A description of True North's trade-off and conjoint analysis survey toolset, Socrates.
Socrates enables marketing departments to create and distribute trade-off surveys via the internet.
Modernisation Strategy for Science at RBG Kew. The presentation is part of a "toolkit" delivered to help Kew to rationalise, consolidate and integrate disparate & legacy Science Applications and Data.
This document discusses Agile implementation, specifically using Scrum. It provides an overview of Scrum processes and roles. It also discusses adoption rates of different Agile methodologies and Agile development rhythms. The document then presents a case study of implementing Agile for a data warehouse project previously using Waterfall. Challenges included getting upstream and downstream teams not using Agile onboard. Implementing Agile across teams required awareness initiatives and support from senior leadership.
The three elements of project management, people, processes, and tools must focus on processes first.
Without a process, the tools have no purpose.
Without a process, the people are unguided, or at best self guided
Primavera _ Robert Turner _ The evolving maturity of project planning and con...InSync2011
Robert will share insights from his journey leading improvements to project planning and control practices at Leighton, a construction company with over 9,000 staff and 50 concurrent projects. He will discuss the evolution from autonomous project planning to centralized leadership and standard processes. Key areas of focus include establishing competencies, tools, training, and governance to drive a consistent approach and continual improvement across the business. Progress is tracked through a business plan and 34 milestones across 4 strategic priorities.
Daugherty is a management and IT consulting firm that provides full-lifecycle consulting services including strategy, development, and outsourcing of technology solutions. They have over 25 years of experience working with Fortune 500 companies. Daugherty has 5 regional offices across the US and over 700 long-term employees. They specialize in custom solutions, business intelligence, mobile computing, and general management consulting. Daugherty provides a local alternative to large national consulting firms with more cost-efficient and pragmatic results.
This document proposes developing an integrated customer service solution for SEC. It recommends a distributed model using middleware for integration. Key points:
1) A consortium of Fortrust and Blue-Crow will conduct an assessment of SEC's current customer service processes, infrastructure, and systems.
2) A phased approach is proposed, starting with basic integration and moving to a full CRM system and integrated processes.
3) Arguments are presented for both centralized and distributed call center models, with the consortium advising a distributed model using middleware to provide flexibility and scalability.
4) Next steps involve a comprehensive assessment using their customer service model, followed by business process modeling to identify areas for improvement.
This document discusses gathering the voice of the customer (VOC) in process improvement projects. It defines VOC as the expression of customer needs and desires. There are four key steps to gathering VOC: 1) identify all customers, 2) determine customer requirements, 3) validate requirements, and 4) prioritize requirements. VOC is important because customers define what quality means for a process. Both VOC and voice of the business inputs are important to understand in process improvement.
Modernisation Strategy for Science at RBG Kew. The presentation is part of a "toolkit" delivered to help Kew to rationalise, consolidate and integrate disparate & legacy Science Applications and Data.
This document discusses Agile implementation, specifically using Scrum. It provides an overview of Scrum processes and roles. It also discusses adoption rates of different Agile methodologies and Agile development rhythms. The document then presents a case study of implementing Agile for a data warehouse project previously using Waterfall. Challenges included getting upstream and downstream teams not using Agile onboard. Implementing Agile across teams required awareness initiatives and support from senior leadership.
The three elements of project management, people, processes, and tools must focus on processes first.
Without a process, the tools have no purpose.
Without a process, the people are unguided, or at best self guided
Primavera _ Robert Turner _ The evolving maturity of project planning and con...InSync2011
Robert will share insights from his journey leading improvements to project planning and control practices at Leighton, a construction company with over 9,000 staff and 50 concurrent projects. He will discuss the evolution from autonomous project planning to centralized leadership and standard processes. Key areas of focus include establishing competencies, tools, training, and governance to drive a consistent approach and continual improvement across the business. Progress is tracked through a business plan and 34 milestones across 4 strategic priorities.
Daugherty is a management and IT consulting firm that provides full-lifecycle consulting services including strategy, development, and outsourcing of technology solutions. They have over 25 years of experience working with Fortune 500 companies. Daugherty has 5 regional offices across the US and over 700 long-term employees. They specialize in custom solutions, business intelligence, mobile computing, and general management consulting. Daugherty provides a local alternative to large national consulting firms with more cost-efficient and pragmatic results.
This document proposes developing an integrated customer service solution for SEC. It recommends a distributed model using middleware for integration. Key points:
1) A consortium of Fortrust and Blue-Crow will conduct an assessment of SEC's current customer service processes, infrastructure, and systems.
2) A phased approach is proposed, starting with basic integration and moving to a full CRM system and integrated processes.
3) Arguments are presented for both centralized and distributed call center models, with the consortium advising a distributed model using middleware to provide flexibility and scalability.
4) Next steps involve a comprehensive assessment using their customer service model, followed by business process modeling to identify areas for improvement.
This document discusses gathering the voice of the customer (VOC) in process improvement projects. It defines VOC as the expression of customer needs and desires. There are four key steps to gathering VOC: 1) identify all customers, 2) determine customer requirements, 3) validate requirements, and 4) prioritize requirements. VOC is important because customers define what quality means for a process. Both VOC and voice of the business inputs are important to understand in process improvement.
The document discusses process measurement and improvement techniques. It introduces an 8-step process for measuring performance, identifying issues, and improving processes. Key tools for measurement include process mapping, data collection plans, statistical analysis methods like measures of central tendency, control charts and process capability analysis. Learning objectives focus on understanding the importance of measurement in process improvement and applying statistical process control methods to understand common and special cause variation.
The document provides information about selecting solutions for process improvement projects. It discusses an 8-step problem solving process and lists tools that can be used, including brainstorming, process mapping, and selection matrices. The objectives are to understand idea generation principles, apply brainstorming tools, and use methods to select improvement ideas. Sources of solutions are identified, such as root causes, best practices, and past projects. Guidelines are given for generating many ideas through techniques like brainstorming and building on others' suggestions. Rules for effective brainstorming include allowing ideas without criticism and focusing on quantity over quality initially.
This document provides an overview of process mapping using a SIPOC (Supplier, Input, Process, Output, Customer) chart. It discusses how to create a high-level SIPOC that defines the key steps in a process, identifies important inputs and suppliers, and lists the major outputs and customers. The SIPOC is presented as the first step in process mapping to help visualize the current process and identify areas for potential improvement. Examples of completed SIPOCs are also included to demonstrate how they can be used to identify metrics and scope a process improvement project.
1) Requirements modeling involves fact-finding activities to describe the current system and identify requirements for the new system. This includes outputs, inputs, processes, performance, security, and modeling techniques.
2) Joint Application Development (JAD) is a popular fact-finding technique that involves users in the development process. Rapid Application Development (RAD) is another technique that speeds up development through prototyping and user involvement.
3) Requirements modeling requires strong analytical and interpersonal skills to build an accurate model through techniques like interviews, documentation review, and questionnaires.
This document provides an overview of implementing an Oracle Hyperion Profitability and Cost Management (HPCM) solution at a professional services firm. It includes an agenda, introductions, requirements, design objectives, and technical details. The proposed solution would allocate revenue and expenses across accounts, departments, activities, and clients on a monthly basis using drivers like headcount and billed hours. It describes a three-stage model to allocate data from the general ledger to activities to clients. Training, an interface, reports, and planning integration are discussed as next steps.
Enterprise architecture (EA) addresses problems caused by increasing IT system complexity and poor business alignment. EA frameworks provide guidance for developing an organization-specific architecture that embodies best practices and ensures all domains are adequately addressed. The most commonly used EA frameworks are the Zachman Framework, TOGAF, FEA, and Gartner Methodology. TOGAF provides both a framework for architectural content and an iterative architecture development method (ADM) comprised of phases to develop the EA. EA benefits include more efficient IT operations, reduced investment risk, and return on investment through greater flexibility, reduced complexity, and faster delivery.
The document discusses roles and responsibilities in continuous process improvement (CPI). It describes the CPI deployment director as owning the deployment plan and communication plan. Project sponsors are responsible for the project charter and removing barriers. Process owners implement process changes. Black belts and green belts lead CPI projects under a master black belt. A DACI chart defines roles as drivers, approvers, contributors, and informers. CPI uses tollgates to approve project definitions, measures, analyses, improvements and controls.
The document discusses various prescriptive process models including traditional models like waterfall, incremental, prototyping, and spiral as well as specialized models like the unified process. The unified process draws from conventional models and emphasizes software architecture and an iterative, incremental approach. It consists of five phases - inception, elaboration, construction, transition, and production - with work products produced in each phase except production.
The document provides details about the "Tracer" software project including the project team members, introduction, features of the tracer software, factors that will make the application successful, and how the project will be directed and managed. Key aspects that will be implemented include approval of changes by the project manager, effective management of project knowledge, quality management procedures, development and management of the project team, management of communications, implementation of risk responses, and conducting necessary procurements.
The document discusses the system development life cycle (SDLC), which is a conceptual model used in project management that describes the stages involved in developing an information system. It is a multistep, iterative process that provides a structured framework for technical and non-technical activities to deliver a quality system. The SDLC gives structure and defines the phases and steps involved in developing a system, and serves as a foundation for project planning, scheduling, and estimating. It also assists in lowering project risk and increasing visibility. The SDLC framework includes activities such as requirements gathering, design, implementation, testing, and maintenance.
Offering the right product and the technology needed for that. Intelligent services for feature elicitation, prioritization, release optimization, development and evaluation.
2015 ISACA NACACS - Audit as Controls FactoryNathan Anderson
The presentation provides an overview of data analytics concepts and tools that can be used for internal auditing. It discusses how audit analytics can help challenge traditional audit views and provide additional services while maintaining independence. Examples are given of how analytics can be used for monitoring controls, enhancing audits, and ad-hoc analysis of risks. Key lessons focus on ensuring diversity in analytic teams and being prepared to replace personnel. The presentation emphasizes using a toolbox approach to tools and affordably sourcing analytic talent from interns with the needed skills. Maintaining independence is discussed in the context of facilitating rather than directly implementing risk responses or managing risk.
The document discusses five parameters for improving software economics: reducing complexity, improving processes, using skilled personnel, using better tools, and adjusting quality thresholds. It focuses on reducing size through components, reuse, languages, and modeling. Improving processes involves optimizing activities at the meta, macro, and micro levels. Using skilled personnel and effective teams is important. Automation through tools can improve productivity by 20-40%. Achieving quality involves requirements management, architecture, configuration control, and testing.
The document discusses the IBM Rational solution for Collaborative Lifecycle Management. It provides capabilities that fully support an integrated Application Lifecycle Management (ALM) approach by allowing organizations to coordinate people, processes, and tools for requirements management, development and quality management through traceability across artifacts, process definition and reporting. The solution is powered by IBM Rational Jazz, which provides open collaboration across the software and systems lifecycle through products, platforms and communities.
The document summarizes new features and enhancements to SoGoSurvey's experience management tools in 2020, including:
1) SoGoEX allows organizations to automate data collection and gain insights from employee surveys and feedback. SoGoConnect allows teams to collect feedback from various sources and route it to the appropriate people for timely response.
2) SoGoCX enhances customer experience tracking through touchpoint analysis, custom metrics, key driver analysis, and expanded reporting capabilities.
3) Distribution and participation tools were improved with automated survey distribution, recurring surveys, offline participation options, and enhanced workflow features.
This document discusses project management principles and processes. It covers topics such as the importance of project management, knowledge areas, project identification and planning, risk management, and project execution. The document provides examples of projects and defines characteristics that distinguish projects from routine tasks. It also discusses project life cycles, activities involved in project execution like requirements analysis and testing, and potential problems in software projects.
The document discusses various software process models including prescriptive models like waterfall model and incremental process model. It also covers evolutionary models like prototyping and spiral process model. Specialized models covered are component based development, formal methods model, aspect oriented development and unified process model. The key highlights are that different models are suited for different situations based on project needs and each model has advantages and disadvantages to consider.
The document discusses techniques for decomposing software projects to aid in cost estimation. It describes decomposing by problem or process. Process decomposition breaks down framework activities like communication. For complex projects, communication can be broken into smaller tasks. The document also discusses software sizing methods, empirical estimation models, and making buy versus build decisions. It outlines manual and automated cost estimation techniques from project-level to activity-level estimates.
This document discusses key concepts in software project management. It covers defining the scope and requirements of the software project, decomposing the problem into functions and classes, establishing a development process, organizing the project team, tracking progress, and making decisions. The document emphasizes understanding stakeholder needs, maintaining momentum, and conducting a post-mortem review.
Boost the ROI of your digital presenceIdean France
Backelite provides services to optimize the performance of digital products across acquisition, happiness, adoption, engagement, retention, and task success. Their approach includes assessing performance, recommending improvement actions, and setting up dashboards to monitor key metrics over time. Services range from global, holistic reviews to modular tests and optimizations in specific areas like marketing, interfaces, or technical quality.
Sandeep Gupta is a software engineer with over 2.5 years of experience in the telecom domain. He has expertise in customer orientation, product support environments, shell scripting, SQL, debugging, and manual and automation testing. He is currently working at Subex Ltd in Bangalore supporting their ROC DIM and MONETA revenue assurance products. His responsibilities include product installation, issue resolution, performance monitoring, customer communication, and training. He holds a Bachelor of Technology degree in Computer Science and Engineering.
Introduction To Software Concepts Unit 1 & 2Raj vardhan
This document provides an overview of Module 1 of an introduction to software concepts course. It covers the following topics: definitions of software, importance of software, types of software, software components, members involved in software development, and an overview of the software development life cycle (SDLC). Specifically, it defines software, discusses why it is important, lists common software types and components. It also outlines the roles of various members in software development projects, such as subject matter experts, functional analysts, developers, testers, and project managers. Finally, it provides a high-level overview of the waterfall model for the SDLC.
The document discusses process measurement and improvement techniques. It introduces an 8-step process for measuring performance, identifying issues, and improving processes. Key tools for measurement include process mapping, data collection plans, statistical analysis methods like measures of central tendency, control charts and process capability analysis. Learning objectives focus on understanding the importance of measurement in process improvement and applying statistical process control methods to understand common and special cause variation.
The document provides information about selecting solutions for process improvement projects. It discusses an 8-step problem solving process and lists tools that can be used, including brainstorming, process mapping, and selection matrices. The objectives are to understand idea generation principles, apply brainstorming tools, and use methods to select improvement ideas. Sources of solutions are identified, such as root causes, best practices, and past projects. Guidelines are given for generating many ideas through techniques like brainstorming and building on others' suggestions. Rules for effective brainstorming include allowing ideas without criticism and focusing on quantity over quality initially.
This document provides an overview of process mapping using a SIPOC (Supplier, Input, Process, Output, Customer) chart. It discusses how to create a high-level SIPOC that defines the key steps in a process, identifies important inputs and suppliers, and lists the major outputs and customers. The SIPOC is presented as the first step in process mapping to help visualize the current process and identify areas for potential improvement. Examples of completed SIPOCs are also included to demonstrate how they can be used to identify metrics and scope a process improvement project.
1) Requirements modeling involves fact-finding activities to describe the current system and identify requirements for the new system. This includes outputs, inputs, processes, performance, security, and modeling techniques.
2) Joint Application Development (JAD) is a popular fact-finding technique that involves users in the development process. Rapid Application Development (RAD) is another technique that speeds up development through prototyping and user involvement.
3) Requirements modeling requires strong analytical and interpersonal skills to build an accurate model through techniques like interviews, documentation review, and questionnaires.
This document provides an overview of implementing an Oracle Hyperion Profitability and Cost Management (HPCM) solution at a professional services firm. It includes an agenda, introductions, requirements, design objectives, and technical details. The proposed solution would allocate revenue and expenses across accounts, departments, activities, and clients on a monthly basis using drivers like headcount and billed hours. It describes a three-stage model to allocate data from the general ledger to activities to clients. Training, an interface, reports, and planning integration are discussed as next steps.
Enterprise architecture (EA) addresses problems caused by increasing IT system complexity and poor business alignment. EA frameworks provide guidance for developing an organization-specific architecture that embodies best practices and ensures all domains are adequately addressed. The most commonly used EA frameworks are the Zachman Framework, TOGAF, FEA, and Gartner Methodology. TOGAF provides both a framework for architectural content and an iterative architecture development method (ADM) comprised of phases to develop the EA. EA benefits include more efficient IT operations, reduced investment risk, and return on investment through greater flexibility, reduced complexity, and faster delivery.
The document discusses roles and responsibilities in continuous process improvement (CPI). It describes the CPI deployment director as owning the deployment plan and communication plan. Project sponsors are responsible for the project charter and removing barriers. Process owners implement process changes. Black belts and green belts lead CPI projects under a master black belt. A DACI chart defines roles as drivers, approvers, contributors, and informers. CPI uses tollgates to approve project definitions, measures, analyses, improvements and controls.
The document discusses various prescriptive process models including traditional models like waterfall, incremental, prototyping, and spiral as well as specialized models like the unified process. The unified process draws from conventional models and emphasizes software architecture and an iterative, incremental approach. It consists of five phases - inception, elaboration, construction, transition, and production - with work products produced in each phase except production.
The document provides details about the "Tracer" software project including the project team members, introduction, features of the tracer software, factors that will make the application successful, and how the project will be directed and managed. Key aspects that will be implemented include approval of changes by the project manager, effective management of project knowledge, quality management procedures, development and management of the project team, management of communications, implementation of risk responses, and conducting necessary procurements.
The document discusses the system development life cycle (SDLC), which is a conceptual model used in project management that describes the stages involved in developing an information system. It is a multistep, iterative process that provides a structured framework for technical and non-technical activities to deliver a quality system. The SDLC gives structure and defines the phases and steps involved in developing a system, and serves as a foundation for project planning, scheduling, and estimating. It also assists in lowering project risk and increasing visibility. The SDLC framework includes activities such as requirements gathering, design, implementation, testing, and maintenance.
Offering the right product and the technology needed for that. Intelligent services for feature elicitation, prioritization, release optimization, development and evaluation.
2015 ISACA NACACS - Audit as Controls FactoryNathan Anderson
The presentation provides an overview of data analytics concepts and tools that can be used for internal auditing. It discusses how audit analytics can help challenge traditional audit views and provide additional services while maintaining independence. Examples are given of how analytics can be used for monitoring controls, enhancing audits, and ad-hoc analysis of risks. Key lessons focus on ensuring diversity in analytic teams and being prepared to replace personnel. The presentation emphasizes using a toolbox approach to tools and affordably sourcing analytic talent from interns with the needed skills. Maintaining independence is discussed in the context of facilitating rather than directly implementing risk responses or managing risk.
The document discusses five parameters for improving software economics: reducing complexity, improving processes, using skilled personnel, using better tools, and adjusting quality thresholds. It focuses on reducing size through components, reuse, languages, and modeling. Improving processes involves optimizing activities at the meta, macro, and micro levels. Using skilled personnel and effective teams is important. Automation through tools can improve productivity by 20-40%. Achieving quality involves requirements management, architecture, configuration control, and testing.
The document discusses the IBM Rational solution for Collaborative Lifecycle Management. It provides capabilities that fully support an integrated Application Lifecycle Management (ALM) approach by allowing organizations to coordinate people, processes, and tools for requirements management, development and quality management through traceability across artifacts, process definition and reporting. The solution is powered by IBM Rational Jazz, which provides open collaboration across the software and systems lifecycle through products, platforms and communities.
The document summarizes new features and enhancements to SoGoSurvey's experience management tools in 2020, including:
1) SoGoEX allows organizations to automate data collection and gain insights from employee surveys and feedback. SoGoConnect allows teams to collect feedback from various sources and route it to the appropriate people for timely response.
2) SoGoCX enhances customer experience tracking through touchpoint analysis, custom metrics, key driver analysis, and expanded reporting capabilities.
3) Distribution and participation tools were improved with automated survey distribution, recurring surveys, offline participation options, and enhanced workflow features.
This document discusses project management principles and processes. It covers topics such as the importance of project management, knowledge areas, project identification and planning, risk management, and project execution. The document provides examples of projects and defines characteristics that distinguish projects from routine tasks. It also discusses project life cycles, activities involved in project execution like requirements analysis and testing, and potential problems in software projects.
The document discusses various software process models including prescriptive models like waterfall model and incremental process model. It also covers evolutionary models like prototyping and spiral process model. Specialized models covered are component based development, formal methods model, aspect oriented development and unified process model. The key highlights are that different models are suited for different situations based on project needs and each model has advantages and disadvantages to consider.
The document discusses techniques for decomposing software projects to aid in cost estimation. It describes decomposing by problem or process. Process decomposition breaks down framework activities like communication. For complex projects, communication can be broken into smaller tasks. The document also discusses software sizing methods, empirical estimation models, and making buy versus build decisions. It outlines manual and automated cost estimation techniques from project-level to activity-level estimates.
This document discusses key concepts in software project management. It covers defining the scope and requirements of the software project, decomposing the problem into functions and classes, establishing a development process, organizing the project team, tracking progress, and making decisions. The document emphasizes understanding stakeholder needs, maintaining momentum, and conducting a post-mortem review.
Boost the ROI of your digital presenceIdean France
Backelite provides services to optimize the performance of digital products across acquisition, happiness, adoption, engagement, retention, and task success. Their approach includes assessing performance, recommending improvement actions, and setting up dashboards to monitor key metrics over time. Services range from global, holistic reviews to modular tests and optimizations in specific areas like marketing, interfaces, or technical quality.
Sandeep Gupta is a software engineer with over 2.5 years of experience in the telecom domain. He has expertise in customer orientation, product support environments, shell scripting, SQL, debugging, and manual and automation testing. He is currently working at Subex Ltd in Bangalore supporting their ROC DIM and MONETA revenue assurance products. His responsibilities include product installation, issue resolution, performance monitoring, customer communication, and training. He holds a Bachelor of Technology degree in Computer Science and Engineering.
Introduction To Software Concepts Unit 1 & 2Raj vardhan
This document provides an overview of Module 1 of an introduction to software concepts course. It covers the following topics: definitions of software, importance of software, types of software, software components, members involved in software development, and an overview of the software development life cycle (SDLC). Specifically, it defines software, discusses why it is important, lists common software types and components. It also outlines the roles of various members in software development projects, such as subject matter experts, functional analysts, developers, testers, and project managers. Finally, it provides a high-level overview of the waterfall model for the SDLC.
1) The document discusses various metrics for measuring software productivity, quality, and testing at different stages of the software development process. It covers metrics for requirements, design, source code, testing, maintenance, and processes.
2) Key metrics discussed include defects per KLOC, function points, defect removal efficiency, and size-oriented vs function-oriented metrics. Metrics for object-oriented design, user interfaces, and project management are also summarized.
3) Collecting measures and developing metrics at each stage of development allows indicators to be obtained and improvements to be made to both the product and process. A variety of productivity, quality, and testing metrics can provide meaningful insights.
The document outlines the design process used by Motivitylabs, which includes 5 stages: 1) Brief, 2) Research, 3) Concept, 4) Design, and 5) Launch. It provides details about each stage and the key activities involved such as creating personas and wireframes in the concept stage, visual mockups and design evaluations in the design stage, and A/B testing and beta launches in the launch stage. The overall process is intended to help Motivitylabs thoroughly understand users, develop concepts that meet user needs, design effective interfaces, and launch products through user testing.
Analytic Design Group Design Research QualificationsKaryn Zuidinga
Analytic Design Group is a user experience strategy and design firm that specializes in user research to inform evidence-based design. They conduct various types of qualitative and quantitative user research including surveys, interviews, usability testing, and field studies to understand user needs. Some of their design services include interaction design, communication design, and strategy development. They have experience conducting both in-person and remote user research and testing across various digital platforms and devices.
The document discusses various design biases and proposes an outside-in approach to software design. It outlines structural, procedural, object-oriented, functional, event-driven, and architectural biases. It then recommends starting with impact mapping to identify key goals, features and functional areas. Functional mapping is used to understand interactions between areas. Mockups and APIs define entry points and contracts. Outside-in test-driven development implements features in small slices to satisfy external needs, building just enough domain model. This approach aims to better align product and software design.
Tale of two customers: Addressing the struggle between flexibility and usabil...Eileen O'Brien
The document discusses the challenges of ensuring usability for customized business-to-business software implementations. It describes how consultants often customize applications in ways that negatively impact the user experience. The authors share a case study where they conducted usability assessments of two call center customers' implementations to identify issues and provide recommendations. They provided demos, conducted field research, performed heuristic evaluations, and involved the consultants. Customers found the evaluations valuable for improving the user experience before rollout. The authors suggest strategies like adding user-centered design training to consultant certification programs and establishing design guidelines to help improve customized implementations.
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
NIMA2024 | De toegevoegde waarde van DEI en ESG in campagnes | Nathalie Lam |...BBPMedia1
Nathalie zal delen hoe DEI en ESG een fundamentele rol kunnen spelen in je merkstrategie en je de juiste aansluiting kan creëren met je doelgroep. Door middel van voorbeelden en simpele handvatten toont ze hoe dit in jouw organisatie toegepast kan worden.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
𝐔𝐧𝐯𝐞𝐢𝐥 𝐭𝐡𝐞 𝐅𝐮𝐭𝐮𝐫𝐞 𝐨𝐟 𝐄𝐧𝐞𝐫𝐠𝐲 𝐄𝐟𝐟𝐢𝐜𝐢𝐞𝐧𝐜𝐲 𝐰𝐢𝐭𝐡 𝐍𝐄𝐖𝐍𝐓𝐈𝐃𝐄’𝐬 𝐋𝐚𝐭𝐞𝐬𝐭 𝐎𝐟𝐟𝐞𝐫𝐢𝐧𝐠𝐬
Explore the details in our newly released product manual, which showcases NEWNTIDE's advanced heat pump technologies. Delve into our energy-efficient and eco-friendly solutions tailored for diverse global markets.
Cover Story - China's Investment Leader - Dr. Alyce SUmsthrill
In World Expo 2010 Shanghai – the most visited Expo in the World History
https://www.britannica.com/event/Expo-Shanghai-2010
China’s official organizer of the Expo, CCPIT (China Council for the Promotion of International Trade https://en.ccpit.org/) has chosen Dr. Alyce Su as the Cover Person with Cover Story, in the Expo’s official magazine distributed throughout the Expo, showcasing China’s New Generation of Leaders to the World.
The Most Inspiring Entrepreneurs to Follow in 2024.pdfthesiliconleaders
In a world where the potential of youth innovation remains vastly untouched, there emerges a guiding light in the form of Norm Goldstein, the Founder and CEO of EduNetwork Partners. His dedication to this cause has earned him recognition as a Congressional Leadership Award recipient.
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Profiles of Iconic Fashion Personalities.pdfTTop Threads
The fashion industry is dynamic and ever-changing, continuously sculpted by trailblazing visionaries who challenge norms and redefine beauty. This document delves into the profiles of some of the most iconic fashion personalities whose impact has left a lasting impression on the industry. From timeless designers to modern-day influencers, each individual has uniquely woven their thread into the rich fabric of fashion history, contributing to its ongoing evolution.
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Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
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2. Trade-off surveys
• Trade-off surveys differ from standard surveys in that they ask
participants to choose between various product features rather than
grade individual features.
• They can offer a more complete picture of what is truly important to
a consumer or employee.
• They are also the best way to measure factors like price sensitivity
• There are various types of trade-off surveys:
– Discrete choice
• Participants are presented with attributes choices packaged together and choose their preference or
none of the above.
– Non-packaged
• Participants are presented with all the attribute choices and asked to rate them and assign importance
– Conjoint
• Attributes are grouped in to packages and then ranked or rated
• There are variants of conjoint (e.g. pairwise, partial, full profile) that either limit the number of choices
in each package, or limit the combination of attributes that are permitted.
• However, trade-off surveys are often perceived as complex to
perform and this could explain why they are less commonly used.
3. What is Socrates?
• Socrates is a survey toolset that allows rich-featured
trade-off surveys to be created, managed, delivered and
completed over the internet.
• Socrates was created with two central principles¹:
– Pragmatism
• We have implemented the features that we believe will bring the
greatest benefit soonest
– Ease of use
• Our intention was to create a toolset that will remove barriers to
constructing and participating in trade-off surveys.
• Socrates is available to be used without installation and
on a fixed-cost or a pay-as-you-use basis.
¹ more on how these principles have informed our design below
4. Functional view (simplified)
FOUR PROCESS STEPS
DEFINTION
• The design, and creation of a
survey.
• This will be undertaken by skilled
marketing / customer insight
strategists
COLLECTION
• This is an end-user performing the
survey and entering their choices
• Collection can be remote or guided
by the analyst
ANALYSIS
• Real-time monitoring of the
survey’s progress
• Analysis of the final results and
rankings
REPORTING
The diagram above outlines the four key areas in an online survey • Presentation of the results of the
toolset and breaks them down in to smaller functional components. analysis to the customer
• These can be delivered online or
Not all components are shown, and this diagram is oriented through traditional means (e,g.
towards trade-off surveys rather than all surveys in general. Slideshows etc)
5. Socrates 2.1 – Functional view
OUR DESIGN RATIONALE
• We have implemented the
functions that will make
the biggest difference to
the marketing strategist
and customer
• We have left the specialist
analytical components to
existing tools, preferring to
allow data to be imported
and exported integrate in
an open way
• We have focused on
areas that we can apply
The orange-bordered boxes highlight the features Socrates 2.1 our skills in usability and
implement. implementation to create a
better toolset.
Those with a grey border are on our planned product roadmap.
Those shaded in grey are features we plan either not to
implement, or integrate other solutions.
6. Socrates – Design Principles
PRAGMATIC APPROACH EASE OF USE
• We focus on the functions that allow • We believe that marketing strategy
trade-off surveys to be created, departments will have specialists
managed, and performed. capable of designing meaningful trade-
• There are many software solutions off surveys
already ideally suited to perform the • Our goal was to ensure these
more complex features, especially specialists had clear and intuitive tools
around statistical analysis to design and manage the surveys.
• We enabled our solution to easily • Socrates guides both the designer and
integrate with these rather than participant through simple steps
replicate features they do better. enhancing their confidence in the tool
• We wanted to remove the cost of and the process.
installation from our product and also • Our experience in Usability and online
get great performance and widest customer feedback shows that end-
access, so we chose to implement on users will abandon surveys they feel
the internet. are difficult to use
• We also wanted our solution to be • We have spent time usability and
secure and scalable so we chose accessibility testing our applications
Google’s hosting platform rather than with real users in order to remove
attempt to implement ourselves. barriers to participation.
7. Our experience with online surveys
• Major multinational telecommunications corporation
– We provide hosted online customer satisfaction surveys for one of the best
known names in mobile technology
– This year we’ve run 12 surveys in 8 countries with over 60,000 invitees
• 360-degree survey for large investment Bank
– We’ve previously created a 360-degree survey tool for a large Investment Bank
– We hosted the survey which was a major factor in the yearly compensation
round for over 15,000 employees
• Online survey tools for direct marketing organisation
– We created a custom survey tool that enabled a Direct Marketing organisation to
better connect with their customers.
• Architecture and design advice to market research company
– We provided software architecture and design advice to a market research
company seeking to create a new survey product suite.
– Our recommendations ensured their system could perform and scale to support
their existing and future business needs and also provided performance
improvements of several orders of magnitude.
9. Terminology used in Socrates
Before the walkthrough this is the terminology we use
• Designer
– A marketing strategist who devises the survey
• Participant
– An end-user (usually a customer or employee) who performs the survey
• Attribute
– A feature of a product or service (e.g. Price, Free minutes, Basic salary, Holidays)
• Package
– A group of attributes collected together, each with a value assigned (e.g. Price=£39.99; Free
minutes=300)
• Iteration (Page)
– A set of packages presented to the participant for ranking or rating
• Ranking
– Where packages are selected in order
• Rating
– Where packages are given a score either out of a fixed amount (e.g. Score out of 10) or
where a certain number of points is shared between the packages.
11. Designer: Creating a new survey
• The designer creates a
new survey from the
dashboard
• They then can enter
the basic details for the
survey
– Its name
– A description
– The text of the email that
will be sent to the
participant when inviting
them
– The welcome text that
will greet the participant
when they follow the link
to their survey page
– ...
• Once finished the
survey is stored and
ready to add attributes
12. Designer: Defining attributes
• Attributes are the basis
of any survey
• Here the designer is
able to add, view, and
edit the attributes in
place
• The screen opposite
shows three existing
attributes and the
ability to add more
• Attributes have a
name, description, and
optionally units (e.g.
GBP, minutes, etc)
13. Designer: Defining packages
• Once the set of
attributes is created the
Designer can group
them together in to
packages
• The attributes are
made in to columns
and the designer sets
values for them in the
particular package.
• Most importantly the
designer is able to see
and change the values
that she/he has added
making it easy to
ensure the right
package combinations
are there.
14. Designer: Defining pages
• Once the packages have
been created, they can be
grouped together in to
“pages”
• These are iterations in the
surveys where the
participant will be
presented with a number
of packages to choose
between.
• The upper table shows the
pages already defined and
the packages therein
• Highlighted items show
what has just been
changed
• The lower portion allows
the designer to drag and
drop packages in to the
workspace (grey) to create
a new page or edit another
15. Designer: Launching surveys
• Once the survey has been
defined, and participants
added it is ready to be
launched
• Surveys are launched via
the dashboard – along
with any other actions that
can be performed (close,
archive, create new,
delete)
• The dashboard has a
summary of alerts relevant
to the designer as well as
real-time monitoring of
survey take-up.
• Once a survey is
launched, Socrates will
email the participants and
provide them with a
unique link to their
personalised survey pages
17. Participant: Welcome
• The participant will
have a unique URL to
their survey page in
their personalised
email.
• When they follow this
URL they will see a
welcome page.
• This can contain a
personalised greeting
(if set up by the
designer) and
instructions on how to
complete.
• The participant presses
“Start” to begin the
survey.
18. Participant: Ranking packages
• Each of the pages in
the survey correspond
to a page set up by the
designer
• In the example the
participant is on the
first (of three) pages.
• This is indicated by the
highlighted progress
bar
• The participant drags
and drops the package
boxes in order to rank
them
• The attributes and their
values are shown in
each box
19. Participant: Rating packages
• This example shows
an alternative where
the designer has asked
the participant to rate
the packages
• This rating is from a
total allocation of 20
points
• The participant has
allocated 8 points to
Package A and 2 to
Package B
• The boxes at the foot
of the screen clearly
show how many more
points there are to
allocate.
20. Technical Overview: A cloud-based solution hosted on
Google’s infrastructure
FEATURES
• No installation needed
– Application is ready to
use
• Secure
– Survey data is protected
per client
• Highly scalable
– Can grow to the needs of
the survey. From 1
participant to 1000s
• Pay for what you use
– Cloud-based and
charged on usage
• Accessible through
multiple devices
– Browser
– Smartphone
• Global
– Google’s infrastructure
means good
performance worldwide
21. Find out more
• Read about zico our standard online survey tool
– http://truenorth.gb.com/products/zico
• Latest news about Socrates on its product page
– http://truenorth.gb.com/products/socrates
• Contact us about using Socrates
– Sid Haniff, sid@truenorth.gb.com, 07968 277 116
– Mark Thomsit, mark@truenorth.gb.com, 07801 480 820