The document discusses an iterative engagement model for vendor relationships as an alternative to traditional long-term contracts. It proposes engaging vendors for short, 2-4 week iterations with clear scopes and deliverables. This allows organizations to regularly evaluate vendor performance, adjust plans as needed, and choose whether to continue with the same or different vendors. The model aims to improve outcomes by keeping vendors accountable and focused on the most critical work, while avoiding large, drawn-out commitments that can lead to surprises and missed expectations. Some organizations may be reluctant due to perceived inconvenience, but the document argues iterative engagement better manages risks associated with increasingly complex technology projects.
[es] Organización Agile - Lean y Framework de mejora de productividad - V3.0Xavier Albaladejo
- Factores de mayor impacto en la productividad
- Modelo organizativo Agile - Lean
- Framework Agile - Lean de mejora de productividad.
Video de la sesión sin slides: http://www.youtube.com/watch?v=sKbbrpZADVM
Video de la sesión con slides: http://www.consultec.tv/Media/Play/a5c01976b5ce4c78b191a084da2e6b6b1d
Empieza en el minuto 15.
See the English version here:
http://www.slideshare.net/xalbaladejo/en-cas2013-agile-lean-organization-and-productivity-improvement-frameworkv30
How to Introduce Operational Excellence in your Organisation?Tina Arora
This presentation will help you present to the management the need and benefits of introducing Operational Excellence as a department in your Organisation.
It can be modified to suit the advocacy in any industry - be it Financial services, BPO, LPO, KPO, Domestic call centres, Manufacturing, Consumer Goods, Retail, etc.
Una transformación Agile tiene impacto en multitud de ámbitos: organización, procesos, cultura, ingeniería, gestión de producto, …
¿Cómo aclararse en la multitud de actividades variopintas a realizar? ¿Cómo saber qué priorizar? ¿Cómo avanzar y no quedarse atascado? ¿Cómo clasificar nuevas ideas y experimentos? ¿Cómo conseguir que la transformación sea “de todos”, compartida, inclusiva y colaborativa? ¿Cómo saber si lo que estás haciendo tiene resultados?
En esta presentación verás diversos “tips” basados en experiencias reales que pueden ayudarte a plantear mejor tu transformación, articular la gestión y a comunicar su estado de manera sencilla.
Video de la presentación: https://www.youtube.com/watch?v=O3eWtj_LYUM
You can download this product from -
https://www.slideteam.net/agile-transformation-approach-playbook-powerpoint-presentation-slides.html
slideteam.net has the world's largest collection of Powerpoint Templates. Browse and Download now!
Description of this above product -
Agile playbook enables development teams to manage software development life cycle and current state assessment. It ensures teams and stakeholders align with goals associated with the pilot project. Here is an efficiently designed Agile Transformation Approach Playbook covering best practices for deploying agile. The template covers an agile overview in terms of fundamental principles of the agile manifesto, critical phases in the agile product development lifecycle, and agile project management workflow. The agile development strategies include agile framework and practices through scrum and Kanban. Essential components of agile such as product vision board, work prioritization, agile sprints, user story, etc., are presented over the deck. Agile project events such as release planning, iteration planning, and valuable meetings associated with agile project management are captured. Agile progress tracking is managed through a software development timeline roadmap, schedule planning, work breakdown structure, and overall progress tracking. The playbook covers information about the agile team along with key people involved. The cost estimation analysis is done by managing the agile project budget. The agile project progress is tracked through dashboards. Download it now.
[es] Organización Agile - Lean y Framework de mejora de productividad - V3.0Xavier Albaladejo
- Factores de mayor impacto en la productividad
- Modelo organizativo Agile - Lean
- Framework Agile - Lean de mejora de productividad.
Video de la sesión sin slides: http://www.youtube.com/watch?v=sKbbrpZADVM
Video de la sesión con slides: http://www.consultec.tv/Media/Play/a5c01976b5ce4c78b191a084da2e6b6b1d
Empieza en el minuto 15.
See the English version here:
http://www.slideshare.net/xalbaladejo/en-cas2013-agile-lean-organization-and-productivity-improvement-frameworkv30
How to Introduce Operational Excellence in your Organisation?Tina Arora
This presentation will help you present to the management the need and benefits of introducing Operational Excellence as a department in your Organisation.
It can be modified to suit the advocacy in any industry - be it Financial services, BPO, LPO, KPO, Domestic call centres, Manufacturing, Consumer Goods, Retail, etc.
Una transformación Agile tiene impacto en multitud de ámbitos: organización, procesos, cultura, ingeniería, gestión de producto, …
¿Cómo aclararse en la multitud de actividades variopintas a realizar? ¿Cómo saber qué priorizar? ¿Cómo avanzar y no quedarse atascado? ¿Cómo clasificar nuevas ideas y experimentos? ¿Cómo conseguir que la transformación sea “de todos”, compartida, inclusiva y colaborativa? ¿Cómo saber si lo que estás haciendo tiene resultados?
En esta presentación verás diversos “tips” basados en experiencias reales que pueden ayudarte a plantear mejor tu transformación, articular la gestión y a comunicar su estado de manera sencilla.
Video de la presentación: https://www.youtube.com/watch?v=O3eWtj_LYUM
You can download this product from -
https://www.slideteam.net/agile-transformation-approach-playbook-powerpoint-presentation-slides.html
slideteam.net has the world's largest collection of Powerpoint Templates. Browse and Download now!
Description of this above product -
Agile playbook enables development teams to manage software development life cycle and current state assessment. It ensures teams and stakeholders align with goals associated with the pilot project. Here is an efficiently designed Agile Transformation Approach Playbook covering best practices for deploying agile. The template covers an agile overview in terms of fundamental principles of the agile manifesto, critical phases in the agile product development lifecycle, and agile project management workflow. The agile development strategies include agile framework and practices through scrum and Kanban. Essential components of agile such as product vision board, work prioritization, agile sprints, user story, etc., are presented over the deck. Agile project events such as release planning, iteration planning, and valuable meetings associated with agile project management are captured. Agile progress tracking is managed through a software development timeline roadmap, schedule planning, work breakdown structure, and overall progress tracking. The playbook covers information about the agile team along with key people involved. The cost estimation analysis is done by managing the agile project budget. The agile project progress is tracked through dashboards. Download it now.
An Agile mindset believes that diverse teams with complementary skills are best equipped to thrive in today’s business environments.
Many organizations, working with Agile methodologies, talk about changing mindsets. I know from extensive experience that Agile principles and practices by themselves will not lead to this kind of transformation. A real Agile transformation is about not just doing Agile, but being Agile.
‘Follow Agile’ mindset will only help us get into the water but ‘Being Agile’ mindset will help us swim in the current. Most Agile implementations fail and their practitioners cannot tell why. Managers jump onto the Agile bandwagon, and quickly discover that the change runs much deeper and wider than they’d been told. Worse yet, people decide for or against Agile without understanding it properly. It does not have to be this way. This will be an interactive workshop leading toward the Agility.
Manage the imposed or unplanned change with the help of professionally designed ready-made Change Management Introduction PowerPoint Presentation Slides. Drive an effective change within an organization using change management PPT slides. Get practical organizational change methodologies, frameworks, steps, processes and implement a successful change. Add change management PowerPoint slideshow and aware people in your organization about the change. This complete PowerPoint slideshow covers topics like change management implementation drivers, identify the change, types of change management, forces for change, gap analysis, organization change readiness checklist, etc. These change management introduction PPT slide layouts are editable. You can utilize them as per your organizational need. Make your employees ready for the change and go through a successful transition. Add organizational change management PowerPoint templates to control and improve processes for the betterment of an organization as whole. It becomes necessary in the business cycle of an organization to have business process reengineering. Adopt a change and go through a smooth transition with change management introduction PPT slideshow. Break it all down with our Change Management Introduction Powerpoint Presentation Slides. Allow every element to emerge effectively.
Foundations of the Scaled Agile Framework® (SAFe® ) 4.5netmind
El Scaled Agile Framework (SAFe) es una base de conocimientos para adoptar métodos de trabajo ágiles en grandes organizaciones. SAFe presenta de forma gráfica un modelo de gestión para escalar la aplicación de las prácticas ágiles de un equipo a la gestión de programas, y de la gestión de programas al conjunto de la organización.
Este modelo para la adopción y transformación ágil de las organizaciones fué diseñado por Dean Leffingwell, a partir de sus libros “Agile Software Requeriments: Lean Requeriments for Teams Programs and the Enterprise” y “Scaling Software Agility: Best Practices for Large Enterprise”, y se ha implementado con éxito en grandes organizaciones de todo el mundo. 60 de las 100 compañías más grandes de Estados Unidos están utilizando SAFe como guía de referencia para la adopción de Agile.
El modelo de gestión propuesto por SAFe cubre el conjunto de la organización, desde los equipos, hasta los niveles de mayor responsabilidad. El modelo estructura en tres niveles: Equipo, Programa y Portfolio, aunque en la última versión, SAFe 4.0, introduce un 4º nivel opcional para soluciones de extremadamente grandes y complejas. Para cada uno de estos niveles SAFe define los roles, estructuras, actividades, artefactos, prácticas y técnicas adecuadas.
Why transform to Agile? What are the impediments to Agile Transformation? How to plan the Agile transformation? How to accelerate and sustain the Agile Transformation.
Scrum vs SAFe | Differences Between Scrum and Scaled Agile Framework | EdurekaEdureka!
YouTube Link: https://youtu.be/c2e0BchglOc
** Certified Scrum Master Training: https://www.edureka.co/certified-scrum-master-certification-training **
This Edureka PPT on "Scrum vs SAFe" video will help you understand the key differences between the two most popular frameworks Scrum and Scaled Agile Framework (SAFe). The topics discussed in this course are listed below:
What is Scrum?
What is SAFe?
Major Differences Between Scrum and SAFe
Follow us to never miss an update in the future.
YouTube: https://www.youtube.com/user/edurekaIN
Instagram: https://www.instagram.com/edureka_learning/
Facebook: https://www.facebook.com/edurekaIN/
Twitter: https://twitter.com/edurekain
LinkedIn: https://www.linkedin.com/company/edureka
Castbox: https://castbox.fm/networks/505?country=in
La refactorización "obligatoria" de la organización, necesaria para ser más ágil, tiene muchos beneficios pero, como cualquier diseño organizativo, también tiene problemas típicos que se deben esperar (por ejemplo, efecto silo en equipos, no tener una base tecnológica lista, cómo tratar con los mandos intermedios). A continuación se muestran algunas opciones para lidiar con estas situaciones antes de que se vuelvan difíciles. Otro tema que también hay que considerar es que no tiene sentido el concepto de "transformación corporativa" y qué hacer si te encuentras en esta situación.
Parte 2: https://www.slideshare.net/xalbaladejo/refactorizacion-organizativa-agile-parte-2/xalbaladejo/refactorizacion-organizativa-agile-parte-2
English version: https://www.slideshare.net/xalbaladejo/agile-organizational-refactoring-a-key-moment-in-your-transformation-v01
Leading a large-scale agile transformation isn’t about adopting a new set of attitudes, processes, and behaviors at the team level… it’s about helping your company deliver faster to market, and developing the ability to respond to a rapidly-changing competitive landscape. First and foremost, it’s about achieving business agility. Business agility comes from people having clarity of purpose, a willingness to be held accountable, and the ability to achieve measurable outcomes. Unfortunately, almost everything in modern organizations gets in the way of teams acting with any sort of autonomy. In most companies, achieving business agility requires significant organizational change. Join @Mike Cottmeyer live from #Agile2017 during this workshop.
This guide summaries a successful Agile transformation in Telco with a related case study.
Do not take the described steps of this guide as the only way to be successful, there can be many other alternatives for sure. However, this guide explains a way thats experienced to be successful in many companies and under different circumstances.
Looking forward to hear your comments & suggestions
Thanks
Learn more about the scaled Agile Framework + scaling Agile. After a short introduction to several frameworks that aim to support the scaling of Agile (DAD, LeSS, SAFe®), this power point presentation from our webinar dives deeper into the details of the Scaled Agile Framework (SAFe®). Find the truth behind the often cited sentence “As Scrum is to the Agile team, SAFe® is to the Agile enterprise.”
Intro to Agile Portfolio Governance Presentation Cprime
This webinar will provide guidance on effective ways to conduct Portfolio Management, using our concepts of Agile Governance to simplify and expedite the key decisions. These techniques can applied for Agile, hybrid, and classic plan-driven processes.
Strategic Operating Model Defines How a Company Looks and Works. This document gives a good overview of the the various aspects of the concept including:
1. Understand the Linkage Between Strategy and an Operating Model.
2. Recognize the Key Components of a Company’s Operating Model.
3. Familiarize Use of Operating Models to Make Comparisons Across Companies.
10 useful tips for creating a 30-60-90 day plan when entering a new company or starting a new position. This also includes specific example for a sourcing manager role.
An Agile mindset believes that diverse teams with complementary skills are best equipped to thrive in today’s business environments.
Many organizations, working with Agile methodologies, talk about changing mindsets. I know from extensive experience that Agile principles and practices by themselves will not lead to this kind of transformation. A real Agile transformation is about not just doing Agile, but being Agile.
‘Follow Agile’ mindset will only help us get into the water but ‘Being Agile’ mindset will help us swim in the current. Most Agile implementations fail and their practitioners cannot tell why. Managers jump onto the Agile bandwagon, and quickly discover that the change runs much deeper and wider than they’d been told. Worse yet, people decide for or against Agile without understanding it properly. It does not have to be this way. This will be an interactive workshop leading toward the Agility.
Manage the imposed or unplanned change with the help of professionally designed ready-made Change Management Introduction PowerPoint Presentation Slides. Drive an effective change within an organization using change management PPT slides. Get practical organizational change methodologies, frameworks, steps, processes and implement a successful change. Add change management PowerPoint slideshow and aware people in your organization about the change. This complete PowerPoint slideshow covers topics like change management implementation drivers, identify the change, types of change management, forces for change, gap analysis, organization change readiness checklist, etc. These change management introduction PPT slide layouts are editable. You can utilize them as per your organizational need. Make your employees ready for the change and go through a successful transition. Add organizational change management PowerPoint templates to control and improve processes for the betterment of an organization as whole. It becomes necessary in the business cycle of an organization to have business process reengineering. Adopt a change and go through a smooth transition with change management introduction PPT slideshow. Break it all down with our Change Management Introduction Powerpoint Presentation Slides. Allow every element to emerge effectively.
Foundations of the Scaled Agile Framework® (SAFe® ) 4.5netmind
El Scaled Agile Framework (SAFe) es una base de conocimientos para adoptar métodos de trabajo ágiles en grandes organizaciones. SAFe presenta de forma gráfica un modelo de gestión para escalar la aplicación de las prácticas ágiles de un equipo a la gestión de programas, y de la gestión de programas al conjunto de la organización.
Este modelo para la adopción y transformación ágil de las organizaciones fué diseñado por Dean Leffingwell, a partir de sus libros “Agile Software Requeriments: Lean Requeriments for Teams Programs and the Enterprise” y “Scaling Software Agility: Best Practices for Large Enterprise”, y se ha implementado con éxito en grandes organizaciones de todo el mundo. 60 de las 100 compañías más grandes de Estados Unidos están utilizando SAFe como guía de referencia para la adopción de Agile.
El modelo de gestión propuesto por SAFe cubre el conjunto de la organización, desde los equipos, hasta los niveles de mayor responsabilidad. El modelo estructura en tres niveles: Equipo, Programa y Portfolio, aunque en la última versión, SAFe 4.0, introduce un 4º nivel opcional para soluciones de extremadamente grandes y complejas. Para cada uno de estos niveles SAFe define los roles, estructuras, actividades, artefactos, prácticas y técnicas adecuadas.
Why transform to Agile? What are the impediments to Agile Transformation? How to plan the Agile transformation? How to accelerate and sustain the Agile Transformation.
Scrum vs SAFe | Differences Between Scrum and Scaled Agile Framework | EdurekaEdureka!
YouTube Link: https://youtu.be/c2e0BchglOc
** Certified Scrum Master Training: https://www.edureka.co/certified-scrum-master-certification-training **
This Edureka PPT on "Scrum vs SAFe" video will help you understand the key differences between the two most popular frameworks Scrum and Scaled Agile Framework (SAFe). The topics discussed in this course are listed below:
What is Scrum?
What is SAFe?
Major Differences Between Scrum and SAFe
Follow us to never miss an update in the future.
YouTube: https://www.youtube.com/user/edurekaIN
Instagram: https://www.instagram.com/edureka_learning/
Facebook: https://www.facebook.com/edurekaIN/
Twitter: https://twitter.com/edurekain
LinkedIn: https://www.linkedin.com/company/edureka
Castbox: https://castbox.fm/networks/505?country=in
La refactorización "obligatoria" de la organización, necesaria para ser más ágil, tiene muchos beneficios pero, como cualquier diseño organizativo, también tiene problemas típicos que se deben esperar (por ejemplo, efecto silo en equipos, no tener una base tecnológica lista, cómo tratar con los mandos intermedios). A continuación se muestran algunas opciones para lidiar con estas situaciones antes de que se vuelvan difíciles. Otro tema que también hay que considerar es que no tiene sentido el concepto de "transformación corporativa" y qué hacer si te encuentras en esta situación.
Parte 2: https://www.slideshare.net/xalbaladejo/refactorizacion-organizativa-agile-parte-2/xalbaladejo/refactorizacion-organizativa-agile-parte-2
English version: https://www.slideshare.net/xalbaladejo/agile-organizational-refactoring-a-key-moment-in-your-transformation-v01
Leading a large-scale agile transformation isn’t about adopting a new set of attitudes, processes, and behaviors at the team level… it’s about helping your company deliver faster to market, and developing the ability to respond to a rapidly-changing competitive landscape. First and foremost, it’s about achieving business agility. Business agility comes from people having clarity of purpose, a willingness to be held accountable, and the ability to achieve measurable outcomes. Unfortunately, almost everything in modern organizations gets in the way of teams acting with any sort of autonomy. In most companies, achieving business agility requires significant organizational change. Join @Mike Cottmeyer live from #Agile2017 during this workshop.
This guide summaries a successful Agile transformation in Telco with a related case study.
Do not take the described steps of this guide as the only way to be successful, there can be many other alternatives for sure. However, this guide explains a way thats experienced to be successful in many companies and under different circumstances.
Looking forward to hear your comments & suggestions
Thanks
Learn more about the scaled Agile Framework + scaling Agile. After a short introduction to several frameworks that aim to support the scaling of Agile (DAD, LeSS, SAFe®), this power point presentation from our webinar dives deeper into the details of the Scaled Agile Framework (SAFe®). Find the truth behind the often cited sentence “As Scrum is to the Agile team, SAFe® is to the Agile enterprise.”
Intro to Agile Portfolio Governance Presentation Cprime
This webinar will provide guidance on effective ways to conduct Portfolio Management, using our concepts of Agile Governance to simplify and expedite the key decisions. These techniques can applied for Agile, hybrid, and classic plan-driven processes.
Strategic Operating Model Defines How a Company Looks and Works. This document gives a good overview of the the various aspects of the concept including:
1. Understand the Linkage Between Strategy and an Operating Model.
2. Recognize the Key Components of a Company’s Operating Model.
3. Familiarize Use of Operating Models to Make Comparisons Across Companies.
10 useful tips for creating a 30-60-90 day plan when entering a new company or starting a new position. This also includes specific example for a sourcing manager role.
Supplying innovation: Unlocking innovative behaviours in the supply chainKeith Wishart
IBM in conjunction with the researchers and other industrial partners at the Cambridge Services Alliance have been looking into ecosystem collaboration and how to put in place incentives to drive innovation and performance. Thinking about alliances with common objectives rather than traditional client-supplier relationships can unlock new value. Here is a short management summary of some of the work the team have done to date and some simple pointers to the keys to this value:
White Paper : It Is Time To Switch Outsourcing VendorISHIR
It Is Time To Switch Outsourcing Vendor. - As more and more companies are sharing dissatisfaction with their existing software development outsourcing arrangements, companies are evaluating risks and rewards of switching outsourcing vendors. In this white paper, you will discover: Risks in switching an outsourcing provider How to choose a new outsourcing vendor Planning the vendor switch
ISHIR White Paper - It is Time to Switch Your Offshore Outsourcing VendorISHIR
As more and more companies are sharing dissatisfaction with their existing software development outsourcing arrangements, companies are evaluating risks and rewards of switching outsourcing vendors. When switching outsourcing providers significant risks can be avoided or minimized if best practices are followed.
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
Buy Verified PayPal Account | Buy Google 5 Star Reviewsusawebmarket
Buy Verified PayPal Account
Looking to buy verified PayPal accounts? Discover 7 expert tips for safely purchasing a verified PayPal account in 2024. Ensure security and reliability for your transactions.
PayPal Services Features-
🟢 Email Access
🟢 Bank Added
🟢 Card Verified
🟢 Full SSN Provided
🟢 Phone Number Access
🟢 Driving License Copy
🟢 Fasted Delivery
Client Satisfaction is Our First priority. Our services is very appropriate to buy. We assume that the first-rate way to purchase our offerings is to order on the website. If you have any worry in our cooperation usually You can order us on Skype or Telegram.
24/7 Hours Reply/Please Contact
usawebmarketEmail: support@usawebmarket.com
Skype: usawebmarket
Telegram: @usawebmarket
WhatsApp: +1(218) 203-5951
USA WEB MARKET is the Best Verified PayPal, Payoneer, Cash App, Skrill, Neteller, Stripe Account and SEO, SMM Service provider.100%Satisfection granted.100% replacement Granted.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
1. THE ITERATIVE ENGAGEMENT MODEL
A CALCULATED RISK AND A WHOLE LOT OF REWARD
By Mikhail Papovsky
CEO, Abraic, Inc.
Fall 2016
2. 1
The
Iterative
Engagement
Model
The traditional vendor engagement model is flawed.
Technology
initiatives
are
only
getting
more
and
more
complex,
time
consuming
and
costly.
Consequently,
the
risks
associated
with
technology
investments
continue
to
pile
up.
Complexity
increases
the
number
of
weak
links,
prolonged
timelines
introduce
changes
to
landscape
and
priorities,
and
budgets
are
inevitably
blown
by
vendors
that
offer
unrealistically
low
costs
that
they
cannot
later
sustain.
While
some
organizations
may
feel
that
the
problem
is
the
result
of
selecting
the
wrong
vendor,
the
challenge
may
in
fact
be
the
typical
vendor
contract.
You
might
say
that
signing
vendors
to
large
contracts
follows
the
pattern
of
a
bad
marriage:
After
a
couple
of
months
of
honeymoon,
there
is
a
period
of
trying
to
make
it
all
work
with
good
intentions,
followed
by
an
increasing
rate
of
disagreements
and,
ultimately,
a
big
argument
and
the
decision
to
see
other
people.
The
problem
is
the
very
premise
that
an
organization
needs
to
be
“married”
to
its
vendor.
In
fact,
long-‐term
vendor
commitments
are
a
burden
for
most
organizations.
The
only
way
to
prevent
surprises
from
a
vendor
relationship
is
to
not
commit
to
a
relationship.
This
can
be
done
using
an
iterative
engagement
model,
where
an
organization
signs
a
vendor
to
a
sequential
series
of
short-‐term
engagements,
each
of
which
has
a
clear
scope,
deliverables,
and
benefits.
Long-term vendor
commitments are a
burden for most
organizations. The
only way to prevent
surprises from a
vendor relationship is
to not commit to a
relationship.
4. 3
The
Iterative
Engagement
Model
Let’s
look
at
an
example.
Say
your
organization
is
implementing
a
new
software
application.
The
current
phase
is
requirements
definition.
This
is
a
phase
that
so
many
vendors
get
wrong
if
they
are
signed
up
for
the
entire
implementation,
as
they
often
are
looking
only
for
a
quick
signoff
so
they
can
move
forward.
But
say
you
didn’t
sign
that
large
contract
and
simply
asked
a
vendor
to
take
on
one
department
or
one
business
area
and
gather
their
requirements
in
three
weeks.
At
the
end
of
the
iteration
you
will
have
a
tangible
deliverable
that
you
can
validate.
If
the
requirements
are
incomplete,
you
take
action.
This
demonstrates
how
the
iterative
engagement
model
can
be
an
effective
tool
in
keeping
a
vendor
fully
in
check.
If
you
only
sign
a
vendor
for
short,
manageable
iterations,
you
can
expect:
• The
initiative
will
have
a
higher
likelihood
of
staying
on
time
and
on
budget
because
the
plan
will
be
adjusted
dynamically
to
cut
out
“waste”
activities
and
tasks.
• The
project
focus
at
every
given
moment
will
be
on
the
most
critical
backlog
activities
that
produce
the
most
outcomes.
• The
vendor
will
be
motivated
to
watch
its
performance
constantly
as
it
runs
a
risk
of
not
being
re-‐signed.
• Sponsors
and
stakeholders
will
gain
high
visibility
into
the
inner-‐workings
of
the
initiative
and
get
a
chance
to
participate
in
prioritization
of
the
work
(whether
they
like
it
or
not).
• You
will
avoid
the
whole
change
order
process
altogether
–
what
a
relief!
6. 5
The
Iterative
Engagement
Model
Client risks and rewards.
The
risks
on
the
client
side
are
mostly
tied
to
the
disruptive
nature
of
the
engagement
model.
It
requires
project
sponsors,
stakeholders,
legal,
procurement,
and
the
project
team
to
think
differently.
If
they
don’t
adapt
to
the
model,
a
number
of
issues
can
occur,
including:
• Lack
of
discipline
around
prioritization,
which
can
be
detrimental
to
the
scope
and
thus
the
timeline
and
cost.
• Patchy
participation
from
key
decision
makers,
which
can
result
in
poor
prioritization
and
thus
misappropriation
of
time
and
resources.
Moreover,
it
will
be
tempting
for
partnerships
to
revert
to
the
traditional
engagement
model
after
a
working
relationship
has
been
established
with
a
vendor
through
a
few
productive
iterations.
This
is
a
trap.
If
the
model
is
working
for
you,
stick
to
it.
There
are
abundant
rewards
for
a
client
organization
that
adopts
this
model.
The
key
to
the
rewards
stems
from
tighter
control
and
vendor
vulnerability.
Rewards
include:
• Lower
cost
as
you
only
pay
for
the
most
critical
deliverables
designated
at
the
time
of
assignment.
• Increased
flexibility,
since
any
project
parameter
–
including
scope,
timeline,
resources,
expected
benefits,
etc.
–
can
be
effectively
adjusted
at
any
time.
In
addition,
the
project
can
be
cancelled,
go
on
hold,
or
get
deprioritized
any
time.
• Greater
control,
since
there
is
very
little,
if
any,
dependency
on
the
vendor.
8. 7
The
Iterative
Engagement
Model
Which vendor engagement model wins?
Here
is
a
side-‐by-‐side
comparison
of
the
two
models:
Category
Traditional
Model
Iterative
Model
Winner
Scope
Because
the
scope
is
outlined
in
a
very
large
contract,
activities
are
focused
on
fulfilling
the
commitments.
This
results
in
waste
activities
as
well
as
in
missed
opportunities
discovered
in
the
course
of
the
engagement.
Dynamic
planning
means
that
the
vendor
will
always
focus
all
of
its
energy
on
a
short
list
of
the
most
critical
tasks.
Iterative
Timeline
The
vendor
will
do
everything
in
its
power
to
complete
the
agreed-‐upon
deliverables
as
quickly
as
possible.
However,
more
often
than
not,
additional
efforts
are
required
to
make
the
solution
truly
effective.
Due
to
constant
reprioritization,
the
amount
of
work
will
actually
be
less.
Normally,
less
work
means
less
time
required
for
completion.
However,
clients
will
inevitably
use
opportunities
to
stop
and
restart
the
engagement,
resulting
in
delays.
Tie
Budget
The
budget
is
naturally
tied
to
the
scope
and
not
the
benefits.
To
meet
all
expectations
from
sponsors
and
stakeholders
clients
can
expect
to
spend
more.
Backlog
provides
clients
with
ultimate
transparency
and
control,
allowing
for
more
effective
use
of
allocated
funds.
Iterative
Predictability
If
the
vendor
is
signed
up
for
a
standard
procedure,
predictability
is
critical.
Better
get
it
all
in
one
contract
so
there
is
no
opportunity
for
a
scope
creep.
Lack
of
predictability
is
not
for
everyone.
If
your
organization’s
culture
demands
no-‐nonsense
interaction,
dynamic
re-‐planning
will
only
get
you
fired.
Traditional
10. 9
The
Iterative
Engagement
Model
Setting expectations for your first iterative engagement.
It’s
true
that
switching
to
an
innovative
vendor
engagement
model
is
easier
said
than
done.
After
coming
up
with
the
idea,
our
consulting
practice
needed
almost
a
year
before
we
gave
it
a
go
with
one
of
our
clients.
Not
only
did
we
have
to
figure
out
the
operational
side
of
the
model
on
our
end,
but
we
also
needed
to
find
a
client
organization
that
would
be
open
to
the
idea.
Our
first
iterative
engagement
client
was
a
fast
growing
software
company
in
Boston.
We
ended
up
staying
for
four
iterations
and
exceeded
client
expectations
in
volume
of
deliverables,
quality
and,
most
importantly,
impact.
Let
me
share
with
you
a
few
of
the
lessons
we
learned
from
the
experience,
as
you
might
find
them
useful
as
you
get
ready
to
give
the
iterative
engagement
model
a
test-‐drive:
1. Choose
a
project
with
high
uncertainty.
Cyclical
discovery,
trial-‐and-‐error,
and
subsequent
directional
changes
are
a
norm
for
such
projects.
Management
may
be
more
receptive
to
allocating
funds
to
a
loosely
defined
project
in
small
chunks
so
they
can
see
if
it
is
worth
perusing
and
reserve
the
right
to
cancel
at
any
time.
2. Find
a
sponsor
for
the
project
who
is
willing
to
allocate
time
to
the
engagement
in
return
for
higher
quality
of
deliverables.
3. Try
it
with
a
smaller
vendor.
A
large
vendor
may
initially
agree
to
give
the
new
model
a
try
and
then
pressure
you
to
sign
a
contract
for
the
remainder
of
the
project.
4. Take
extra
time
reprioritizing
after
each
iteration.
Don’t
let
the
natural
tendency
to
switch
into
cruise-‐control
take
over.
The
iterative
engagement
model
is
a
very
effective
way
of
getting
the
most
out
of
a
vendor
relationship.
Organizations
that
embrace
the
trend
will
see
better
outcomes
from
their
initiatives.
Vendor
firms
that
adapt
the
model
will
prosper.