The document discusses the Project Management Body of Knowledge (PMBoK) which presents standard terminology and guidelines for project management. It is published by the Project Management Institute (PMI). The PMBoK consists of 47 processes grouped into 5 process groups and 10 knowledge areas. It also discusses the importance of stakeholder management, defining stakeholders as those impacted by a project, and the project manager's role in understanding stakeholder needs, addressing issues, and fostering engagement through communication.
David will discuss techniques for prioritizing a project portfolio, including decision conferencing, pairwise comparison, and driver-based scoring. He will illustrate how to use these techniques to maintain a balanced portfolio throughout delivery. Some key points include prioritizing within and across categories, using strategic business drivers to focus on strategy, and allowing reprioritization if priorities change. Optimization techniques can help allocate resources with constraints in mind.
The document summarizes the March 2011 meeting of the Assurance Specific Interest Group. It discusses that the group aims to be a center of excellence for project and program assurance. It outlines the group's vision, mission, and current workstreams which include developing a knowledge base, agreeing on assurance definitions, and providing guidance on integrated assurance and measures for assuring projects. The group seeks to develop best practices and standards for project assurance.
The document discusses the disturbing reality of today's project management offices (PMOs). It notes that 50% of PMOs close within 3 years, and over 50% of PMO implementations fail. Additionally, only a third of projects meet their goals. The document advocates for PPM software to help PMOs bridge the gap with the business and improve their strategy, governance, and project execution. It highlights characteristics of best-in-class PMOs and argues that a comprehensive cloud-based solution can offer both top-down strategy and bottom-up project execution.
Reinventing Project and Portfolio Management at the State of Michigan with Ch...Changepoint
This presentation discusses the State of Michigan’s recent implementation of a true enterprise project and portfolio management organization. Michigan centralized 7 different Program Management Offices, and implemented an enterprise PPM tool which has enabled the entire portfolio of technology projects to be integrated. Project status is actively monitored across the entire portfolio. Planned effort for staff is now captured and is measured against technology demands across state government, improving staffing allocation.
This document provides recommendations and guidance for entities in Africa on several strategic initiatives related to the Global Citizen Development Programme (GCDP). It addresses iGCDP business models, oGCDP product packaging, and supply and demand partnerships. Key points include developing financial sustainability plans for iGCDP, customizing oGCDP based on local realities, and establishing country partnerships and co-delivery standards to improve experience quality and achieve goals. Entities are advised to analyze current initiatives and partnerships and focus efforts based on strategic planning tools and frameworks outlined in the document.
Does your Project Management Office need a boost? Check out this functional approach to improving the PMO's results. No need for expensive maturity models, our approach enables you to make smart investments in the highest priority areas. Contact Line of Sight for more information - info@line-of-sight.com
The document discusses the Project Management Body of Knowledge (PMBoK) which presents standard terminology and guidelines for project management. It is published by the Project Management Institute (PMI). The PMBoK consists of 47 processes grouped into 5 process groups and 10 knowledge areas. It also discusses the importance of stakeholder management, defining stakeholders as those impacted by a project, and the project manager's role in understanding stakeholder needs, addressing issues, and fostering engagement through communication.
David will discuss techniques for prioritizing a project portfolio, including decision conferencing, pairwise comparison, and driver-based scoring. He will illustrate how to use these techniques to maintain a balanced portfolio throughout delivery. Some key points include prioritizing within and across categories, using strategic business drivers to focus on strategy, and allowing reprioritization if priorities change. Optimization techniques can help allocate resources with constraints in mind.
The document summarizes the March 2011 meeting of the Assurance Specific Interest Group. It discusses that the group aims to be a center of excellence for project and program assurance. It outlines the group's vision, mission, and current workstreams which include developing a knowledge base, agreeing on assurance definitions, and providing guidance on integrated assurance and measures for assuring projects. The group seeks to develop best practices and standards for project assurance.
The document discusses the disturbing reality of today's project management offices (PMOs). It notes that 50% of PMOs close within 3 years, and over 50% of PMO implementations fail. Additionally, only a third of projects meet their goals. The document advocates for PPM software to help PMOs bridge the gap with the business and improve their strategy, governance, and project execution. It highlights characteristics of best-in-class PMOs and argues that a comprehensive cloud-based solution can offer both top-down strategy and bottom-up project execution.
Reinventing Project and Portfolio Management at the State of Michigan with Ch...Changepoint
This presentation discusses the State of Michigan’s recent implementation of a true enterprise project and portfolio management organization. Michigan centralized 7 different Program Management Offices, and implemented an enterprise PPM tool which has enabled the entire portfolio of technology projects to be integrated. Project status is actively monitored across the entire portfolio. Planned effort for staff is now captured and is measured against technology demands across state government, improving staffing allocation.
This document provides recommendations and guidance for entities in Africa on several strategic initiatives related to the Global Citizen Development Programme (GCDP). It addresses iGCDP business models, oGCDP product packaging, and supply and demand partnerships. Key points include developing financial sustainability plans for iGCDP, customizing oGCDP based on local realities, and establishing country partnerships and co-delivery standards to improve experience quality and achieve goals. Entities are advised to analyze current initiatives and partnerships and focus efforts based on strategic planning tools and frameworks outlined in the document.
Does your Project Management Office need a boost? Check out this functional approach to improving the PMO's results. No need for expensive maturity models, our approach enables you to make smart investments in the highest priority areas. Contact Line of Sight for more information - info@line-of-sight.com
This document discusses Project Review, Assurance and Governance Support. It notes challenges in realizing business benefits from strategic initiatives such as poor execution speed and lack of reliable performance information. It advocates the rigor of project review combined with support and assurance for managers to deliver superior performance. Project Review, Assurance and Governance (PRAG) provides fact-based management without challenging culture. PRAG includes project review, assurance and governance. Outcome-focused services are described like improving project throughput with portfolio management and boosting competitiveness by deploying or outsourcing a PMO.
The document announces summer term workshops exclusively for PMI UK members. It describes three upcoming workshops:
1) A May 4th workshop by Rod Willis on online collaboration tools and methods for understanding effective collaboration.
2) Two May and June workshops by Mark White on using LinkedIn effectively and professionally, covering topics like creating an effective profile and using privacy settings.
3) A July 20th workshop by George Diakonikolaou on conscious alignment for success, discussing the Neurological Levels Model of NLP as a tool for influencing learning, communication, and change.
This document summarizes a presentation on introducing portfolio management (PfM). It discusses the benefits of PfM, its relationship to projects and programmes, and how it works with other disciplines like PMOs and risk management. The presentation agenda includes an introduction to PfM, discussing how participants see it operating in their own organizations, and answering questions. The goal is to help participants understand PfM and how their roles relate to it.
Are executives looking to you as a PMO leader to drive business value? Learn the keys to delivering real business value through your project management office and how to become a PMO hero in your organization.
Project management helps achieve efficiencies, gain reputation, and increase revenue by delivering value to the business through higher success on project goals and objectives, which improves morale in the team and leads to wider stakeholder satisfaction.
PMexpo17 - The Stakeholder Perspective - Massimo PirozziPMexpo
PMexpo 2017 - 27 ottobre 2017
-----------------------------------------------------------------------
The Stakeholder Perspective
(Massimo Pirozzi - Consulente e Docente di Project Management, Segretario del Consiglio Direttivo di ISIPM)
https://www.pmexpo.it/2017/programma/r010tr
Infographic explains the connection between the strategic plan and the operations planning & implementation process.
Travis Barker, MPA GCPM
Innovate Vancouver
Consulting@innovatevancouver.org
Assessing PMO Maturity In Your OrganizationSasha Lapshina
The document discusses assessing the maturity of a project management office (PMO) in an organization. It provides an overview of what a PMO is and a continuum of PMO maturity from ad-hoc to optimized. The presentation recommends using a proven approach to conduct a PMO maturity assessment that involves planning the assessment project, getting stakeholders aligned, conducting the assessment, determining a desired maturity level, and developing a roadmap. Partnerships with consulting teams, software providers, and other external parties are recognized as valuable for reaching the desired maturity level.
FuturePMO 2017 - Justin Byrd, Fujitsu - Future-proofing your PMO; Building an...Wellingtone
Justin explores what a good PMO looks like, how should it be designed to add the most value for its Customers and how you can ensure it is fit for purpose not only today, but for the future of your organisation too. Hints, tips, and ideas to enhance your PMO journey.
Digitalize Your PMO: How to Build a Strategic Enterprise PMOUMT360
UMT360's Ben Chamberlain looks at how to build a strategic enterprise PMO. This presentation is from Gartner's 2014 PPM & IT Governance Summit in National Harbor. http://www.umt360.com
Our presentation from the SMS Management & Technology Next Generation PMO seminar, held in Victoria and presented by Michael Aizacowitz and Eric Van Zeyl
There are many myth and misunderstanding around what program management is - this is a deck not only captures what I define for the PGM team as the head of program management for multiple startups, it's also an interview presentation I made to my hiring committee (CEO, CTO, CPO, CFO, CMO, CHRO etc).
The principles have been incorporated into a product we built - dragonboat.io
Questions and comments - twitter: @beckyflintsf
The document summarizes key findings from PMI's 2016 PULSE of the PROFESSION survey which included responses from over 2,000 project management practitioners, 200 senior executives, and 280 PMO directors. Some of the main findings were that only 47% of projects were completed within their initially scheduled times and budget, and the top reason for project failure was a change in organizational priorities. Additionally, there were differences in perceptions of the value of project management between senior executives and PMO directors. The document concludes that fewer projects are meeting goals and business intent compared to previous years' surveys and there is still lack of clarity around the role of the PMO in many organizations.
20130911 The Zombies of Program, Project Office and Portfolio ManagementYoussef Mourra
This presentation reflects my concern with the misuse and misunderstanding of the concepts around Program Managemen, Project Offices and Portfolio Management. We need to look out for these Zombies and eradicate them!
20130312 The Zombies of Project ManagementYoussef Mourra
This presentation reflects my concern with the misuse and misunderstanding of the concepts around Project Management. We need to look out for these Zombies and eradicate them! These people don't even realise they are zombies and dead from the neck up.
This document is a copyrighted and confidential presentation about building execution excellence with program and project management. It discusses how poor execution is a common reason for executive failure. It then provides a case example of how a life insurance company implemented a program management office and project management processes to help align its organization during a business transformation initiative involving multiple projects and programs. The presentation outlines the challenges the company faced and the scope of work involved in the implementation.
This document discusses Project Review, Assurance and Governance Support. It notes challenges in realizing business benefits from strategic initiatives such as poor execution speed and lack of reliable performance information. It advocates the rigor of project review combined with support and assurance for managers to deliver superior performance. Project Review, Assurance and Governance (PRAG) provides fact-based management without challenging culture. PRAG includes project review, assurance and governance. Outcome-focused services are described like improving project throughput with portfolio management and boosting competitiveness by deploying or outsourcing a PMO.
The document announces summer term workshops exclusively for PMI UK members. It describes three upcoming workshops:
1) A May 4th workshop by Rod Willis on online collaboration tools and methods for understanding effective collaboration.
2) Two May and June workshops by Mark White on using LinkedIn effectively and professionally, covering topics like creating an effective profile and using privacy settings.
3) A July 20th workshop by George Diakonikolaou on conscious alignment for success, discussing the Neurological Levels Model of NLP as a tool for influencing learning, communication, and change.
This document summarizes a presentation on introducing portfolio management (PfM). It discusses the benefits of PfM, its relationship to projects and programmes, and how it works with other disciplines like PMOs and risk management. The presentation agenda includes an introduction to PfM, discussing how participants see it operating in their own organizations, and answering questions. The goal is to help participants understand PfM and how their roles relate to it.
Are executives looking to you as a PMO leader to drive business value? Learn the keys to delivering real business value through your project management office and how to become a PMO hero in your organization.
Project management helps achieve efficiencies, gain reputation, and increase revenue by delivering value to the business through higher success on project goals and objectives, which improves morale in the team and leads to wider stakeholder satisfaction.
PMexpo17 - The Stakeholder Perspective - Massimo PirozziPMexpo
PMexpo 2017 - 27 ottobre 2017
-----------------------------------------------------------------------
The Stakeholder Perspective
(Massimo Pirozzi - Consulente e Docente di Project Management, Segretario del Consiglio Direttivo di ISIPM)
https://www.pmexpo.it/2017/programma/r010tr
Infographic explains the connection between the strategic plan and the operations planning & implementation process.
Travis Barker, MPA GCPM
Innovate Vancouver
Consulting@innovatevancouver.org
Assessing PMO Maturity In Your OrganizationSasha Lapshina
The document discusses assessing the maturity of a project management office (PMO) in an organization. It provides an overview of what a PMO is and a continuum of PMO maturity from ad-hoc to optimized. The presentation recommends using a proven approach to conduct a PMO maturity assessment that involves planning the assessment project, getting stakeholders aligned, conducting the assessment, determining a desired maturity level, and developing a roadmap. Partnerships with consulting teams, software providers, and other external parties are recognized as valuable for reaching the desired maturity level.
FuturePMO 2017 - Justin Byrd, Fujitsu - Future-proofing your PMO; Building an...Wellingtone
Justin explores what a good PMO looks like, how should it be designed to add the most value for its Customers and how you can ensure it is fit for purpose not only today, but for the future of your organisation too. Hints, tips, and ideas to enhance your PMO journey.
Digitalize Your PMO: How to Build a Strategic Enterprise PMOUMT360
UMT360's Ben Chamberlain looks at how to build a strategic enterprise PMO. This presentation is from Gartner's 2014 PPM & IT Governance Summit in National Harbor. http://www.umt360.com
Our presentation from the SMS Management & Technology Next Generation PMO seminar, held in Victoria and presented by Michael Aizacowitz and Eric Van Zeyl
There are many myth and misunderstanding around what program management is - this is a deck not only captures what I define for the PGM team as the head of program management for multiple startups, it's also an interview presentation I made to my hiring committee (CEO, CTO, CPO, CFO, CMO, CHRO etc).
The principles have been incorporated into a product we built - dragonboat.io
Questions and comments - twitter: @beckyflintsf
The document summarizes key findings from PMI's 2016 PULSE of the PROFESSION survey which included responses from over 2,000 project management practitioners, 200 senior executives, and 280 PMO directors. Some of the main findings were that only 47% of projects were completed within their initially scheduled times and budget, and the top reason for project failure was a change in organizational priorities. Additionally, there were differences in perceptions of the value of project management between senior executives and PMO directors. The document concludes that fewer projects are meeting goals and business intent compared to previous years' surveys and there is still lack of clarity around the role of the PMO in many organizations.
20130911 The Zombies of Program, Project Office and Portfolio ManagementYoussef Mourra
This presentation reflects my concern with the misuse and misunderstanding of the concepts around Program Managemen, Project Offices and Portfolio Management. We need to look out for these Zombies and eradicate them!
20130312 The Zombies of Project ManagementYoussef Mourra
This presentation reflects my concern with the misuse and misunderstanding of the concepts around Project Management. We need to look out for these Zombies and eradicate them! These people don't even realise they are zombies and dead from the neck up.
This document is a copyrighted and confidential presentation about building execution excellence with program and project management. It discusses how poor execution is a common reason for executive failure. It then provides a case example of how a life insurance company implemented a program management office and project management processes to help align its organization during a business transformation initiative involving multiple projects and programs. The presentation outlines the challenges the company faced and the scope of work involved in the implementation.
The document outlines an agenda for a webinar on making the case for Agile. The webinar will discuss the perils of managing change, where the project management office (PMO) fits in, creating an Agile strategy, adopting Agile, and include a wrap up and Q&A session. It provides background on Shawn Dickerson, the speaker, and discusses the need for Agile portfolio management to address the high costs of wrong investments, need for faster delivery, and urgency to create business value. The document makes the case for applying Agile principles at the portfolio level to place the right bets, turn quickly when priorities shift, and deliver faster.
The document provides information about Eng. Akram Elnagar including his education and experience in portfolio, program and project management. It lists his various certifications such as PMP, PgMP, PMOC and discusses his role as founder of PM House, a project management consultancy. The document also contains sections on portfolio, program and project offices, the functions and services of a P3O, different P3O models and structures, tools and techniques used in P3Os and typical roles and responsibilities within a P3O.
This document discusses project management and its importance. It defines project management as applying processes, methods, knowledge and skills to achieve project objectives. It notes that projects often fail due to changes in scope, poor planning and insufficient resources. The costs of failed projects can be significant and include wasted time and money, lost opportunity and damage to credibility. To increase success, the document recommends being flexible, measuring performance, enabling your team, optimizing your project portfolio, and connecting executive sponsors to project teams. It also stresses the importance of managing people through change to drive performance and minimize risks.
CMCS provides fully integrated 360 degree project portfolio management solutions to help clients identify, prioritize, and deliver projects successfully the first time. Their PPM360 offering is said to reduce the likelihood of high-cost project failures by 93%. When projects are late, over budget or fail to achieve goals, it places demands on other projects and wastes organizational money. CMCS helps clients implement best practices for project selection, governance, and delivery through services like diagnosing practices, constructing PMOs, training talent, and implementing PPM software and data solutions.
The document discusses change management fundamentals and frameworks. It defines change management, outlines why it is important for project success, and describes common challenges of change initiatives. It then details Navigate's change management framework, which includes leadership alignment, communications, organizational alignment, training, and change readiness activities to deliver sustainable outcomes. The framework focuses on understanding unique business needs, designing customized solutions, and delivering long-term impacts.
Pyramid Consulting International provides strategy, capability, and execution consulting services to help clients translate their strategy into successfully executed programs and projects. Their service lines include strategic alignment, resource management, portfolio optimization, financial performance, infrastructure development, process improvement, organizational change management, and project monitoring and control. They have helped clients realize benefits such as increased capital project throughput, cost savings, process efficiencies, and standardized project management processes. Representative case studies described include developing project lifecycle management processes, establishing a portfolio management office, conducting a capital project management assessment, performing a process compliance audit, facilitating strategic planning, prioritizing capital projects, and developing a risk management plan.
InnoTech 2019 Agile Planning: 5 Steps to Agile Transformation Planning for Su...Darrel Raynor
Agile Planning: 5 Steps to Agile Transformation Planning for Success -
Many are or will be implementing Agile in some form or other. For some, they are on their second, third, or even fourth attempt to really integrate and leverage Agile. Where Agile implementations fail is rarely with developers or other project staff.
Executives and other Senior Leaders are often the cause of failure or excess friction due to their hope that Agile will simply be faster and cheaper without having to change the organization culture…
In this presentation we focus on the 5 Steps to planning a successful Agile transformation that you can take back and apply all at once or one by one over time.
Agile is exploding in enterprises these days, moving past the experimental stag into full company rollouts. As this happens PMOs (portfolio management offices) and Agile Centers of Excellence are having to learn to work together to make team level agility align effectively with strategy.
Planview's Lean Agile Delivery Solution helps solve this problem by providing a combination of best-of-breed tools that provide agility at both the portfolio and team/team-of-teams levels of an organization. And by linking easily to existing development tools like Atlassian Jira and Microsoft TFS, Planview customers can gain the benefits of our product suite without forcing unnecessary changes on their agile teams.
Architecting to Create or Mitigate a DisruptionSriram Sabesan
To be sustainable and to leverage new discoveries, inventions or solution, enterprises either inject a disruption into their market or respond as rapidly as they can. This is a reflection of our model to help the CxOs and Enterprise Architects to create or mitigate impact from disruptive movements
PMO's and the CxO
Tuesday 6 June 2023
APM PMO Specific Interest Group
Presented by:
Paul Evans
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/pmos-and-the-cxo-webinar/
Content description:
The majority of projects have either PMO’s or people who fulfill this function coupled with the governance that reports up the chain to the CxO level. In theory, this should enable any issues arising to be evident early so clear direction and support can be provided to resolve the issue. After all the success of the project is in the interest of the board as well as the project team. So why is there often friction between the two and many projects struggle to obtain the support or even interest of the board? This webinar looked at the roles and responsibilities of the CxO and the PMO and the issues that arise that prevent the two working effectively together. Solutions such as a Chief Project Officer and Enterprise PMO are then explored.
Power Your PMO with the Adaptive Enterprise Stephen Parry
Business is evolving. Today’s customer expects an instant response to their demands. Today’s executive expects the PMO to deliver with unprecedented speed and accuracy. The name of the game is adaptability – not predictability.
Annual planning and cumbersome project lifecycles are no longer enough to meet these challenges. A new mindset is needed – one that enables the PMO to constantly evaluate and innovate as opportunities emerge, adding business value beyond tasks and processes.
Join this webinar with internationally renowned Author, Keynote Speaker and Change Architect, Stephen Parry at Lloyd Parry International and Carina Hatfield CPA, Senior Product Manager at Planview, to explore:
How to create an adaptive PMO that flexes to the speed of change
How to build a PMO that is responsive to the business need
How to promote executive confidence, even in times of uncertainty
How to create budgets, plans and resource maps that deliver the strategy but respond to the reality
How to partner with the business and become an Enterprise PMO
The document discusses different project life cycle models from the Asian Development Bank and World Bank. It also discusses the various phases of a typical project, including pre-investment, investment, operations, and evaluation. Project risk management is also covered, noting it is important to identify, analyze, prioritize, mitigate, plan for emergencies regarding, and measure/control risks to ensure proper management.
هذه المحاضرة تتحدث عن تأسيس وتشغيل مكتب إدارة المشاريع الإستراتيجي
Strategic PMO Implementation
حيث كنت قد قدمتها بمدينة جدة يوم السابع من مارس 2018 بمعرض ومؤتمر
The Big 5 Saudi 2018
باللغة الإنجليزية.
الان قمت بتجهيز فيديو باللغة العربية عن هذه المحاضرة.
في هذه المحاضرة تحدث فيها عن التوجه العالمي لتحوُل مكاتب إدارة المشاريع لتكون مكاتب إدارة مشاريع إستراتيجية تجمع بين الادارة الاستراتيجية ومكتب ادارة المشاريع في مكتب واحد ودّعمت ذلك بأدلة من تقرير ال
PMI
وهو
PMI pulse of the profession 2017.
قمت بعدها بشرح التعارض الموجود في كثير من المؤسسات بين وحدة (إدارة) التخطيط الاستراتيجي
Strategic Management Office (SMO)
ومكاتب إدارة المشاريع
(PMO)
وأن الحل في دمجهما تحت إدارة ومكتب واحد وهو مكتب إدارة المشاريع الإستراتيجي
Strategic PMO.
ومن ثم تطرقت لتعريف ودور مكتب إدارة المشاريع الاستراتيجي
Strategic PMO
وطبيعة عمله وخدماته التي يقدمها ومن ثم تطرق للخطوات اللازمة لبناء وتأسيس مكتب ادارة المشاريع الإستراتيجي وختمت المحاضرة بالحديث عن تشغيل مكتب ادارة المشاريع الاستراتيجي وما هي الأشياء التي يجب وضعها في الحسبان.
2016 10 23_Asset Management Conference_FINALSteve Scott
The document discusses strategic capital planning in an era of fiscal constraints. It notes the need to prioritize capital investment towards high impact projects that help achieve goals and objectives, given reduced budgets. A multi-criteria prioritization framework is proposed, using drivers like vision/strategy, broad economics, sustainability, deliverability, and risk/criticality. Project characteristics and scoring criteria are outlined to develop a prioritized capital plan portfolio and support strategic decision making around infrastructure investment.
Similar to Strategy Implementation Practice | UC STRATEGY | Nov 2019 (20)
UC STRATEGY has covered a wide spectrum of financial services like broking firms, investment services, financial consulting, and numerous private banks.
UC STRATEGY offers Agribusiness, Food, and Agricultural consulting to International and Indian multinational companies for assistance in the form of varied service lines like India Entry Strategy, Go-To-Market Strategy, Growth Strategy and Commercial Due Diligence to effectively cater to the rural market. We also help companies in Supply Chain Strategy, Channel Management Strategy and Distribution Strategy.
UC STRATEGY team interacted extensively with members from operating companies to gain
a wholistic understanding of business and its requirements. UC Strategy conducted ~45 interviews with customers and competition.
UC STRATEGY offers Agribusiness, Agricultural, and Food Consulting across the value chain i.e. Agrochemicals & Seeds, Agriproduce & Processing Agri-machinery & Equipment.
The Japanese client manufactures yeast for bread and other bioproducts. They requested UC Strategy to assess the market for bread improver, atta, and maida in India. UC Strategy conducted primary and secondary research on market dynamics, key suppliers and brands, prices, distributors, and market sizes for these products. The client obtained insights to help enter the Indian market.
UC Strategy also assessed opportunities for a Ugandan cable company to diversify. They shortlisted and deeply analyzed opportunities in switchgear, batteries, honey, and chili. UC Strategy developed go-to-market strategies considering competition, feasibility, and the client's capabilities. This helped the client identify potential new product categories.
Additionally,
UC STRATEGY has covered a wide spectrum of financial services like broking firms, investment services, financial consulting, and numerous private banks.
UC STRATEGY offers Agribusiness, Agricultural, and Food Consulting across the value chain i.e. Agrochemicals & Seeds, Agriproduce & Processing Agri-machinery & Equipment.
India is the largest producer of milk in the world, producing over 65 million metric tonnes per year in 2017. However, it also has the lowest milk yield per animal at 1.8 tonnes per year. The Indian dairy market is largely unorganized, with around 80% of the market being informal in 2017. The industry is expected to see revenue growth of 15% annually to reach $85 billion by 2020. Key challenges for competitors in the Indian dairy market include product quality issues, inadequate understanding of customer demand, limited brand awareness, and the dominance of large companies. The document outlines strategies that different players in the industry could adopt related to customers, products, pricing, channels, and governance.
The document provides an overview of the emerging healthcare landscape in India. It discusses key trends like rising healthcare costs, low insurance penetration rates, and a large rural-urban healthcare access gap. It also summarizes recent regulatory changes affecting drugs, medical devices and the introduction of the National Health Protection Scheme to expand health insurance coverage. If genericization increases in India, it could significantly impact the pharmaceutical industry structure and market share of large domestic and global players. Companies may need to diversify product portfolios and sales strategies to adapt to a more generic dominated market.
UC STRATEGY is approached by many Indian and global Life Sciences and Pharmaceutical companies to develop winning Life Sciences and Pharmaceuticals strategies.
UC STRATEGY has covered a wide spectrum of financial services like broking firms, investment services, banking & financial consulting, evergreen national banks, numerous private banks, mutual funds, car and home loans, equity market and other banking services. UC STRATEGY experience in the banking financial services spans across Growth Strategy, Business Plans and Feasibility Studies.
India is burdened with a substantial power deficit resulting in vast tracts of the country, living in the dark shadows of frequent power outages. The government has embarked on a number of initiatives to bridge this power deficit over the next decade.
Meanwhile, India’s hapless citizens have already invested around Rs 100,000 crores (US$ 20 billion) in power back-up equipment due to the poor reliability of grid power. Another Rs 30,000 crores (US$ 6 billion) is the recurring operating expenditure incurred to maintain back-up power equipment. Further, a large portion of this operational expenditure is diesel fuel which, is subsidised by the government.
Companies have traditionally performed a large range of functions in-house, regardless of internal capability, or criticality to the business. This was driven by the absence of dependable service providers to outsource to and partially because of insecurity. Most companies pursued vertical integration to control the value chain1. The 90s challenged this mindset when Hamel and Prahlad’s theory of core competence captured the imagination of CEOs worldwide. Core competence theory seemed to urge businesses to stay focused only on functions and processes that were core to the organization.
The document provides an overview of the emerging healthcare landscape in India. It discusses key trends like rising costs of care, low insurance penetration rates, and a large uninsured population. It also summarizes recent regulatory changes affecting various sectors and outlines strategies companies are adopting in response to increased genericization, like expanding into new areas such as OTC, ayurveda, and supplements. The National Health Protection Scheme aims to increase insurance coverage and address issues of access and affordability.
Universal Consulting hosted a Chinese delegation in India, comprising the Shanghai Municipal People Government Economic Commission and Shanghai Foreign Economic Relations and Trade Commission. The visit was organized in order for the delegation to understand the Indian IT industry and identify potential alliance/ business opportunities with Indian software companies. On this visit, the delegation discussed the attractiveness of Shanghai as a center for IT business.
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Welcome to UiPath Test Automation using UiPath Test Suite series part 6. In this session, we will cover Test Automation with generative AI and Open AI.
UiPath Test Automation with generative AI and Open AI webinar offers an in-depth exploration of leveraging cutting-edge technologies for test automation within the UiPath platform. Attendees will delve into the integration of generative AI, a test automation solution, with Open AI advanced natural language processing capabilities.
Throughout the session, participants will discover how this synergy empowers testers to automate repetitive tasks, enhance testing accuracy, and expedite the software testing life cycle. Topics covered include the seamless integration process, practical use cases, and the benefits of harnessing AI-driven automation for UiPath testing initiatives. By attending this webinar, testers, and automation professionals can gain valuable insights into harnessing the power of AI to optimize their test automation workflows within the UiPath ecosystem, ultimately driving efficiency and quality in software development processes.
What will you get from this session?
1. Insights into integrating generative AI.
2. Understanding how this integration enhances test automation within the UiPath platform
3. Practical demonstrations
4. Exploration of real-world use cases illustrating the benefits of AI-driven test automation for UiPath
Topics covered:
What is generative AI
Test Automation with generative AI and Open AI.
UiPath integration with generative AI
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
For the full video of this presentation, please visit: https://www.edge-ai-vision.com/2024/06/building-and-scaling-ai-applications-with-the-nx-ai-manager-a-presentation-from-network-optix/
Robin van Emden, Senior Director of Data Science at Network Optix, presents the “Building and Scaling AI Applications with the Nx AI Manager,” tutorial at the May 2024 Embedded Vision Summit.
In this presentation, van Emden covers the basics of scaling edge AI solutions using the Nx tool kit. He emphasizes the process of developing AI models and deploying them globally. He also showcases the conversion of AI models and the creation of effective edge AI pipelines, with a focus on pre-processing, model conversion, selecting the appropriate inference engine for the target hardware and post-processing.
van Emden shows how Nx can simplify the developer’s life and facilitate a rapid transition from concept to production-ready applications.He provides valuable insights into developing scalable and efficient edge AI solutions, with a strong focus on practical implementation.
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Boost your website's visibility with proven SEO techniques! Our latest blog dives into essential strategies to enhance your online presence, increase traffic, and rank higher on search engines. From keyword optimization to quality content creation, learn how to make your site stand out in the crowded digital landscape. Discover actionable tips and expert insights to elevate your SEO game.
Monitoring and Managing Anomaly Detection on OpenShift.pdfTosin Akinosho
Monitoring and Managing Anomaly Detection on OpenShift
Overview
Dive into the world of anomaly detection on edge devices with our comprehensive hands-on tutorial. This SlideShare presentation will guide you through the entire process, from data collection and model training to edge deployment and real-time monitoring. Perfect for those looking to implement robust anomaly detection systems on resource-constrained IoT/edge devices.
Key Topics Covered
1. Introduction to Anomaly Detection
- Understand the fundamentals of anomaly detection and its importance in identifying unusual behavior or failures in systems.
2. Understanding Edge (IoT)
- Learn about edge computing and IoT, and how they enable real-time data processing and decision-making at the source.
3. What is ArgoCD?
- Discover ArgoCD, a declarative, GitOps continuous delivery tool for Kubernetes, and its role in deploying applications on edge devices.
4. Deployment Using ArgoCD for Edge Devices
- Step-by-step guide on deploying anomaly detection models on edge devices using ArgoCD.
5. Introduction to Apache Kafka and S3
- Explore Apache Kafka for real-time data streaming and Amazon S3 for scalable storage solutions.
6. Viewing Kafka Messages in the Data Lake
- Learn how to view and analyze Kafka messages stored in a data lake for better insights.
7. What is Prometheus?
- Get to know Prometheus, an open-source monitoring and alerting toolkit, and its application in monitoring edge devices.
8. Monitoring Application Metrics with Prometheus
- Detailed instructions on setting up Prometheus to monitor the performance and health of your anomaly detection system.
9. What is Camel K?
- Introduction to Camel K, a lightweight integration framework built on Apache Camel, designed for Kubernetes.
10. Configuring Camel K Integrations for Data Pipelines
- Learn how to configure Camel K for seamless data pipeline integrations in your anomaly detection workflow.
11. What is a Jupyter Notebook?
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12. Jupyter Notebooks with Code Examples
- Hands-on examples and code snippets in Jupyter Notebooks to help you implement and test anomaly detection models.
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Webinar: Designing a schema for a Data WarehouseFederico Razzoli
Are you new to data warehouses (DWH)? Do you need to check whether your data warehouse follows the best practices for a good design? In both cases, this webinar is for you.
A data warehouse is a central relational database that contains all measurements about a business or an organisation. This data comes from a variety of heterogeneous data sources, which includes databases of any type that back the applications used by the company, data files exported by some applications, or APIs provided by internal or external services.
But designing a data warehouse correctly is a hard task, which requires gathering information about the business processes that need to be analysed in the first place. These processes must be translated into so-called star schemas, which means, denormalised databases where each table represents a dimension or facts.
We will discuss these topics:
- How to gather information about a business;
- Understanding dictionaries and how to identify business entities;
- Dimensions and facts;
- Setting a table granularity;
- Types of facts;
- Types of dimensions;
- Snowflakes and how to avoid them;
- Expanding existing dimensions and facts.
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2. Which barriers stand in the way of AI adoption.
3. How data quality and governance form the backbone of AI.
4. Organizational processes and structures that may inhibit effective AI adoption.
6. Ideas and approaches to help build your organization's AI strategy.
Ivanti’s Patch Tuesday breakdown goes beyond patching your applications and brings you the intelligence and guidance needed to prioritize where to focus your attention first. Catch early analysis on our Ivanti blog, then join industry expert Chris Goettl for the Patch Tuesday Webinar Event. There we’ll do a deep dive into each of the bulletins and give guidance on the risks associated with the newly-identified vulnerabilities.
Strategy Implementation Practice | UC STRATEGY | Nov 2019
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Strategy Implementation Practice
The materialscontained in this document are intended to supplementa discussion with UC STRATEGY. These perspectivesare confidential and will only be meaningful to those in attendance.