The document discusses AMD's commercial strategy process based on the Prometheus planning method. The Prometheus Process is used to translate long-term strategy into actionable steps. It involves creating a 5-year future picture with milestones, identifying internal and external centers of gravity that influence the strategy, and developing impact plans for selected centers with desired effects, timeframes and measures. The process aims to prioritize resources and coordinate actions across teams to effectively execute the strategy.
Improving Cm Programs (Melbourne, 2008)Chad Moffiet
Condition monitoring programs are complex with many interrelated factors that can influence their effectiveness. Simple solutions may not work for complex problems involving people and organizational issues. Various models can help conceptualize the system and identify areas for improvement. A systematic approach involves three phases - identifying opportunities, implementing projects, and sustaining improvements.
Datamonitor Consulting: Lifecycle Management in the Pharmaceutical and Biotec...Datamonitor Consulting
This document discusses lifecycle management for products from pre-launch through late stage. It provides an overview of opportunities at each stage to maximize value, including establishing processes early and understanding future opportunities and threats for growth. At late stage, it is important to engage tactics for competing with generics, providing a prioritized list of options based on context. The consultants help identify stakeholders, prioritize options through consensus building, and support developing business cases to enable decision making throughout a product's lifecycle.
Agile Importance in Pharmaceutical IndustryVijay Brzee
The document discusses how pharmaceutical companies can adapt to an increasingly agile environment. It faces pressures like expiring patents, fewer drug approvals, and increased generics. Agile practices can help accelerate innovation, design for supply chain needs, and rapidly commercialize products. The document outlines areas where agile works well and describes agile principles, benefits, tools, and knowledge/skills needed. It also discusses PMI agile domains of practice and questions if an organization is ready to adopt agile approaches.
1. Six Sigma is a set of techniques and tools for process improvement. It was introduced by Motorola in 1986 and involves identifying and removing the causes of defects and minimizing variability in manufacturing and business processes.
2. The Six Sigma approach follows the DMAIC model which stands for Define, Measure, Analyze, Improve and Control phases of a project. DFSS or DMADV approach is used for new product or service design.
3. Six Sigma defines different levels of belts that people take on - Champions, Master Black Belts, Black Belts, Green Belts and Yellow Belts to lead Six Sigma projects and implement process improvements.
How to help your organization to make more money. The starting here is that financial side is always present, there is financial side in every action and there are financial ramifications if you decide to do nothing, even every thought and dream has financial connection. Here we wish to understand deeper how our organization succeeds financially and how we could help our organization to make more money which is prerequisite to do more those good things which we wish to do in this world.
Risk Mitigation Trees - Review test handovers with stakeholders (2004)Neil Thompson
The document discusses techniques for managing handovers between development and testing stages, specifically Testing Review Boards (TRBs) and Risk Mitigation Trees (RMTs). TRBs are meetings of stakeholders at handovers to make collaborative decisions. RMTs are diagramming techniques used to split residual risks. Both techniques were used successfully on recent projects to facilitate decision making at handovers and prior to go-live.
PCA9 How can I be Strategic with all these AgilistsJeff Brantley
Jeff Brantley, a senior consultant at Enthiosys, an Agile product management consulting firm, discusses how product managers can maintain strategic focus while working with Agile teams. He acknowledges that Agile teams sometimes only implement certain Agile practices, causing friction for product managers. Jeff recommends tools like Agile roadmapping to help product managers connect higher-level strategy to tactical planning and delivery work. He stresses the importance of both internal and external collaboration, especially with customers, for innovation.
Improving Cm Programs (Melbourne, 2008)Chad Moffiet
Condition monitoring programs are complex with many interrelated factors that can influence their effectiveness. Simple solutions may not work for complex problems involving people and organizational issues. Various models can help conceptualize the system and identify areas for improvement. A systematic approach involves three phases - identifying opportunities, implementing projects, and sustaining improvements.
Datamonitor Consulting: Lifecycle Management in the Pharmaceutical and Biotec...Datamonitor Consulting
This document discusses lifecycle management for products from pre-launch through late stage. It provides an overview of opportunities at each stage to maximize value, including establishing processes early and understanding future opportunities and threats for growth. At late stage, it is important to engage tactics for competing with generics, providing a prioritized list of options based on context. The consultants help identify stakeholders, prioritize options through consensus building, and support developing business cases to enable decision making throughout a product's lifecycle.
Agile Importance in Pharmaceutical IndustryVijay Brzee
The document discusses how pharmaceutical companies can adapt to an increasingly agile environment. It faces pressures like expiring patents, fewer drug approvals, and increased generics. Agile practices can help accelerate innovation, design for supply chain needs, and rapidly commercialize products. The document outlines areas where agile works well and describes agile principles, benefits, tools, and knowledge/skills needed. It also discusses PMI agile domains of practice and questions if an organization is ready to adopt agile approaches.
1. Six Sigma is a set of techniques and tools for process improvement. It was introduced by Motorola in 1986 and involves identifying and removing the causes of defects and minimizing variability in manufacturing and business processes.
2. The Six Sigma approach follows the DMAIC model which stands for Define, Measure, Analyze, Improve and Control phases of a project. DFSS or DMADV approach is used for new product or service design.
3. Six Sigma defines different levels of belts that people take on - Champions, Master Black Belts, Black Belts, Green Belts and Yellow Belts to lead Six Sigma projects and implement process improvements.
How to help your organization to make more money. The starting here is that financial side is always present, there is financial side in every action and there are financial ramifications if you decide to do nothing, even every thought and dream has financial connection. Here we wish to understand deeper how our organization succeeds financially and how we could help our organization to make more money which is prerequisite to do more those good things which we wish to do in this world.
Risk Mitigation Trees - Review test handovers with stakeholders (2004)Neil Thompson
The document discusses techniques for managing handovers between development and testing stages, specifically Testing Review Boards (TRBs) and Risk Mitigation Trees (RMTs). TRBs are meetings of stakeholders at handovers to make collaborative decisions. RMTs are diagramming techniques used to split residual risks. Both techniques were used successfully on recent projects to facilitate decision making at handovers and prior to go-live.
PCA9 How can I be Strategic with all these AgilistsJeff Brantley
Jeff Brantley, a senior consultant at Enthiosys, an Agile product management consulting firm, discusses how product managers can maintain strategic focus while working with Agile teams. He acknowledges that Agile teams sometimes only implement certain Agile practices, causing friction for product managers. Jeff recommends tools like Agile roadmapping to help product managers connect higher-level strategy to tactical planning and delivery work. He stresses the importance of both internal and external collaboration, especially with customers, for innovation.
World's First Intel® Thunderbolt™ 3 Certified Motherboard
Supports 6th Generation Intel® Core™ Processor
Dual Channel DDR4, 4 DIMMs
Thunderbolt™ 3 brings Thunderbolt to USB Type-C™ at speeds up to 40 Gbps
Intel® USB 3.1 with USB Type-C™ support Power Delivery 2.0 for up to 36W
3-Way Graphics Support with Exclusive Ultra Durable Metal Shielding over the PCIe Slots
PCIe Gen3 x4 M.2 Connector with up to 32Gb/s Data Transfer (PCIe NVMe & SATA SSD support)
3 SATA Express Connectors for up to 16Gb/s Data Transfer
HDMI 2.0 for 4K@60Hz and 21:9 aspect ratio provide the finest viewing experience
115dB SNR HD Audio with Built-in Rear Audio Amplifier
High Quality Audio Capacitors and Audio Noise Guard with LED Trace Path Lighting
Intel® GbE LAN with cFosSpeed Internet Accelerator Software
Gold Plating for CPU Socket, Memory DIMMs with 2X Copper PCB
APP Center Including EasyTune™ and Cloud Station™ Utilities
GIGABYTE UEFI DualBIOS™ Technology
Overview of how to create a digital media profile framework and how to overlay your media mix (Owned, paid and earned) whilst developing a focused digital strategy
1) The document outlines AMD's strategy to grow its market share in India from 12.75% to 20% by 2012 through an alliance with Zenith Computers India.
2) The key aspects of the strategy include focusing AMD processors on the server market, simplifying distribution by only dealing with Zenith, and promoting a customer-centric approach to demonstrate AMD's superior value and build its brand in India.
3) Implementation plans to achieve the objectives include narrowing AMD's product focus, simplifying distribution through Zenith, enhancing the customer experience, and establishing AMD as a leader in performance-per-watt at a lower price point.
The document discusses the need for a strategic framework and policy for public warning against terrorism threats in the United States. It examines existing warning systems and recommends establishing a national commission to develop an operational strategy that incorporates these systems and eliminates barriers to information sharing between agencies. The strategy would aim to enable preemption, prevention and mitigation of terrorist threats through early detection, notification, and warning to the public.
This document provides a SWOT analysis for Dell Inc. It outlines Dell's strengths as its growing market share, direct sales approach, build to order model, and environmental policy. Weaknesses include lacking the product breadth of competitors and not having in-house repair capabilities. Opportunities exist in tapping new markets like servers and partnering online. Threats include economic downturns, aggressive pricing, and technological changes. A TOWS matrix compares strengths-opportunities and weaknesses-opportunities strategies and strengths-threats and weaknesses-threats strategies.
This document outlines a sales plan for ASUS Company to expand sales of their low-price tablet, computer, and smartphone products in Vietnam. It analyzes the target market, competitors, customer needs, and Vietnam market conditions. The plan proposes marketing strategies such as offering multiple screen sizes and customization options, online and retail distribution, social media promotions, and competitive pricing with value-added upgrades to increase sales and market share. Financial forecasts project revenue, costs, expenses, and profit over the next year as the plan is implemented.
Sales/Marketing Strategy for the Startups Praveen K
A complte sales strategy and sales management for the Startups helps in building a good organisation.
Please contact for more info at : PRAVEEN22Y@GMAIL.COM
AMD is an American semiconductor company based in California that develops computer processors and graphics processors. It was founded in 1969 and competes primarily with Intel for processors and Nvidia for graphics cards. While AMD has strengths in research and development and a global presence, it also faces challenges of intense competition from Intel and Nvidia in the processor market and a lack of presence in the mobile market.
A retail market strategy involves understanding customer needs to create a niche, setting store formats to reach the target market, and planning competitive advantage growth over time. The strategic retail planning process includes defining objectives, assessing strengths, weaknesses, opportunities and threats, identifying sales opportunities, evaluating alternatives, setting specific goals and timeframes, developing the retail mix, and evaluating and adjusting performance. Retailers with a strong, proven strategy that is consistently followed perform better than those without a strategy.
This document discusses various aspects of sales and distribution management. It covers the nature of personal selling, defining personal selling as two-way communication between salespeople and customers. It describes the roles and tasks of salespeople, including order taking, order getting, and providing customer service. It also outlines characteristics, limitations, and traits of good salespeople. Additionally, it discusses sales management topics such as organizing the sales force, directing and motivating salespeople, evaluating performance, and addressing ethical issues. Finally, it covers distribution channel design and management, including defining distribution channels, evaluating intermediaries, and planning the optimal channel structure.
The document provides an overview of Intel Corporation, including its founding, products, challenges, goals, and use of social media for marketing. It discusses Intel's presence and goals on Facebook, Twitter, YouTube, and blogs. It also outlines Intel's budget allocation and timeline for a social media marketing campaign, and tools to measure the campaign's success.
This document discusses key concepts in sales management, including the role and responsibilities of sales managers and executives, different types of sales organizations and structures, and the personal selling process. It outlines factors affecting sales management like shorter product lifecycles and increased customer expectations. Personal selling topics covered are theories of selling, approaches, the selling process, and ensuring customer satisfaction.
The document discusses several key concepts related to sales, distribution, and territory management. It begins with an overview of the steps in the selling process. It then defines a sales budget and provides an example. Next, it discusses recruitment and selection processes, quota management benefits, distribution management definitions, motivation and compensation, retailing vs wholesaling, supply chain management, sales forecasting methods, territory design, and the results of optimizing territory design.
This document discusses the importance of sales strategy and how to effectively implement a sales strategy through a sales scorecard. It provides examples of how AstraZeneca successfully implemented a sales strategy and scorecard that helped achieve breakthrough performance. A key point is that a sales strategy needs to be translated into specific, measurable objectives and tied to performance management in order to properly align the sales force and ensure the strategy is executed. A sales scorecard system linked to objectives across customer, financial, internal process, and learning/growth perspectives can help sales management implement and track performance against the overall sales strategy.
This document provides an overview and outline of a banking management system project. It acknowledges the guidance provided by faculty members. The abstract describes the goals of defining and managing requirements to ensure customer needs are met. The introduction discusses the project objectives of authorizing users, locating accounts, and reducing clerical work. It also covers project benefits and scope such as accessing privileged banking and providing banking services. The system development life cycle stages are then outlined, including preliminary investigation, determining requirements, designing the system, development, testing, and implementation.
App Modernization with .NET Core: How Travelers Insurance is Going Cloud-NativeVMware Tanzu
At Travelers Insurance, a decade old rating engine was still on the mainframe, making it difficult to scale, expensive to run, and reliant on a shrinking pool of skilled engineers. Rating engines are fundamental to the insurance quoting process, and at the very heart of the business. It was time to modernize and take advantage of the scalability, stability, automation and fast iteration cycles made possible by cloud-native architecture.
In this webinar, Viraj Naik of Travelers Insurance and Rohit Kelapure of Pivotal will take us on their journey from mainframe to microservices. Viraj and Rohit will describe how they built a distributed, event-driven rating engine with .NET Core on Pivotal Platform using Steeltoe, running on Linux stem cells. The new rating engine exceeded SLAs and reduced time to production to under 60 minutes.
You’ll learn the keys to a successful mainframe rewrite-based modernization, including:
● A pragmatic, domain-driven approach and phased delivery, including implementing a strangler pattern and anti-corruption layers.
● How to port business objects and business rules from mainframe to .NET.
● New innovations developed and delivered during the migration process.
Speakers:
Viraj Naik, Lead Solutions Architect at Travelers Insurance
Rohit Kelapure, Principal Solution Architect at Pivotal
World's First Intel® Thunderbolt™ 3 Certified Motherboard
Supports 6th Generation Intel® Core™ Processor
Dual Channel DDR4, 4 DIMMs
Thunderbolt™ 3 brings Thunderbolt to USB Type-C™ at speeds up to 40 Gbps
Intel® USB 3.1 with USB Type-C™ support Power Delivery 2.0 for up to 36W
3-Way Graphics Support with Exclusive Ultra Durable Metal Shielding over the PCIe Slots
PCIe Gen3 x4 M.2 Connector with up to 32Gb/s Data Transfer (PCIe NVMe & SATA SSD support)
3 SATA Express Connectors for up to 16Gb/s Data Transfer
HDMI 2.0 for 4K@60Hz and 21:9 aspect ratio provide the finest viewing experience
115dB SNR HD Audio with Built-in Rear Audio Amplifier
High Quality Audio Capacitors and Audio Noise Guard with LED Trace Path Lighting
Intel® GbE LAN with cFosSpeed Internet Accelerator Software
Gold Plating for CPU Socket, Memory DIMMs with 2X Copper PCB
APP Center Including EasyTune™ and Cloud Station™ Utilities
GIGABYTE UEFI DualBIOS™ Technology
Overview of how to create a digital media profile framework and how to overlay your media mix (Owned, paid and earned) whilst developing a focused digital strategy
1) The document outlines AMD's strategy to grow its market share in India from 12.75% to 20% by 2012 through an alliance with Zenith Computers India.
2) The key aspects of the strategy include focusing AMD processors on the server market, simplifying distribution by only dealing with Zenith, and promoting a customer-centric approach to demonstrate AMD's superior value and build its brand in India.
3) Implementation plans to achieve the objectives include narrowing AMD's product focus, simplifying distribution through Zenith, enhancing the customer experience, and establishing AMD as a leader in performance-per-watt at a lower price point.
The document discusses the need for a strategic framework and policy for public warning against terrorism threats in the United States. It examines existing warning systems and recommends establishing a national commission to develop an operational strategy that incorporates these systems and eliminates barriers to information sharing between agencies. The strategy would aim to enable preemption, prevention and mitigation of terrorist threats through early detection, notification, and warning to the public.
This document provides a SWOT analysis for Dell Inc. It outlines Dell's strengths as its growing market share, direct sales approach, build to order model, and environmental policy. Weaknesses include lacking the product breadth of competitors and not having in-house repair capabilities. Opportunities exist in tapping new markets like servers and partnering online. Threats include economic downturns, aggressive pricing, and technological changes. A TOWS matrix compares strengths-opportunities and weaknesses-opportunities strategies and strengths-threats and weaknesses-threats strategies.
This document outlines a sales plan for ASUS Company to expand sales of their low-price tablet, computer, and smartphone products in Vietnam. It analyzes the target market, competitors, customer needs, and Vietnam market conditions. The plan proposes marketing strategies such as offering multiple screen sizes and customization options, online and retail distribution, social media promotions, and competitive pricing with value-added upgrades to increase sales and market share. Financial forecasts project revenue, costs, expenses, and profit over the next year as the plan is implemented.
Sales/Marketing Strategy for the Startups Praveen K
A complte sales strategy and sales management for the Startups helps in building a good organisation.
Please contact for more info at : PRAVEEN22Y@GMAIL.COM
AMD is an American semiconductor company based in California that develops computer processors and graphics processors. It was founded in 1969 and competes primarily with Intel for processors and Nvidia for graphics cards. While AMD has strengths in research and development and a global presence, it also faces challenges of intense competition from Intel and Nvidia in the processor market and a lack of presence in the mobile market.
A retail market strategy involves understanding customer needs to create a niche, setting store formats to reach the target market, and planning competitive advantage growth over time. The strategic retail planning process includes defining objectives, assessing strengths, weaknesses, opportunities and threats, identifying sales opportunities, evaluating alternatives, setting specific goals and timeframes, developing the retail mix, and evaluating and adjusting performance. Retailers with a strong, proven strategy that is consistently followed perform better than those without a strategy.
This document discusses various aspects of sales and distribution management. It covers the nature of personal selling, defining personal selling as two-way communication between salespeople and customers. It describes the roles and tasks of salespeople, including order taking, order getting, and providing customer service. It also outlines characteristics, limitations, and traits of good salespeople. Additionally, it discusses sales management topics such as organizing the sales force, directing and motivating salespeople, evaluating performance, and addressing ethical issues. Finally, it covers distribution channel design and management, including defining distribution channels, evaluating intermediaries, and planning the optimal channel structure.
The document provides an overview of Intel Corporation, including its founding, products, challenges, goals, and use of social media for marketing. It discusses Intel's presence and goals on Facebook, Twitter, YouTube, and blogs. It also outlines Intel's budget allocation and timeline for a social media marketing campaign, and tools to measure the campaign's success.
This document discusses key concepts in sales management, including the role and responsibilities of sales managers and executives, different types of sales organizations and structures, and the personal selling process. It outlines factors affecting sales management like shorter product lifecycles and increased customer expectations. Personal selling topics covered are theories of selling, approaches, the selling process, and ensuring customer satisfaction.
The document discusses several key concepts related to sales, distribution, and territory management. It begins with an overview of the steps in the selling process. It then defines a sales budget and provides an example. Next, it discusses recruitment and selection processes, quota management benefits, distribution management definitions, motivation and compensation, retailing vs wholesaling, supply chain management, sales forecasting methods, territory design, and the results of optimizing territory design.
This document discusses the importance of sales strategy and how to effectively implement a sales strategy through a sales scorecard. It provides examples of how AstraZeneca successfully implemented a sales strategy and scorecard that helped achieve breakthrough performance. A key point is that a sales strategy needs to be translated into specific, measurable objectives and tied to performance management in order to properly align the sales force and ensure the strategy is executed. A sales scorecard system linked to objectives across customer, financial, internal process, and learning/growth perspectives can help sales management implement and track performance against the overall sales strategy.
This document provides an overview and outline of a banking management system project. It acknowledges the guidance provided by faculty members. The abstract describes the goals of defining and managing requirements to ensure customer needs are met. The introduction discusses the project objectives of authorizing users, locating accounts, and reducing clerical work. It also covers project benefits and scope such as accessing privileged banking and providing banking services. The system development life cycle stages are then outlined, including preliminary investigation, determining requirements, designing the system, development, testing, and implementation.
App Modernization with .NET Core: How Travelers Insurance is Going Cloud-NativeVMware Tanzu
At Travelers Insurance, a decade old rating engine was still on the mainframe, making it difficult to scale, expensive to run, and reliant on a shrinking pool of skilled engineers. Rating engines are fundamental to the insurance quoting process, and at the very heart of the business. It was time to modernize and take advantage of the scalability, stability, automation and fast iteration cycles made possible by cloud-native architecture.
In this webinar, Viraj Naik of Travelers Insurance and Rohit Kelapure of Pivotal will take us on their journey from mainframe to microservices. Viraj and Rohit will describe how they built a distributed, event-driven rating engine with .NET Core on Pivotal Platform using Steeltoe, running on Linux stem cells. The new rating engine exceeded SLAs and reduced time to production to under 60 minutes.
You’ll learn the keys to a successful mainframe rewrite-based modernization, including:
● A pragmatic, domain-driven approach and phased delivery, including implementing a strangler pattern and anti-corruption layers.
● How to port business objects and business rules from mainframe to .NET.
● New innovations developed and delivered during the migration process.
Speakers:
Viraj Naik, Lead Solutions Architect at Travelers Insurance
Rohit Kelapure, Principal Solution Architect at Pivotal
1) The document outlines action items, decisions, and open issues that should be recorded from meetings. Action items include tasks assigned to attendees with responsible persons and due dates. Decisions that could impact the group's future choices should be recorded. Open issues raised but not resolved should be noted to carry over to future meetings.
2) The team charter worksheet provides templates for documenting a project's problem statement, business case, processes affected, requirements, consequences of no change, scope, goals, timeline, and metrics.
3) The document discusses valuing key measures in a process by calculating payback periods based on total investment, cost of capital, and monthly benefits to determine if projects will pay for themselves within a set time
This document provides a summary of the key aspects of the project report, including:
1. It outlines the purpose, scope, and functional requirements of the software project.
2. It describes the input and output design considerations, including input/output types, formats, and media.
3. It covers the software and hardware specifications required to develop and run the system.
This document outlines Ingersoll Rand's lean deployment strategy presented at a lean summit in Shanghai. It discusses using lean principles in business strategy and goal deployment to drive operational excellence. Key aspects of the strategy include top leadership commitment, coaching to solve problems, and building a culture of continuous improvement through tools like A3 thinking and a mission control board. The goal is to increase speed, flow, and alignment across the value chain.
Using economic incentives within social software can optimize participation and knowledge sharing. Barter's technology introduces a digital currency to existing enterprise social platforms to encourage information exchange. Early pilots show productivity gains of 10% from improved collaboration. Barter seeks partners to integrate its currency module and help companies realize benefits like more and better answers from their social networks.
The document outlines a 3 phase approach to aligning an organization's service-oriented architecture (SOA) and enterprise architecture (EA) by first gathering information on their current state, then assessing how SOA fits and aligning the two, and finally determining next steps for SOA adoption planning and classification of business capabilities into semantic domains. The goal is to help a mobile phone retailer extend their business, lower support costs, and better align IT to business initiatives by standardizing their enterprise.
The document discusses how information technology can transform industries by providing competitive advantages when used strategically. It covers challenges of IT adoption and best practices for overcoming them, how IT can support decision making, and how to measure IT project success. Emerging IT trends are also addressed, along with current topics like disruptive business models and technology-enabled opportunities. The document emphasizes an experimentation philosophy and provides materials like case studies and faculty articles.
An Introduction to Extreme Programming (XP) Development Methodology Process i...Salus One Ed
This presentation provides a both novices and experienced development resources a comprehensive introduction to XP processes and management in healthcare provider and health insurance organizations.
Learn about the customer benefits, how to engage the process, process narratives, supporting toolsets and suggested methodologies and more.
This document summarizes a presentation on using game theory, Bayesian belief networks, and quality function deployment (QFD) to support requirement development. It discusses business challenges like complex product development and lack of structure in allocating resources. Models were aligned with goals like simplifying initiatives and predicting impacts. Outcomes and factors were predicted and mapped for stakeholders using tools like Excel and HUGIN. Challenges included subjectivity and unclear roles, and what worked well was collecting historical data to build a generic model.
1 Billion Events per Day, Israel 3rd Java Technology Day, June 22, 2009Moshe Kaplan
We presented at the Israeli 3rd Java Technology Day, the largest SUN Microsystems/MySQL event in israel. We presented here the essentials parts of building a real life web/enterprise system that needs to handle the performance needs of 1 billion events per day (a case study from the ad networks billing systems). We presented the adoption rate in the internet, Load Balancers (HAProxy, Apache, Radware, F5, Cisco), Web Servers, In Memory Database (IMDB inc. Memcached, Gigaspaces, Teracotta and Oracle Coherence) and finally Sharding (inc. Veritical, Static Horizontal and dynamic). A great example for a performance boosting architecture.
This document provides an overview of the "Xtreme Project Management Seminar" presented by Jack Ring. It discusses 11 key principles of extreme project management:
1) The project that finishes first wins.
2) Define the type of project upfront - construction, expedition, exploratory.
3) Establish a goal-seeking system with goals, actions, energy, competency, feedback and achievement measures.
4) Transform project energy by addressing fears of insignificance, irrelevance and unlovability with enthusiasm, quality and meaning.
5) Beware of designing systems for current situations instead of future expected situations once activated.
6) Distinguish between the mission/output system and
The document discusses approaches to designing a marketing technology (MarTech) stack. It outlines a methodology with four stages: topography, brief, concept, and detailed design. The concept stage involves choosing a stack approach like funnel, onion, or data flow. It also involves determining the stack topology as a platform, multi-platform, or bus. The detailed design stage further flesh outs elements like user stories, processes, and integration. Overall, the document provides guidance on diagnosing issues with an existing MarTech stack and developing a new stack architecture following best practices.
In the last past months we at RockeTier were working with several large organizations in three aspects: 1) boosting existing software performance (lean projects); 2) design new systems which are capable process billions of events per day based on commodity hardware and software and 3) establishing processes in large organization that support the life cycle of performance from event management, problem management to establishing a continues performance boosting to the organization systems from RFI to production. This presentation was presented to a large telecommunication industry company. This company is considering implementing a 360 degrees performance boosting project along its main product lines.
Why Top Social Game Companies Are Moving to the Cloud with RightScaleRightScale
RightScale Webinar: January 14, 2010 – Watch this webinar and you will walk away with a better understanding of how RightScale can help you manage the challenges and opportunities in the social game industry. Watch the video at http://vimeo.com/rightscale/why-top-social-game-companies-are-moving-to-the-cloud.
A presentation I gave in the AlphaGeeks meetup regarding NoSQL and other methods to boost software system performance. We were talking about Sharding, NoSQL, Memcached, In Memory Databases, CouchDB, Hadoop and SimpleDB.
Feel free to contact me regarding the presentation. Moshe Kaplan.
1) The document outlines a recommendation and alternatives for addressing Sony's value creation issues. The main recommendation is for Sony to revive differentiation by focusing on user experience through online services, smart TVs, and 3D technology.
2) The first alternative is for Sony to change scope by spinning off or selling business units to focus only on consumer devices.
3) The second alternative is a co-opetition partnership between Sony and Microsoft to jointly develop a next-generation video game console to reduce costs through shared R&D expenses and network effects.
The document describes various micro manufacturing processes including micro electrical discharge machining (μEDM), laser drilling, and micro mechanical drilling. It discusses the principles, capabilities, and examples of different micro manufacturing techniques such as μEDM wiring, milling, and drilling. The techniques can produce precision parts and microstructures with feature sizes less than 30 μm. Surface roughness as low as Ra 0.05 μm can be achieved but the processes also result in micro cracks and non-homogeneous recast layers on surfaces. The document compares the hole machining characteristics such as diameter, roughness, and time for micro EDM, mechanical drilling, and laser drilling processes.
JBoss Architect Meetup - November 2013 - 'Play By The Rules'JBossArchitectForum
Would you like to know more about how business rules can make your applications more responsive to your business need? Red Hat's business rules product is based on Drools, the world's most popular open source Rules Engine, and in this webinar Red Hat experts will take you through the following topics:
- Jeremy Brown will present what are business rules and what is possible?
- Keith Lynch will present how companies like RSA Insurance have been able to make their applications more immediate, more aware and more pervasive.
- A demo of the latest innovations in Red Hat's newest version of it's BRMS product straight from the engineers
- Alexandre Porcelli will demonstrate the new and improved GUI that greatly simplifies the creation of business rules.
- Geoffrey De Smet will demonstrate Optaplanner a new planning engine that can produce optimised results for complex problems such scheduling and other n(p) complete problems.
The document discusses a software estimation challenge hosted at the Nesma Conference 2020. It provides context about the conference and challenge, describes the inputs, tasks, and deliverables of the challenge. It then details Metri's approach to completing the tasks, which included estimating the functional size using various methods, estimating the impact of non-functional requirements, and using historical project data to estimate the effort required to develop the software.
Similar to Prometheus And Comm Strategy V12 Final Generic (20)
Please view in slide show mode. Presentation given at an annual strategy conference for AMD's senior mgt. I was responsible for creating all of the graphics and animation but do not own the content. It demonstrates the proper use of PowerPoint in that, without the speaker, it won't make a lot of sense. PPT should be used as speaker support, not a stand alone document. You will notice the use of many design elements including: rule of 3, color coding, compare/contrast, adherence to brand guidelines, etc.
Managing Organizational Change (MOC) involves systematically applying processes and tools to increase the speed and effectiveness of change adoption. MOC focuses on both internal teams directly involved in changes and external stakeholders. Key activities aim to improve team dynamics, communicate changes, build readiness for changes, and embed new processes and behaviors. Effective change requires awareness, skills development, and motivating stakeholders, which relies on strategic communication throughout the change process.
Scenarios are not predictions or the future, but rather plausible futures used to highlight uncertainty and create strategic context. They consist of self-consistent stories about how critical uncertainties may be resolved. Scenarios do not have probabilities assigned and no single scenario is expected to be correct. They are used to explore how an organization or industry may evolve under different conditions through a process involving investigation, structuring uncertainties, scenario development, and strategic planning simulations.
1) AMD outlined its commercial strategy to lead in server and new client segments by 2009-2010 through innovation and driving adoption of the AMD64 architecture.
2) AMD's Opteron processor has seen strong growth and now leads in performance-per-watt for servers. AMD is driving further adoption in blades and new platforms like Torrenza.
3) AMD introduced new technologies like Trinity to improve manageability and security and Raiden to deliver virtual client computing through thin clients and blades.
The document discusses implementing Positive Behavior Support (PBS) approaches in the classroom to facilitate student learning. It covers establishing clear expectations for student behavior, developing routines for the beginning and end of class, using positive reinforcement systems, redirecting challenging behaviors, and implementing a continuum of interventions from moderate to more severe. The goal is to create an organized, consistent classroom environment where students can access the curriculum and maximize their learning.
2. Table of Contents
• AMD Commercial Strategy
• Prometheus process
• AMD Commercial Future Picture
• Systems’ characteristics
• Centers of Gravity
•
•
Desired effects
Impact plans
Building
• Action plans the future of
AMD Commercial
2
confidential
3. The Essence Of Strategy
Strategy involves answering key questions
How do you decide it’s time to exit a
Exit
business or strategy?
How are you going to apply your
How
resources?
What do you need to change to make
What
that Future Picture a reality?
Where Where do you want to be in the future?
3
confidential
4. AMD Commercial and the
Prometheus Process
• The Prometheus Process is a
systematic approach to strategy
development
• The process is also designed to
translate strategy into actionable
steps with measurable results
• The AMD Commercial Leadership
team used the Prometheus Process
to develop concrete action steps
enabling us to execute on the
strategy
• Glossary of Prometheus terminology
Winning in FastTime: Harness the Competitive Advantage of Prometheus in Business and Life
by John A., III Warden, Leland Russell
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5. AMD Commercial strategy process
based on Prometheus Process from Venturist
Step 4: Assemble
The Prometheus campaign teams, develop
leads to great outcome
Good strategy process
Execute
process enables action plans, execute in
AMD Commercial parallel
to translate
long term Step 3: Create an impact plan
strategy into that includes a desired effect,
How
timeframe and measure for each
action by
selected COG
following
these
steps Step 2: Identify External and Internal
What Centers of Gravity (COGs) & select target
COGs for each phase
Step 1: Create a Future Picture for end of period
Where (5 years); define phases of milestones to
achieve Future Picture
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6. 1 AMD Commercial Future Picture
ep
St
2009-2010: AMD XXXXXXXX
• Preeminent in market 1
• #1 in market 2
• A player in market 3
• >XX% revenue & unit share
• Expanded technology 1 capabilities
• Significantly expanded ability 2
• XXXXXXXXX
• Expanded XXXXX capabilities
• Fast, innovative commercial culture
Where Step 1: Create a Future Picture for end of period (5 years); define
phases of milestones to achieve Future Picture
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7. 1 AMD Commercial Future Plan Phase milestones
ep
St
“Work back from the future – not forward from the present”
2006 2007-2008 2009-2010
Phase 1 name Phase 2 name Phase 3 name
Plan: Future Picture: Future Picture:
• XXXXXXX • XXXXXX based on merit • Preeminent in the
• XXXXXXXX and momentum market 1
• XXXXXXX • XXXX expands without
• #1 in market 2
• Define new XXXXX & XXXXXXX
External
XXXXXXX • XXXXX expands • A player in market 3
• Define new XXXXXXX profitably • >XX% revenue & unit share
XXXXXX • XXXXX launched with • Expanded technology 1
• Invest in XXXXXXXXX partners and embraced capabilities
XXXXXXX by customers • Significantly expanded ability 2
• Create acceptance for • XXXXXXX accepted by • XXXXXXX
XXXXXXXX XXXXX XXXXX • Expanded XXXXX capabilities
• Take control of XXXXXXX • Technology 1 appear
• Commercial organization • Commercial organization • Fast, innovative commercial
Internal
aligned to opportunity focuses on culture
XXXXXXXXXXX
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11. 2 Systems’ Characteristics
ep
St
In order to decide what you need to change to achieve
your stated Future Picture it is important to first
understand some characteristics of a system
• All actions take place within a system
• There are internal systems and external systems
• Organizations are systems, as are the environments in
which they operate
• The system is greater than the sum of its parts
• The performance of the whole and the parts are
interdependent
• Systems vigorously resist change, strive for
equilibrium, and quickly return to status quo if change
efforts do not stretch a system beyond its limits
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12. 2 COGs: Centers of Gravity
ep
St
• COGS are leverage points within the system
• Hubs of power and influence
• Example: In a city, potential COGs are the government,
electrical grid, highway infrastructure, citizens, or schools
• Every system (internal and external) has multiple COGs
• Success requires movement of many COGs in the desired
direction, the more that are moved in the shortest amount
of time, the higher the likelihood of success
• Attacking multiple COGs in parallel results in faster change
and prevents single point failures from becoming
showstoppers
What Step 2: Identify Internal and External Centers of
Gravity (COGs) & select target COGs for each phase
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13. 2 The Five Rings model of systems
ep
St
Action Units
Population
Infrastructure
Processes
Leadership
Once a system is viewed
using the 5 Rings model, it
becomes relatively easy to
prioritize and categorize
COGs within each ring
COGs closer to the center of the rings usually
All systems havesimilar components that can be classified
have greater systemic impact
according to the 5 Rings model
What Step 2: Identify Internal and External Centers of
Gravity (COGs) & select target COGs for each phase
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14. 2 Example: Internal and External Centers of Gravity
ep
St
Note that not all COGs are directly under Population
Leadership Processes Infrastructure Action Units
the control of the Commercial group,
however they are critical in making the
External
Commercial strategy a success. People
from all parts of AMD will be asked to
help the Commercial team shift COGs in
desired directions.
Internal
What Step 2: Identify External and Internal Centers of
Gravity (COGs) & select target COGs for each phase
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15. Moving from strategy to action
Impact plans are
developed for Step 4: Assemble campaign
each identified Execute
teams develop action plans,
COG. Impact execute in parallel
plans contain the
specific desired
effects you want How Step 3: Create an impact plan
to have on the
COG, a
timeframe for
success, and a What Step 2: Identify COGs
measurable
outcome
Where Step 1: Create a Future Picture
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16. Sample COG Impact Plan: dlxfjgdfl.jg.xkd
3
2
ep
St
Leadership Processes Infrastructure Population Action Units
Leadership Processes Infrastructure Population Action Units
COG Impact Plan
Desired Effect
Name
Desired Effect Lzkgmr.g,ze.rgkmzag
Desired Effect
Measures Jzsgn,rjgz,jgr.kgz
(example) Zkrgjnrkgnzrk.g
Z,sjg,sgjz,s.jg.,
Timeframe
Timeframe zergregtrez
Strategic
Future Picture
Measurement zfgzdfgzergz
Assessment
Step 2: Identify External (Market) effect, timeframe and
How
Step 3: Create a desired and Internal (AMD) Centers
of Gravityfor each & select target COGs for each phase
measure (COGs) selected COG
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17. Moving from strategy to action
The creation Step 4: Assemble campaign
Execute teams, develop action plans,
of campaign execute in parallel
teams and
action plans is
where the How Step 3: Create an impact plan
rubber meets
the road –
where
strategy is What Step 2: Identify COGs
turned into
concrete steps
and specific
tactics Where Step 1: Create a Future Picture
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18. Sample COG: Key OS Companies
4 Campaign Teams Plan: Action Plans
Sample Impact and fdsgszrjhgtsre,kghzels
ep
COG
St
Impact
Plan
Desired
Effect
• Campaigns:
Name
Desired
Effect
Strateg
ic
– Are the vehicle for plan execution
Measur
ement
Timefra
me
Action
Plan
– Orchestrate resources for parallel action
– Are strategically aligning
– Change systems in the direction desired
Sample Action Plan
• Campaign team activities
• K,sjgzas,jkg
– Develop and execute action plans
• Azkrhrkgjerzg
– Escalate issues
• Zskdhgsk,gjz,gr
• Zskjghz,msrg
• Zskdgj,sJG
• szklghskrjg
Execute Step 4: Assemble campaign teams, develop action
plans, execute in parallel
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19. Next steps and 2006 priorities
• Broadly communicate AMD Commercial strategy
– VP Forum (April)
– Division Communication Meetings
– Go-To-Market Organization
• Execute Phase 1 COG impact plans
• Begin identifying Phase 2 COGs and create impact plans
• Continue to expand participation in Campaign Teams
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