular leadership process for setting, communicating and monitoring quarterly goals and results in organizations. I have summarized the overview of OKR and key points to implement to an organization through my experience to launch it to my company.
This Toolkit was created after 1,100+ hours of work by ex-McKinsey, Deloitte & BCG Consultants specialized in Project Management. It is considered the world's best & most comprehensive Project Management Toolkit. It includes all the Frameworks, Tools & Templates required to improve the Project Management Capability of your organization & excel as a Project Manager. Powerpoint and Excel version Downloadable at www.slidebooks.com
This slide gives an excellent overview of Agile Planning and Estimation.
Will be really helpful, if presented to a Scrum/Agile Team to understand activities related to Release Planning, Sprint Planning and Estimation
Project Management is a well defined concept found in many guidebooks and Bodies of Knowledge. Putting these guides and BOK’s to work for the benefit of the enterprise is the role of Project Governance
Lean Portfolio Strategy Part 2: Shifting from Imitation to Real LPM - The Mov...Cprime
Download the associated webinar: https://www.cprime.com/resource/webinars/lean-portfolio-strategy-part-2-shifting-from-imitation-to-real-lpm-the-move-to-true-value-streams/
Lean Portfolio Management (LPM) is touted as a world-changing paradigm. A shift that promises to boost productivity, time to market, quality, customer satisfaction, revenue, and a host of other vital business metrics. It promises to transform the organization to a leaner, more agile version of itself, primed to innovate effortlessly and outperform its competition at every turn.
Most organizations who have tried to establish LPM find the reality to be more nuanced than that. These companies end up implementing “Imitation LPM” where actions and some process changes may be in place and functioning, but the real promise of LPM- the increased agility and reduced waste- is not occurring.
Real LPM assumes that work is funded by value streams with teams organized around delivery of products and services that are valuable to customers. This is, perhaps, the hardest part of implementing LPM.
In part 1 of this webinar we explored how signs of imitation LPM show up in an organization’s approach to strategy. In this second of our series, we join Michiko Quinones (Jira Align Consultant) and Jean Dahl (General Manager, Scaled Agility) to explore:
- How to organize around value streams
- Real world examples of organizations who have successfully shifted from imitation value streams to true value streams
- The impact to funding and budgeting cycles
Given at Enterprise 2.0 conference. Defines the Enterprise 2.0 conversation as more than standalone Web20 components (wikis, blogs, etc.). Helps frame the role of collaboration in the traditional enterprise transaction and intelligence processes. Answers the question of how to transform traditional enterprise systems from a system of record to a system of action.
The Abstract
When people work together, great things happen! Now imagine the impact of what happens when employees and partners contextually collaborate around the softer aspects of the traditional automated enterprise business process. Now consider the impact of 200 job roles, 80 natural enterprise communities, and 40 mission-critical teaming-oriented business processes. So, have you considered how innovative and engaged your employees could be?
Keller Graduate School of Management class - PM600 - this was the final presentation - created and presented by Scott Lang & Rajeshwer Subramanian
We were a 2 man team working over the length of the course creating and developing this project.
Hoping to show presentation skills and the understanding of the principles of project management
How to Reach Peak Performance With the Product Management Organizational Heal...Aggregage
The degree of maturity of your product management organization can directly drive your ability to satisfy customers and become more profitable. Our Product Management Organizational Health Checklist and on-demand webinar can help.
1. The major factors which are included in the low-stress handling.docxpaynetawnya
1. The major factors which are included in the low-stress handling are the reduction of stressors, which can be of any form as these inculcate fear in the cattle which effects the control mechanism of the cow. The disturbance in control mechanisms yields adverse results such that the cows are mostly underweight, there is a lower milk yield and low conception rates in addition to the sustained diseases.
2. When the cattle are treated aggressively, a lot of problems occur including the bruising of the animals while transferring them, which affects their health which ultimately impacts their productivity.
The Bespoke Building System (BeBS) Project Charter
Project Detail
Project title:
Bespoke Building System (BeBS)
Date of authorisation:
11/04/2017
Project Manager:
Paras Joshi
Contact Detail:
Email : [email protected]
Phone : 0424745339
Objectives of Project
Objective of the project is that we need to create an application which will have ability to choose the design concepts for the house and they can choose materials they want to use to build house. Also they want to give pricing structure based on the progress of design and want to allow secure payment options via bank transfers, PayPal or credit cards. They want a web application and also device application for both IOS and Android clients. They also want PC based administration application for themselves.Vision of Project
Vision of the project is that we need to develop a system which will help them to grow their business and increase their margins by 20% on each job. They want this project also because of their own satisfaction and want to provide more satisfaction to their clients with the help of feedback.
Summary budget
Budget of this project is $550,000. If any changes made in this project in future, budget can be increased depending on demands.
Cost for Human Resources
$250,000
Cost of Infrastructure
$150,000
Cost on other things
$150,000Success criteria for the Project
Success criteria of the project is that product should be done in 5 months of time and should be done within $550,000 budget. Product delivered should have high quality and should met all the requirements.Project scope
Scope of the project is that to create a software that manage the specifications of the house as per customer’s satisfaction. Software need to focus on design and building concepts of the house. Software will also be able to allow secure payments as bank transfers or PayPal payments.Summary Schedule and Objective of Each Sprint
Project should be completed in 5 months of time period and software should able to perform all functions properly.
Start date of project: 01/05/2017
End Date of project: 01/10/2017
Sprint name
Date Start
Date Finish
Design and coding of product
02/05/2017
04/05/2017
Interface and Prototype
05/08/2017
09/09/2017
Testing of product
10/09/2017
16/09/2017
Finalising of Product
17/09/2017
25/09/2017
Sprint name
Sprint objective
House Structure Selection
Customers have t ...
Change Management: The Secret to a Successful SAS® ImplementationThotWave
Whether you are deploying a new capability with SAS® or modernizing the tool set that people already use in your organization, change management is a valuable practice. Sharing the news of a change with employees can be a daunting task and is often put off until the last possible second. Organizations frequently underestimate the impact of the change, and the results of that miscalculation can be disastrous. Too often, employees find out about a change just before mandatory training and are expected to embrace it. But change management is far more than training. It is early and frequent communication, an inclusive discussion, encouraging and enabling the development of an individual, and facilitating learning before, during, and long after the change.
This paper not only showcases the importance of change management but also identifies key objectives for a purposeful strategy. We outline our experiences with both successful and not so successful organizational changes. We present best practices for implementing change management strategies and highlighting common gaps. For example, developing and engaging “Change Champions” from the beginning alleviates many headaches and avoids disruptions. Finally, we discuss how the overall company culture can either support or hinder the positive experience change management should be and how to engender support for formal change management in your organization.
Project management methodologies change over time but one element of all projects always remains important - Project Charter. Here I am sharing a template for a medium to large implementation project type of project, for example SAP system implementation.
This Digital Transformation Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 3,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization.
This Powerpoint presentation is only a small preview of our Toolkit.
You can download the entire Toolkit in Powerpoint and Excel at www.domontconsulting.com
Employee Lifetime Value: How to Measure the ROI of Investing in PeopleDaniel Chait
One of the biggest conversations in HR and Recruiting today is around how to get a seat at the table. Although businesses are beginning to recognize the importance of people functions, one thing that still gets in the way is the ability to measure and articulate results in terms of company ROI. In this talk, we will explain the fundamentals of our viral LinkedIn article around ELTV (Employee Lifetime Value), and walk the audience through how to apply the concept in their everyday work. Audience members will walk away with:
-A business-centered approach for measuring and articulating their contribution
-A proposal framework for how to make a business-case for increased investment in recruiting and HR tools
-A framework for evaluating and prioritizing initiatives.
10421, 754 PM Module Six Assignment Guidelines and Rubric -BenitoSumpter862
10/4/21, 7:54 PM Module Six Assignment Guidelines and Rubric - BUS-210-Q1021 Managing/Leading in Business 21EW1
https://learn.snhu.edu/d2l/le/content/842827/viewContent/14662219/View 1/3
Overview
In this assignment, you will evaluate a current organiza�onal structure and recommend structural changes that can help address the concerns the organiza�on iden�fied regarding
collabora�on, communica�on, and autonomy.
Scenario
You work for an organiza�on that has tradi�onally been very formalized, and managers have had a very broad span of control over direct reports from mul�ple departments and
func�ons. This worked well in the past; managers were able to oversee a high number of direct reports because there were many rules and regula�ons dicta�ng how their work should
be performed. However, there were downsides. Employee talent was underused, and there wasn’t a strong team culture, as most work was done independently according to standard
opera�ng processes.
Recently, the organiza�on has been shi�ing to less formalized working structures to support more crea�ve, innova�ve work and provide employees with more autonomy. While
employees are happy with the purpose of these new changes, managers are feeling overwhelmed, and employees are feeling undersupported. This has impacted func�on-specific work
the most, because in the past, managers didn’t need to understand in-depth, func�on-specific tasks (such as the technical aspects of graphic design work or the intricacies of project
management). Instead, they had the ability to rely on rules, regula�ons, and standard opera�ng processes. Employees have also no�ced a lack of communica�on around current
projects, which has led to a lack of updated informa�on and duplicated work across management teams.
You have been asked to work with the human resources department to recommend a new organiza�onal structure that addresses these iden�fied management and communica�on
concerns.
Prompt
Use the Module Six Assignment Template located in the Guidelines for Submission sec�on to create an updated organiza�onal structure chart for the organiza�on. Then, in a separate
Word document, write a brief explana�on for your recommended changes and how they will impact both organiza�onal communica�on and overall team dynamics.
Specifically, you must address the following rubric criteria:
Updated Organiza�onal Structure Chart: Create an updated organiza�onal structure chart that addresses management and communica�on concerns.
Explana�on of Changes: Explain your reasoning for why you made the changes you did to the company’s organiza�onal structure. Include how your changes differ from the
original and why you believe they would benefit the organiza�on.
Impact on Organiza�onal Communica�on: Describe the impact these changes will have on the company’s overall organiza�onal communica�on.
Impact on Team Communica�on: Describe the impact these changes will have on the company’s overall team communica�on and re ...
https://www.wrike.com/blog/top-10-add-ons-adobe-premiere/ - Adobe Premiere Pro is one of those powerful tools that allow you to bring a vision to life onscreen. Here are the top 10 most useful and most popular Adobe Premiere Pro add-ons, both paid and free, that can enhance your video work.
https://www.wrike.com/blog - Today, more and more companies manage projects across multiple locations. Distributed teams and remote work are made possible with all the new technologies. But how do you efficiently
manage remote workers? Here are 5 rules for successfully coordinating your distributed team.
В отчете компания Wrike анализирует частоту использования нецензурных выражений на рабочем месте в зависимости от пола, возраста, индустрии и его влияние на продуктивность и взаимоотношения в команде.
https://www.wrike.com/blog - We surveyed creative teams to discover their biggest challenges and bottlenecks, from conception to completion. And what we discovered was: creative teams have to organize requests, listen to feedback, and seek approvals, all while trying to incorporate their own creative vision, making it difficult to prioritize and meet deadlines. Check out the details in our Slideshare.
Das Wrike Playbook: Die 11 besten Möglichkeiten, wie Sie Ihre Arbeit mit Wrik...Wrike
Auch wenn Wrike ursprünglich als Projektmanagement-Tool entwickelt wurde, ist es so flexibel, dass unsere Kunden weitere Verwendungsmöglichkeiten dafür entdeckt haben. Im Wrike Playbook finden Sie 11 kreative Möglichkeiten, um Wrike einzusetzen.
Manual de estrategia de Wrike: Las 11 principales formas de usar WrikeWrike
Presentamos 11 formas diferentes en que nuestros clientes usan Wrike. Se pueden combinar y coordinar, por lo que te ayudamos a llevar a cabo varias de estas funciones simultáneamente o, si lo deseas, todas ellas.
Le manuel stratégique de Wrike : 11 façons d'utiliser Wrike pour accomplir vo...Wrike
Voici les 11 façons dont nos clients utilisent Wrike. Tous ces cas peuvent être combinés et associés, si bien que Wrike vous permet d'exploiter plusieurs de ces fonctions, voire toutes.
Which Leadership Style is Right for You? (Decision Tree)Wrike
https://www.wrike.com/blog/leadership-styles-decision-tree/ - Given dozens of leadership styles, each based on a different set of skills, philosophies, and personality traits, which one is the best fit for you? Use our infographic decision tree below to discover your ideal approach. Then head over to the blog post for a complete explanation of each management style.
15 Statistics to Help Improve Your Sales PerformanceWrike
http://www.wrike.com/blog - As you improve the performance of your sales organization, check out these stats on what works (and what doesn't) when trying to close a deal.
https://www.wrike.com/blog/how-to-build-the-perfect-team-nancy-butler/ - Having the right people in place is essential to accomplishing your goals and building your business. Follow these tips from Nancy Butler, business coach and award-winning author of Above All Else, to assemble the perfect high-performing team.
3 Schritte zur Auswahl einer Projektmanagement-MethodeWrike
Projektmanagement-Methoden gibt es in reichlicher Auswahl. Doch wie findet man die passende Methode, die am besten zum eigenen Projekt und Team passt? Eine Anleitung in drei Schritten.
How to Hook Customers with Habit-forming ProductsWrike
https://www.wrike.com/blog/interview-with-nir-eyal-hooked/ - Engaging products don't happen by mistake. We interviewed Nir Eyal, author of Hooked: How To Build Habit-Forming Products. His background in advertising and gaming has led him to write about consumer psychology principles that change customers' behavior. He explains how to create engaging products using the Hook model.
Votre guide en 3 étapes pour découvrir la méthode de gestion de projet parfai...Wrike
Les méthodes de gestión de projet servent a trouver la meillleure façon de planifier et développer vos projets.
Servez-vous de cette guide en 3 étapes pour découvrir la méthode la plus adaptée à vos besoins.
https://www.wrike.com/blog/ultimate-guide-team-building-activities/ - There's nothing better than engaging in a fun, non-cheesy, and well-thought out team building exercise to get the camaraderie flowing. Here's a list of our 8 favorite team games that won't bore your people.
The Wrike Playbook - 11 Ways to Get Things Done with WrikeWrike
https://www.wrike.com/blog - Wrike is an online tool for accelerating work and managing projects, work discussions, resources, & collaboration. But even though Wrike was initially created as a project management tool, it's so flexible that our customers have found other uses for it. Here are 11 ways we've seen customers use Wrike. These use cases can be mixed and matched, so that Wrike helps you carry out several (or all) of these functions.
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Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
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[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
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As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
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Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
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"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
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A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
17. “ IT investments can be prescriptive to agility— proper doses of the right technologies and IT best practices can increasean enterprise's agility potential” Gartner
24. Web 2.0 for the Enterprise “Enterprise 2.0 is the use of emergent social software platforms within companies, or between companies and their partners or customers.” Andrew McAfee, Associate Professor, Harvard Business School emergent = freeform
26. It works in the real world Nissan’s internal social networking site "makes it easier for employees to tap into the expertise they need to do a better job." Simon Sproule, Nissan’s Corporate Vice President BCC: "enormous benefits" from Enterprise 2.0: 23,000 bulletin board users, 4,000 wiki users and over 400 people blogging EuanSemple, former Head of Knowledge Management for the BBC GE’s ‘SupportCentral’ over 100,000 users, GE workers, who use the system because it helps them do their job better
28. ProjectManagement 2.0 benefits better communication clear vision views from different perspectives less routine work project leadership and communities
43. Project 2.0 Leader facilitates team communications provides a creative working environment guides the team leverages the team’s strengths & weaknesses adjusts the project development to changes
44. Project 2.0 Team Community of motivated people who are passionate about the project
45. ProjectManagement 2.0 better communication clear vision views from different perspectives less routine work project leadership and communities
49. Ask Questions! Andrew Filev author of Project Management 2.0 blog http://www.wrike.com/projectmanagement CEO of Wrike, Inc. +1 (650) 318-3551 andrew@team.wrike.com www.wrike.com
Editor's Notes
I’m the CEO of Wrike, Web-based project management software. In this presentation I’ll tell you how Wrike can help you enter online office applicationsmarket and grow your revenues.
The ups and downs of our economy are enough to make any executive dizzy. Just look at U.S. Steel (X). In the second quarter of 2008, the company achieved record profits, yet in November executives laid off 675 workers and postponed the construction of a new $450 million plant.
Making the right decisions is impossible without having a real-time visibility into a company and the complete picture of your projects. Without this visibility it will be like driving in the fog. You’re not sure what’s ahead of you, but you have to keep driving. That’s why you need the information that is in the minds of the employees dispersed across the organization. You need the knowledge coming from bottom-up. A constant dialogue between leaders, team members, stakeholders and clients is crucial.
This fact is proven by the research, conducted by Joseph Grenny, the co-author of three immediate New York Times bestsellers: Influencer, Crucial Conversations, and Crucial Confrontations. During the last quarter or 2008, in the thick of the financial downturn, Grenny and his colleagues studied more than 2,000 managers and executives from more than 400 different companies. The results were remarkable. The researchers found that teams that foster focused, unified dialogue are 250% more likely to survive. Less agile teams are 360% more likely to miss millions of dollars in lost opportunities.
So if an enterprise wants to be agile, should it exercise in bottom-up management then? Indeed, besides being a great way to get knowledge from the experts at the team level, bottom-up approach to management on the whole and to project management in particular has a number of pluses. One of them is that it empowers team members to think more creatively. They feel involved into the project development and know that their initiatives are appreciated. The team members’ motivation to work and make the project a success is doubled.
Yet, we all know that bottom-up approach is often criticized for lack clarity and control. To be able to execute your decisions fast you need to keep a tight top-down control on operations. What’s the right solution then?
The best way is to find a balance between the two opposite approaches and take the best practices from both of them. So to be agile you need to be able to create your management "Ying and Yang" and blend top-down control with bottom-up knowledge. Today you’ll hear about how this can be done by upgrading you project management to Project Management 2.0.
The idea of constant interaction and collaboration between managers, team members and stakeholders is not new, however.
It surfaced in 2001 as one of the principles of so-called agile software development and is written in the Agile Manifesto. According to evangelists of agile methods, cooperation is crucial for the success of a project. Among other key principles of agile management are: Clear vision of the projectFast paceSelf-organizing teamsLeadership philosophy that encourages teamwork
These principles easily took over the software industry in several years because of the major benefits they bring to companies: Increased productivityEarly return on investmentResponsiveness to Changes in the business environment
Perhaps the brightest examples here are Google and IBM. Among others are Verizon, GE Mobile, HP, Rackspaceand many others.
Sounds great, but can agile methods, or any other type of bottom up management, be instantly adopted in your company? To answer this question, let’s have a look at the three basic aspects of project work: tools, processes and people. To ensure project success these three aspects of a project should be in perfect balance. People, processes and tools are equally important in project management, and the weakness of one element will have an impact on the whole project. Agile methodology promises to help you take advantage of your employees working potential, as well as improve the project processes. Still, there’s one aspect left.
If you have tried introducing the best bottom-up practices to your organization, you have probably found it difficult to do that while utilizing traditional tools for project management. It turns out that technology plays a big part in setting up your internal operations.
Project Portfolio Management software was meant to address the problems with file-based systems. Indeed, it has a lot of extensive scheduling options that can help a manager to align several project schedules. However, such systems are not focused on collaboration and are hard to get adopted across the company by regular business users. It was mostly designed to fit the use of the top-down approach and is not meant for the bottom-up management style. Moreover, many PPM implementations don’t go beyond PMO, while for true agility the supporting processes and tools should leverage collective intelligence of all employees. Again, the use of such software creates an enormous workload for project managers, who turn into project secretaries instead of motivating and leading their team to successful project completion.
What if managers could bring this “project secretary” job to a minimum and concentrate on the leadership part of the management job? How much more efficient and productive would the whole team become as a result? Experts say this is possible.
The change in communicationThe situation is changing thanks to the transformations going on in how people share and receive information. More methods for the successful implementation of the bottom-up management best practices have emerged. During past few years, analysts, business community and media talked much of the companies that try to boost the productivity of their employees by adopting tools like blogs, wikis, podcasts, social networks, etc.
It’s not surprising that tech companies lead the way here. For instance Intel was one of the first enterprises to utilize internal blogging. As far back as 2003, Intel began encouraging employees to communicate with each other by running their own internal blogs. These quickly gained a large following. In 2006 Intel launched IT@Intel pilot blog, and in 2007 rolled out a full blogs program, Blogs@Intel. Today through self-managed blogs and networking profiles, employees are encouraged to provide their own views on what’s going on at Intel and in the computer technology world.
This trend was recognized by technology and business experts and in 2006 Andrew McAfee, Associate Professor, Harvard Business School, coined the term “Enterprise 2.0”. The essential element of Enterprise 2.0 is freeform collaboration. Enterprise 2.0 gives people the capability to create, modify and mange information with ease. Using simple web-based tools, relevant and up-to-date knowledge within your organization can be found, tracked and shared efficiently. Leveraging collective intelligence of your employees brings real competitive advantages to organizations.
It increases innovation, team productivity and agility. Does it work in the real world?
It does and there are hundreds of examples proving it. Here are some of them: Simon Sproule, Nissan’s Corporate Vice President, is convinced that corporate social networking pays off. He recognized that Nissan’s internal social networking site "makes it easier for employees to tap into the expertise they need to do a better job." EuanSemple, former Head of Knowledge Management for the BBC, claimed the organization was getting "enormous benefits" from Enterprise 2.0. He reported to Forrester that BBC had 23,000 bulletin board users, 4,000 wiki users and over 400 people blogging. General Electric, the venerable multinational that was founded in 1878 in New Jersey, have at their core a hugely sophisticated enterprise collaboration system that is arguably the largest in the world. GE’s ‘SupportCentral’ users have created over 50,000 communities with over 100,000 experts signed up to answer questions and manage information; experts are GE workers with full-time jobs who use the system because it helps them do their job better.
Now, thanks to the influence of Enterprise 2.0 practices, Web 2.0 tools and agile methods, project management is evolving on a broader scale in a diverse set of industries that range from professional services to manufacturing. This evolution is often called Project Management 2.0
There are more than 60 billion e-mails sent each day.
Tools like blogs, wikis or social networks can energize project communications and help your team members to share and store knowledge more effectively than email. Yet many organizations today are just not ready to abandon email communications.
The good news is there are collaboration platforms that can help you leverage this ubiquitous tool. Some innovative project management applications are integrated with email. They are capable of tapping into the team’s knowledge and booting manager’s productivity. It becomes obvious that even the simplest tool that is integrated with e-mail is more powerful than traditional project management tools focused on individuals and complex schedules. With a good project management 2.0 tool, plans emerge from separated e-mails in the course of continuous interactions of people.
Project management 2.0 tools enable team members organize their daily tasks in to-do lists, which the tool merges into a bigger picture that is aligned to an organized plan by project managers. Project plans become part of a bigger picture that is aligned by upper management. This structure reflects the bottom-up field knowledge brought in by the people on the team level. It also the real-time state of things in an organization giving you a clear vision of your resources. At the same time, this structure is easy to coordinate and adjust from the top, as it is totally transparent to managers. The flexibility and openness of Project Management 2.0 applications allow organizations to harmoniously combine field knowledge coming from the bottom up with leadership and guidance coming from the top down.
Besides giving an up-to-date picture of internal operations, the new-generation technologies enable managers and other members of the project team to view projects differently. People can pick any reasonable sub-set of tasks, create a view with these tasks and share the view with someone who needs it. It means that more people can collaborate and contribute to the project work productively. Each of these views can be changed by team members as the organization and its environment changes. The whole structure evolves with time. Managers, who have access to more views and to bigger views, can avoid scheduling conflicts, set priorities and align multiple projects. Flexible, many-to-many structures that allow creating, sharing and easy merging of views are an important part of Project Management 2.0 approach. This approach enables the wisdom of the whole team and leads to collaborative planning. In turn, collaborative planning makes organizations more agile, productive and transparent.
Yet another advantage of the new software is that it eliminates a great amount of routine work that distracts project managers from important things like leading and motivating their teams. There is less need to manually copy information from e-mails, pull information from employees, update plans for somebody else, notify people about updates and remind people about deadlines. The real-time visibility increases velocity in decision-making, helping organizations move faster and respond to changes quickly.
Tom DeMarco and Timothy Lister, authours of "Peopleware: Productive Projects and Teams" say that “the managers’ function is not to make people work, but to make it possible for people to work.” After all, your greatest asset is your team and you need to leverage its full potential.
By transforming the way people work on projects Project Management 2.0 transforms the role the project manager plays in the project. Project Management 2.0 software facilitates delegation. It means that people become less dependent on the manager as a to-do generator. The project manager turns from a project secretary into a project leader. His role is to facilitate the team communications, provide a creative working environment and guide the team. He or she becomes a visionary able to leverage the team strengths and weaknesses and adjust the project development, based on various external changes. The key Project 2.0 leader’s role is to motivate his team and make the team members more productive, in order to complete the project on time and on budget.
The project team then becomes a real project community, which unites people, who share the same passion. Motivation plays an important part here. You need to reach people on the emotional level and make them passionate about a project for the simple reason that the more committed one is to a project’s success, the more likely the project will be a success. The next important thing is to make this passion common to all the members of your team. Experts say, that to make this happen, you need to strengthen the social bonds between the team members. Here’s where Web 2.0 tools like blogs, wikis and social networks and can be of great assistance. They create a collaborative environment that lets everyone on the team share knowledge and relevant information. Thus, everyone on the team can be heard and can introduce ideas about the development of the project. While they are constantly interacting, introducing their own ideas, and getting feedback and help from other team members, people on the team level become socially connected to each other. That’s collective intelligence in action.
So to summarize, improving real-time visibility into your company and keeping tight control over operations is gained in Project Management 2.0 by:Enhancing project communications and integrating them into project planningGaining a clear visibility into your organizationBeing able to see your projects from multiple points of view At the same time, Project Management 2.0 tools and practices rely greatly on the bottom-up knowledge that comes from the team. The new approach to project management lets your company successfully blend top-down control with bottom-up collaboration and helps to become more agile and competitive as a result.
What should you do to adopt Project Management 2.0 and make your company more agile?
Innovate and leverage the opportunities.The present economic situation makes many companies today to do more with less. Recession is a great push for innovations. You have to think differently to stay in the market game. See change as an opportunity and not a threat and don’t be afraid to reorganize your operations. Be open to new ideas, as they can make a big difference. Find better ways of doing things and of communicating with people, of sharing your information and of managing your teams – only then you can stay competitive and become a leader in your sphere. Evaluate the possibilitiesThere are various technologies out there and before adopting one of them you need to carefully examine what benefits it will bring you. Companies of different sizes and from industries have different project management needs and will need various PM 2.0 solutions. There’s no perfect tool that suits any company. Read case studies, talk to people who have experience in the Project Management 2.0 field and see what’s better for your organization.Don’t be afraid to tryPM 2.0 applications are inexpensive in comparison with traditional software. They are usually delivered as Software as a service. You pay as you go and there’s no need to make painful upfront investments. PM 2.0 tools are offered on per project or per user basis, so you can start from introducing a solution to just one small team and then, if the software feels right and brings real benefits, roll it out company-wide.