Innovation and Breakthrough Forum-Leap to Success.KMIRC PolyU
“Leap To Success”
In order to achieve the highest investment return, to lead further ahead the competitions, to make a real difference in the society, you need to make a dramatic advance in offering your business solution. This forum focuses on how to leapfrog and on how to govern the directly related processes.
Objective:
Identify and settle the four obscure but imperious challenges in innovation and entrepreneurship.
1. Accurate vision and strategy for leapfrogging
2. Consummating early investment deals that would attract and induce new and growth round investors
3. The realities of innovation
4. The necessity of the entrepreneurship to grow fast
This is the presentation I delivered at the 2012 Dallas SourceCon event on LinkedIn: Beyond the Basics. In this deck you will find content covering hidden talent pools on LinkedIn, effective LinkedIn sourcing strategies and tactics, including company and industry search, semantic search, Boolean search, diversity sourcing, LinkedIn Recruiter features such as "All Groups," and LinkedIn signal.You will also find out why you rank where you do in LinkedIn search results, according to LinkedIn.
This presentation explores the intersection between UX strategy and research:
Part 1: Why do research, anyway?
Part 2: Understand the landscape
Part 3: Pushback & pitfalls
Part 4: Exploring the toolbox
Part 5: Case Study: ATB
Originally presented at VanUE on April 29, 2014.
The 5 Levels of Talent Mining from SourceCon 2010 DCGlen Cathey
My SourceCon 2010 DC Keynote at the International Spy Museum on the 5 Levels of Talent Mining. I explore the value of human capital data, how talent mining has significant advantages over the predictive control of candidate variables when compared to other methods of sourcing candidates, and what I believe to be the future of sourcing, which is Talent Intelligence and Analytics.
Practical Knowledge Management: Assessing Where You Are, Where You Want to Be...Enterprise Knowledge
Knowledge Management should be a critical component of any
organization's strategy, operations, and technical infrastructure.
However, many organizations continue to struggle with defining
what KM is, what they can get out of it, and how it integrates with their business. Much of this challenge is due to the fact that KM has long been an ill-defined concept, coopted by academics that fail to focus on business value. Other organizations have struggled with KM due to an inability to recognize that effective KM transcends a single discipline, integrating People, Culture, Processes, Technology, and Content throughout and between the various functions on an organization.
This session defines business-focused KM and discusses the
various aspects of Knowledge and Information Management that yield true business value. It also defines an Agile approach to understanding the current status and future needs for KM within an organization, including the introduction of EK's KM
benchmarking system for understanding where your organization should focus.
Semantic search helps business people find answers to pressing questions by wading through oceans of information to find nuggets of meaningful information. In this presentation we’ll discuss how semantic search and content analysis technologies are starting to appear in the marketplace today. We’ll provide a recap of what semantic search is and what the key benefits are, then we’ll answer the following questions:
• Is semantic search a feature, an application, or enterprise system?
• How can I add semantic search to my existing work processes?
• Will I need to replace my existing content technologies?
• What will I need to do to prepare my content for semantic search?
• Is semantic search just for documents or can I search my data too?
• Can I use semantic search to find information on the internet and other public data sources?
• Are there standards to consider?
Innovation and Breakthrough Forum-Leap to Success.KMIRC PolyU
“Leap To Success”
In order to achieve the highest investment return, to lead further ahead the competitions, to make a real difference in the society, you need to make a dramatic advance in offering your business solution. This forum focuses on how to leapfrog and on how to govern the directly related processes.
Objective:
Identify and settle the four obscure but imperious challenges in innovation and entrepreneurship.
1. Accurate vision and strategy for leapfrogging
2. Consummating early investment deals that would attract and induce new and growth round investors
3. The realities of innovation
4. The necessity of the entrepreneurship to grow fast
This is the presentation I delivered at the 2012 Dallas SourceCon event on LinkedIn: Beyond the Basics. In this deck you will find content covering hidden talent pools on LinkedIn, effective LinkedIn sourcing strategies and tactics, including company and industry search, semantic search, Boolean search, diversity sourcing, LinkedIn Recruiter features such as "All Groups," and LinkedIn signal.You will also find out why you rank where you do in LinkedIn search results, according to LinkedIn.
This presentation explores the intersection between UX strategy and research:
Part 1: Why do research, anyway?
Part 2: Understand the landscape
Part 3: Pushback & pitfalls
Part 4: Exploring the toolbox
Part 5: Case Study: ATB
Originally presented at VanUE on April 29, 2014.
The 5 Levels of Talent Mining from SourceCon 2010 DCGlen Cathey
My SourceCon 2010 DC Keynote at the International Spy Museum on the 5 Levels of Talent Mining. I explore the value of human capital data, how talent mining has significant advantages over the predictive control of candidate variables when compared to other methods of sourcing candidates, and what I believe to be the future of sourcing, which is Talent Intelligence and Analytics.
Practical Knowledge Management: Assessing Where You Are, Where You Want to Be...Enterprise Knowledge
Knowledge Management should be a critical component of any
organization's strategy, operations, and technical infrastructure.
However, many organizations continue to struggle with defining
what KM is, what they can get out of it, and how it integrates with their business. Much of this challenge is due to the fact that KM has long been an ill-defined concept, coopted by academics that fail to focus on business value. Other organizations have struggled with KM due to an inability to recognize that effective KM transcends a single discipline, integrating People, Culture, Processes, Technology, and Content throughout and between the various functions on an organization.
This session defines business-focused KM and discusses the
various aspects of Knowledge and Information Management that yield true business value. It also defines an Agile approach to understanding the current status and future needs for KM within an organization, including the introduction of EK's KM
benchmarking system for understanding where your organization should focus.
Semantic search helps business people find answers to pressing questions by wading through oceans of information to find nuggets of meaningful information. In this presentation we’ll discuss how semantic search and content analysis technologies are starting to appear in the marketplace today. We’ll provide a recap of what semantic search is and what the key benefits are, then we’ll answer the following questions:
• Is semantic search a feature, an application, or enterprise system?
• How can I add semantic search to my existing work processes?
• Will I need to replace my existing content technologies?
• What will I need to do to prepare my content for semantic search?
• Is semantic search just for documents or can I search my data too?
• Can I use semantic search to find information on the internet and other public data sources?
• Are there standards to consider?
[Case Study] Physician, Know Thy User: Using Personas to Target Content and U...Scott Abel
Presented by Joe Sokohl at Documentation and Training Life Sciences, June 23-26, 208 in Indianapolis.
Ever have a project fail? You met with your project team, you talked with the customer, you reviewed technical requirements. But did you talk to your users? Just as one diagnosis doesn’t fit all patients, one application’s approach doesn’t work for all users. Know who accesses your information and uses your applications. Only then choose your features. Using a case study of a multinational project covering four countries, 10 business units, and tens of thousands of content elements, we’ll explore personas, scenarios, and other user-centered techniques. We’ll look at identifying users as well as segregating content according to users and regulatory needs.
What was involved in this cases study?
First we analyzed the 10 business units and their approaches and definitions of business goals. Next we analyzed industry standards for medical devices and their usage.
But that wasn’t enough. We interviewed 40 people in 4 countries, and created an information architecture prototype. We then tested this prototype in hospitals, doctors’ offices, and on site where medical devices were in use.
Based on this contextual inquiry, we refined the architecture and our understanding of the users. Decisions were then made on what type of content would be both appropriate and legal for each user and in each country.
Only with a solid understanding of the users and their goals could we define a flexible, extensible, and usable information and content architecture.
Make the Technology-to-Theory Connection in Your Career SessionsMelissa A. Venable
Why are you suggesting a specific tool to students and clients in your career counseling or coaching appointments? This presentation matches apps and online resources to the components of five popular career development theories.
Large language models in higher educationPeter Trkman
Discussing the possibilities of large language models for the automatic generation of academic content by the students (e.g. master thesis), and the related need for changes in the way in which to educate and evaluate students.
Intelligent Virtual Assistants, also known as Intelligent Digital Assistants, are capturing market share rapidly. As analytics and AI technologies scale, and as some standard models begin to emerge, business are starting to consider how to introduce these kinds of solutions into their customer experiences. This white paper, "Making Intelligent Virtual Assistants a Reality" attempts to demystify multiple aspects of the intelligent application ecosystem.
What kind of useful business problems can be solved by Virtual Assistants?
What are the technologies that are behind creating a Virtual Assistant, and how many new capabilities need to be integrated into the enterprise to build and deliver a Virtual Assistant?
What kind of content, knowledge representation, information architecture, assets and business processes are needed to deliver a Virtual Assistant experience?
What skills, techniques and expertise are needed of deliver a Virtual Assistant solution to the market?
Learn what is required to design and build an Intelligent Virtual Assistant, and how to deploy intelligent applications in your enterprise to achieve real business value.
1308 226 PMDESIGNING QUALITATIVE RESEARCH PROPOSALSPage.docxmoggdede
1/3/08 2:26 PMDESIGNING QUALITATIVE RESEARCH PROPOSALS
Page 1 of 3file:///Users/joannelarson/Desktop/Current/Courses/ED%20507/Readi…rchives/DESIGNING%20QUALITATIVE%20RESEARCH%20PROPOSALS.webarchive
DESIGNING QUALITATIVE RESEARCH PROPOSALS
Some simple suggestions
Ethnographic or qualitative studies are always to some degree emergent: they're dances in which the
researchers follow the leads of the participants. Still, you've got to have some idea of what kind of dance
event it is (a masked ball or a rave) before you can proceeed. You need, in other words, a clear picture of
the issues and questions you want to investigate, some idea of how you're going to go about investigating
them, but also a readiness to improvise and revise. Ideally, you work out designs with colleagues and
advisors (including participants), but there are also some standard features, forms, and cautions that can be
suggested (the numbered components below are taken from the chapter titles in Joe Maxwell's Qualitative
Research Design: An interactive approach. Thousand Oaks, CA: Sage, 1996, the best available text on
design that I'm aware of (which isn't to say that I agree with all of it). The rest, e.g., my suggestions on
framing research questions, are my own, though it should go without saying that these are simply ways of
thinking that I've absorbed ideas from others over the years.).
1) What's the topic, the focal process you're interested in? What are the goals of the study? Why
do you want to conduct it? Why is it worthwhile?
Qualitative studies are ways of learning about how processes and events unfold. They are usually not useful
for asking questions about the distribution or variance of taken-for-granted-entities. So, a goal for an
ethnographic study might entail examining some taken-for-granted or ignored process that seems important
or central to some vital institution. It might involve questioning familiar categories (asking how they come
to be, for example). And so forth.
2) What is the context for the study? What are the theories, or the research literatures, or the
policy positions you anticipate drawing on, challenging, or addressing, through your research?
Bear in mind that "contexts" are not given in the phenomena or settings you study: in other words, your
research is a wau of creating or defining what counts as a context: you're crafting representations of people,
things, events within certain frames - either ones you've choosen, or the participants have choosen, or ones
promoted by governments, disciplines, organizations (and of course, the processes of contextualization and
framing should be topics of inquiry). My own preference is to recognize layers - or perhaps it would be
better to simply say "alternative" frames - of context. Multiply possible connections. Many theories are
better than one.
3) Research Questions: what do you want to get smart about? What are you presently ignorant
about?
These questions should be how questions, they shoul ...
Taxonomies, while critical, are often created in collaboration with businesses and in isolation from users, which leads to misalignment of expectations and a disconnection from their mental models. But testing taxonomy is not difficult, doesn't have to be expensive, and offers clearly identifiable value to projects. In this very practical session you'll learn about when to test, the different kind of tests available, and what works best (and what doesn't) at different stages of different projects.
Presented at IA Summit 2015 with Dave Cooksey
HCD 660 – Foundations of Human Capital DevelopmentDefiJeanmarieColbert3
HCD 660 – Foundations of Human Capital Development
Define HRD
• HRD is “a process of developing and unleashing expertise
for the purpose of improving performance” (Swanson &
Holton, 2009, p. 99).
• HRD is “the systematic and planned practice designed by an
organization to enhance employee knowledge, skills,
abilities, and attitudes” (Van Tiem et al., 2012, p. 325).
Points of Agreement
• Believe in human potential
• Focus on improvement
• links learning and performance
• Finding solutions and solving problems
• Opportunities over challenges
• Systems thinking
• Being on the same page
HRD World-Views
• HRD and its environment
• Learner perspective – Adragogy
• Knowles (why, self-directing,
experience, motivated, contextual)
• Organizational perspective
• Global context
• Change isn’t slowing down
HRD and Its
Environment
Human Resource Development
Core Beliefs
1. Organizations are human-made entities that
rely on human expertise to establish and
achieve their goals.
2. Human expertise is developed and maximized
through HRD processes and should be applied
for the long-term and/or short-term benefits of
the sponsoring organization and the individuals
involved.
3. HRD professionals are advocates of
individual/group work process, and
organizational integrity.
Reflection…
• Of the three HRD core beliefs presented, which one is
closest to your beliefs and why?
• What is it about HRD that interests you the most?
Threats to Excellent Practice
• Turning the HRD process into
an event
• The rate of change
• Critical characteristics of key
players
How can we turn these threats into
opportunities?
• Turning the HRD process into
an event
• The rate of change
• Critical characteristics of key
players
Human Capital Theory
• Human Capital Theory --
emphasizes that human capital--
the composition of employee skills,
knowledge, and abilities--is a
central driver of organizational
performance when the return on
investment exceeds labor costs.
So, why do we
even care
about theory?
• Helps us to explain complex phenomenon in our everyday life/work.
• Lots of theories….. List some in the chat
Human Capital Development – the sweet spot
Sweet Spot
Human Capital Development – not just books on a shelf
Theory
Theories are constructed in order to
explain
predict and
master phenomena
(e.g. relationships, events, or the behavior).
In many instances we are constructing models of
reality.
A theory makes generalizations about
observations and consists of an interrelated,
coherent set of ideas.
Theory
Framework
for Applied
Disciplines
Theory
Framework for
HRD
Human Capital Development – Foundational Theories
Foundational Theories Definition
Psychological http://richardswanson.com/narratedpres/psych_found_Breeze/in
dex.html
Economic http://richardswanson.com/narratedpres/econfound/index.html
Systems http://richardswanson.com/narratedpres/sys_theory_Bree ...
How to create best-in-class workplace experiences in 2017ISS Group
Over the years, the “workplace” has become an area where facility managers are able to develop a deeper connection between the organization’s values and stakeholders through a series of shared Facility Management experiences.
Today, creating best-in-class workplace experiences is on the 2017 agenda of every great facility manager and business leader.
But how can you utilize the new generation of Service Management to create the best-in-class workplace experiences for your customers and employees?
Tactics and Decision Making for Successful Museum Digital ProjectsAndrew Lewis
This paper discusses what tactics and decision-making mean in practice within museum digital technology projects. It offers practical suggestion for tactical approaches drawn from the author’s twelve years of experience managing digital projects and services.
So, you are an architect. What does this mean? How do you define yourself? Iasa has worked with more than 7,000 architects to create a common definition and understanding of IT Architecture as expressed by five pillars: Business Technology Strategy; Human Dynamics; Quality Attributes; IT Environment; and Design, and to create a common vocabulary to be shared amongst all IT Architects. Iasa has further defined IT Architecture as a profession backed by various levels of certification. This session discussed Iasa's Architectural Foundations material, offering a clear understanding of what IT Architecture is, and who IT Architects are. Watch, learn and validate what 30,000 architects worldwide are now sharing.
[Case Study] Physician, Know Thy User: Using Personas to Target Content and U...Scott Abel
Presented by Joe Sokohl at Documentation and Training Life Sciences, June 23-26, 208 in Indianapolis.
Ever have a project fail? You met with your project team, you talked with the customer, you reviewed technical requirements. But did you talk to your users? Just as one diagnosis doesn’t fit all patients, one application’s approach doesn’t work for all users. Know who accesses your information and uses your applications. Only then choose your features. Using a case study of a multinational project covering four countries, 10 business units, and tens of thousands of content elements, we’ll explore personas, scenarios, and other user-centered techniques. We’ll look at identifying users as well as segregating content according to users and regulatory needs.
What was involved in this cases study?
First we analyzed the 10 business units and their approaches and definitions of business goals. Next we analyzed industry standards for medical devices and their usage.
But that wasn’t enough. We interviewed 40 people in 4 countries, and created an information architecture prototype. We then tested this prototype in hospitals, doctors’ offices, and on site where medical devices were in use.
Based on this contextual inquiry, we refined the architecture and our understanding of the users. Decisions were then made on what type of content would be both appropriate and legal for each user and in each country.
Only with a solid understanding of the users and their goals could we define a flexible, extensible, and usable information and content architecture.
Make the Technology-to-Theory Connection in Your Career SessionsMelissa A. Venable
Why are you suggesting a specific tool to students and clients in your career counseling or coaching appointments? This presentation matches apps and online resources to the components of five popular career development theories.
Large language models in higher educationPeter Trkman
Discussing the possibilities of large language models for the automatic generation of academic content by the students (e.g. master thesis), and the related need for changes in the way in which to educate and evaluate students.
Intelligent Virtual Assistants, also known as Intelligent Digital Assistants, are capturing market share rapidly. As analytics and AI technologies scale, and as some standard models begin to emerge, business are starting to consider how to introduce these kinds of solutions into their customer experiences. This white paper, "Making Intelligent Virtual Assistants a Reality" attempts to demystify multiple aspects of the intelligent application ecosystem.
What kind of useful business problems can be solved by Virtual Assistants?
What are the technologies that are behind creating a Virtual Assistant, and how many new capabilities need to be integrated into the enterprise to build and deliver a Virtual Assistant?
What kind of content, knowledge representation, information architecture, assets and business processes are needed to deliver a Virtual Assistant experience?
What skills, techniques and expertise are needed of deliver a Virtual Assistant solution to the market?
Learn what is required to design and build an Intelligent Virtual Assistant, and how to deploy intelligent applications in your enterprise to achieve real business value.
1308 226 PMDESIGNING QUALITATIVE RESEARCH PROPOSALSPage.docxmoggdede
1/3/08 2:26 PMDESIGNING QUALITATIVE RESEARCH PROPOSALS
Page 1 of 3file:///Users/joannelarson/Desktop/Current/Courses/ED%20507/Readi…rchives/DESIGNING%20QUALITATIVE%20RESEARCH%20PROPOSALS.webarchive
DESIGNING QUALITATIVE RESEARCH PROPOSALS
Some simple suggestions
Ethnographic or qualitative studies are always to some degree emergent: they're dances in which the
researchers follow the leads of the participants. Still, you've got to have some idea of what kind of dance
event it is (a masked ball or a rave) before you can proceeed. You need, in other words, a clear picture of
the issues and questions you want to investigate, some idea of how you're going to go about investigating
them, but also a readiness to improvise and revise. Ideally, you work out designs with colleagues and
advisors (including participants), but there are also some standard features, forms, and cautions that can be
suggested (the numbered components below are taken from the chapter titles in Joe Maxwell's Qualitative
Research Design: An interactive approach. Thousand Oaks, CA: Sage, 1996, the best available text on
design that I'm aware of (which isn't to say that I agree with all of it). The rest, e.g., my suggestions on
framing research questions, are my own, though it should go without saying that these are simply ways of
thinking that I've absorbed ideas from others over the years.).
1) What's the topic, the focal process you're interested in? What are the goals of the study? Why
do you want to conduct it? Why is it worthwhile?
Qualitative studies are ways of learning about how processes and events unfold. They are usually not useful
for asking questions about the distribution or variance of taken-for-granted-entities. So, a goal for an
ethnographic study might entail examining some taken-for-granted or ignored process that seems important
or central to some vital institution. It might involve questioning familiar categories (asking how they come
to be, for example). And so forth.
2) What is the context for the study? What are the theories, or the research literatures, or the
policy positions you anticipate drawing on, challenging, or addressing, through your research?
Bear in mind that "contexts" are not given in the phenomena or settings you study: in other words, your
research is a wau of creating or defining what counts as a context: you're crafting representations of people,
things, events within certain frames - either ones you've choosen, or the participants have choosen, or ones
promoted by governments, disciplines, organizations (and of course, the processes of contextualization and
framing should be topics of inquiry). My own preference is to recognize layers - or perhaps it would be
better to simply say "alternative" frames - of context. Multiply possible connections. Many theories are
better than one.
3) Research Questions: what do you want to get smart about? What are you presently ignorant
about?
These questions should be how questions, they shoul ...
Taxonomies, while critical, are often created in collaboration with businesses and in isolation from users, which leads to misalignment of expectations and a disconnection from their mental models. But testing taxonomy is not difficult, doesn't have to be expensive, and offers clearly identifiable value to projects. In this very practical session you'll learn about when to test, the different kind of tests available, and what works best (and what doesn't) at different stages of different projects.
Presented at IA Summit 2015 with Dave Cooksey
HCD 660 – Foundations of Human Capital DevelopmentDefiJeanmarieColbert3
HCD 660 – Foundations of Human Capital Development
Define HRD
• HRD is “a process of developing and unleashing expertise
for the purpose of improving performance” (Swanson &
Holton, 2009, p. 99).
• HRD is “the systematic and planned practice designed by an
organization to enhance employee knowledge, skills,
abilities, and attitudes” (Van Tiem et al., 2012, p. 325).
Points of Agreement
• Believe in human potential
• Focus on improvement
• links learning and performance
• Finding solutions and solving problems
• Opportunities over challenges
• Systems thinking
• Being on the same page
HRD World-Views
• HRD and its environment
• Learner perspective – Adragogy
• Knowles (why, self-directing,
experience, motivated, contextual)
• Organizational perspective
• Global context
• Change isn’t slowing down
HRD and Its
Environment
Human Resource Development
Core Beliefs
1. Organizations are human-made entities that
rely on human expertise to establish and
achieve their goals.
2. Human expertise is developed and maximized
through HRD processes and should be applied
for the long-term and/or short-term benefits of
the sponsoring organization and the individuals
involved.
3. HRD professionals are advocates of
individual/group work process, and
organizational integrity.
Reflection…
• Of the three HRD core beliefs presented, which one is
closest to your beliefs and why?
• What is it about HRD that interests you the most?
Threats to Excellent Practice
• Turning the HRD process into
an event
• The rate of change
• Critical characteristics of key
players
How can we turn these threats into
opportunities?
• Turning the HRD process into
an event
• The rate of change
• Critical characteristics of key
players
Human Capital Theory
• Human Capital Theory --
emphasizes that human capital--
the composition of employee skills,
knowledge, and abilities--is a
central driver of organizational
performance when the return on
investment exceeds labor costs.
So, why do we
even care
about theory?
• Helps us to explain complex phenomenon in our everyday life/work.
• Lots of theories….. List some in the chat
Human Capital Development – the sweet spot
Sweet Spot
Human Capital Development – not just books on a shelf
Theory
Theories are constructed in order to
explain
predict and
master phenomena
(e.g. relationships, events, or the behavior).
In many instances we are constructing models of
reality.
A theory makes generalizations about
observations and consists of an interrelated,
coherent set of ideas.
Theory
Framework
for Applied
Disciplines
Theory
Framework for
HRD
Human Capital Development – Foundational Theories
Foundational Theories Definition
Psychological http://richardswanson.com/narratedpres/psych_found_Breeze/in
dex.html
Economic http://richardswanson.com/narratedpres/econfound/index.html
Systems http://richardswanson.com/narratedpres/sys_theory_Bree ...
How to create best-in-class workplace experiences in 2017ISS Group
Over the years, the “workplace” has become an area where facility managers are able to develop a deeper connection between the organization’s values and stakeholders through a series of shared Facility Management experiences.
Today, creating best-in-class workplace experiences is on the 2017 agenda of every great facility manager and business leader.
But how can you utilize the new generation of Service Management to create the best-in-class workplace experiences for your customers and employees?
Tactics and Decision Making for Successful Museum Digital ProjectsAndrew Lewis
This paper discusses what tactics and decision-making mean in practice within museum digital technology projects. It offers practical suggestion for tactical approaches drawn from the author’s twelve years of experience managing digital projects and services.
So, you are an architect. What does this mean? How do you define yourself? Iasa has worked with more than 7,000 architects to create a common definition and understanding of IT Architecture as expressed by five pillars: Business Technology Strategy; Human Dynamics; Quality Attributes; IT Environment; and Design, and to create a common vocabulary to be shared amongst all IT Architects. Iasa has further defined IT Architecture as a profession backed by various levels of certification. This session discussed Iasa's Architectural Foundations material, offering a clear understanding of what IT Architecture is, and who IT Architects are. Watch, learn and validate what 30,000 architects worldwide are now sharing.
Benefits of Lean IT and it's importance.
The world is a merry-go-round and you can't get off. Customers are becoming more demanding, markets are becoming more customised, and product life-cycles that are getting shorter are just a few of the reasons why Lean could be important to you. As the demands on our processes increase they evolve and adapt accordingly which often results in processes that end up inefficient and wasteful. Lean is about challenging the way things are done and opening our eyes to that waste and inefficiency. The environment in which an organization operates will continue to change; Lean can help organizations meet the challenge.
Lean can provide an organization with a clear competitive advantage since the correct application of the Lean principles will realise substantial benefits that include:
- Greater productivity
- Greater throughput
- Improved quality
- Reduced cycle times
- Less fire-fighting
- Smoother operation
- Reduced operating costs
CTE Solutions' preferred Lean IT training provider Snowdon Consulting gave this amazing presentation in our Toronto Office on April 25th, 2014. Click the below link to get a copy of the presentation used during this seminar.
http://blog.ctesolutions.com/management/enterprise-architecture/understanding-lean-it/
Microsoft Exchange Server 2013 brings a new rich set of technologies, features, and services to the Exchange Server product line. Its goal is to support people and organizations as their work habits evolve from a communication focus to a collaboration focus. At the same time, Exchange Server 2013 helps lower the total cost of ownership whether you deploy Exchange 2013 on-premises or provision your mailboxes in the cloud.
New features and functionality in Exchange 2013 are designed to do the following: http://blog.ctesolutions.com/technical/microsoft/exchange-at-the-core/
Whether you are an IT Professional looking for Exchange Server 2010 or Exchange Server 2013, the most comprehensive and certified training can be found at CTE Solutions.
Interested in a certification or simply learning about design, implementation, administration, and management? CTE can deliver the training in the format you need with the most experienced instructors: http://www.ctesolutions.com/course/Microsoft-administration-training-courses/Exchange-Server-Training/
In Europe and the rest of the world, including Canada, PRINCE2 is the project management methodology of choice. This seminar will provide an overview of the PRINCE2 method and examine the similarities and differences between PMBOK® guide and PRINCE2. It will also suggest how these two project management approaches relate and complement each other, and how PRINCE2 provides added value to a PMBOK® guide knowledgebase.
Development Projects Failing? What can the Business Analyst Do?CTE Solutions Inc.
This seminar strives to explore why development projects often fail to deliver and what the BA can do about it. Though there are no magic solutions that will fix development challenges, there are industry recognized practices that can help the BA or PM strive to keep the work on track and deliver value to the client on time. The first half of the presentation explores the cause of development project failures and the second half presents practical and applicable solutions that any BA or PM can bring back to their team.
This presentation addresses managing risk within a department or company by leveraging Federal Government security standards as found in Communication Security Establishment Canada publication Information Technology Security Guidance (ITSG-33). Specifically, this session discusses ITSG-33 at a high level and industry risk management principles and GC approaches to risk management; including Integrated Risk Management as promoted by GC. The session discusses security in the various phases found throughout the system and system development lifecycles.
These slides were used as a part of the Smarter Everyday Seminar at CTE Solutions Ottawa office on January 3rd, 2014.
What better way to start the new year than with getting smarter!
CTE Ottawa Seminar Day - September 7th, 2012
This clinic will cover key new features in Windows Server 2012. It will outline new management and access features for areas such as Server Manager, Active Directory and PowerShell. It will also cover storage and network improvements as well as High Availability and significant changes to Hyper-V contained within Windows Server 2012.
This clinic is intended for IT Professionals who are interested in learning about the new features and functionality in Windows Server 2012. People who are key influencers and technology decision makers in an IT organization will also be interested in attending this clinic and will benefit from gaining early insight into some of the latest technologies included in Windows Server 2012. In general, early adopters of new technology or people looking to gain early insight into new functionality in Windows Server 2012 will benefit from attending this First Look Clinic.
CTE Ottawa Seminar Day - September 7th, 2012
Indeed, these are exciting times. The IT world is yet again taking another giant technological step forward. With the release of System Center 2012, Cloud services, and Server 2012, to name a few, IT Pros are quickly trying to ramp up their skills for this latest generation of products. Now Windows 8 is upon us and not since Windows 95 have we seen a major overhaul of the user interface.
Much has been said and published about Microsoft's latest client OS. Join us at CTE to take an honest "Enterprise" look under the hood of Windows 8 so that we can tackle hot topics like improvements for deployment, security, usability, reliability, compatibility, virtual desktop infrastructure, networking, etc.
GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
Essentials of Automations: Optimizing FME Workflows with ParametersSafe Software
Are you looking to streamline your workflows and boost your projects’ efficiency? Do you find yourself searching for ways to add flexibility and control over your FME workflows? If so, you’re in the right place.
Join us for an insightful dive into the world of FME parameters, a critical element in optimizing workflow efficiency. This webinar marks the beginning of our three-part “Essentials of Automation” series. This first webinar is designed to equip you with the knowledge and skills to utilize parameters effectively: enhancing the flexibility, maintainability, and user control of your FME projects.
Here’s what you’ll gain:
- Essentials of FME Parameters: Understand the pivotal role of parameters, including Reader/Writer, Transformer, User, and FME Flow categories. Discover how they are the key to unlocking automation and optimization within your workflows.
- Practical Applications in FME Form: Delve into key user parameter types including choice, connections, and file URLs. Allow users to control how a workflow runs, making your workflows more reusable. Learn to import values and deliver the best user experience for your workflows while enhancing accuracy.
- Optimization Strategies in FME Flow: Explore the creation and strategic deployment of parameters in FME Flow, including the use of deployment and geometry parameters, to maximize workflow efficiency.
- Pro Tips for Success: Gain insights on parameterizing connections and leveraging new features like Conditional Visibility for clarity and simplicity.
We’ll wrap up with a glimpse into future webinars, followed by a Q&A session to address your specific questions surrounding this topic.
Don’t miss this opportunity to elevate your FME expertise and drive your projects to new heights of efficiency.
UiPath Test Automation using UiPath Test Suite series, part 4DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 4. In this session, we will cover Test Manager overview along with SAP heatmap.
The UiPath Test Manager overview with SAP heatmap webinar offers a concise yet comprehensive exploration of the role of a Test Manager within SAP environments, coupled with the utilization of heatmaps for effective testing strategies.
Participants will gain insights into the responsibilities, challenges, and best practices associated with test management in SAP projects. Additionally, the webinar delves into the significance of heatmaps as a visual aid for identifying testing priorities, areas of risk, and resource allocation within SAP landscapes. Through this session, attendees can expect to enhance their understanding of test management principles while learning practical approaches to optimize testing processes in SAP environments using heatmap visualization techniques
What will you get from this session?
1. Insights into SAP testing best practices
2. Heatmap utilization for testing
3. Optimization of testing processes
4. Demo
Topics covered:
Execution from the test manager
Orchestrator execution result
Defect reporting
SAP heatmap example with demo
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Kubernetes & AI - Beauty and the Beast !?! @KCD Istanbul 2024Tobias Schneck
As AI technology is pushing into IT I was wondering myself, as an “infrastructure container kubernetes guy”, how get this fancy AI technology get managed from an infrastructure operational view? Is it possible to apply our lovely cloud native principals as well? What benefit’s both technologies could bring to each other?
Let me take this questions and provide you a short journey through existing deployment models and use cases for AI software. On practical examples, we discuss what cloud/on-premise strategy we may need for applying it to our own infrastructure to get it to work from an enterprise perspective. I want to give an overview about infrastructure requirements and technologies, what could be beneficial or limiting your AI use cases in an enterprise environment. An interactive Demo will give you some insides, what approaches I got already working for real.
Connector Corner: Automate dynamic content and events by pushing a buttonDianaGray10
Here is something new! In our next Connector Corner webinar, we will demonstrate how you can use a single workflow to:
Create a campaign using Mailchimp with merge tags/fields
Send an interactive Slack channel message (using buttons)
Have the message received by managers and peers along with a test email for review
But there’s more:
In a second workflow supporting the same use case, you’ll see:
Your campaign sent to target colleagues for approval
If the “Approve” button is clicked, a Jira/Zendesk ticket is created for the marketing design team
But—if the “Reject” button is pushed, colleagues will be alerted via Slack message
Join us to learn more about this new, human-in-the-loop capability, brought to you by Integration Service connectors.
And...
Speakers:
Akshay Agnihotri, Product Manager
Charlie Greenberg, Host
From Siloed Products to Connected Ecosystem: Building a Sustainable and Scala...
The Many A's in Entperise Architecture: Archaeology, Anthropology, Analysis and Architecture: From Design to Discovery
1. Enterprise Archaeology
Archaeology, or archeology is the study of
human activity in the past, primarily through
the recovery and analysis of the material
culture and environmental data that they
have left behind, which includes artifacts,
architecture, biofacts and cultural landscapes
(the archaeological record).
Date & Time
www.conexiam.com
2. The Purpose of Enterprise
Archaeology
! Learn about the past development of the enterprise
! Important developments in the history of the enterprise are not
written down
! When they are written down, they are often incomplete and
inconsistent
! Understanding the past is important to success in the future
! What are the forces that shaped the enterprise?
! Where is the core value in the enterprise?
! Are there hidden liabilities?
Date & Time
www.conexiam.com
3. What are We Looking For?
! Technologies
! Operational and Governance Structures
! Behaviours
! Relationships
! Purpose
! Culture
! Forces and Pressures
Date & Time
www.conexiam.com
4. Unearthing the Enterprise – Techniques
! Field Survey
! Consultation with current and past employees
! Excavation
! Forensic Analysis
! Lexical analysis
! Noun analysis to identify business objects and actors
! Other phrase analysis to identify other enterprise objects
! Surveillance – Remote Sensing
! E.g. network scanning
! Analysis and Reverse engineering
Date & Time
www.conexiam.com
5. Unearthing the Enterprise - Sources
! Formal Policy and Plans
! The view of the ruling class
! Describes the enterprise as planned and promised
! Formal Records
! The view intended for regulators
! Technology
! Artefacts of the enterprise
! Commentary
! News, inquiries, audits, etc
! Oral History
Date & Time
www.conexiam.com
6. Enterprise Anthropology
Anthropology is the study of humans, past and present.To
understand the full sweep and complexity of cultures across all of
human history, anthropology draws and builds upon knowledge
from the social and biological sciences as well as the humanities and
physical sciences.A central concern of anthropologists is the
application of knowledge to the solution of human problems.
Historically, anthropologists in the United States have been trained
in one of four areas: sociocultural anthropology, biological/physical
anthropology, archaeology, and linguistics.Anthropologists often
integrate the perspectives of several of these areas into their
research, teaching, and professional lives.
American Anthropological Association (http://www.aaanet.org/about/WhatisAnthropology.cfm)
Date & Time
www.conexiam.com
7. The Purpose of Enterprise
Anthropology
! Culture
! Successful architecture is design that the enterprise can live with
! Enterprise culture influences the change that is possible and the
speed with which change can occur
! Culture is foundational to stakeholder management
! Language
! Metaphor and idiom are critical to design
! Design must be articulated in the language of the enterprise
! Evolution
! How does the enterprise evolve in response to its environment
Date & Time
www.conexiam.com
8. Techniques for Enterprise
Anthropology
! Architecture Meta-models – codifying the language of the
enterprise
! Stakeholder management – documenting the culture of the
enterprise
! Environment Scans – understanding the evolutionary pressures
Date & Time
www.conexiam.com
9. Architecture Content Meta-Models
Date & Time
Defines the (formal)
language of the
enterprise
Language affects
design
Some Common
Biases
Functional
Service Orientation
Process Orientation
www.conexiam.com
13. Step 1: Identify Stakeholders
! Identify the key stakeholders of the enterprise architecture.
! Look at who is impacted by the enterprise architecture project:
! Who gains and who loses from this change?
! Who controls change management of processes?
! Who designs new systems?
! Who will make the decisions?
! Who procures IT systems and who decides what to buy?
! Who controls resources?
! Who has specialist skills the project needs?
! Who has influence?
Date & Time
www.conexiam.com
14. Step 2: Classify Stakeholder
Positions
! Classify and record positions in a Stakeholder Analysis Matrix
Stakeholder
Group
Stakeholder Ability to
Disrupt
the
change
Current
Understanding
Required
understanding
Current
commitment
Required
commitment
Required
support
CIO John
Smith
H M H L M H
CFO Jeff
Brown
M M M L M M
Date & Time
www.conexiam.com
15. Step 3: Determine Stakeholder
Management Approach
! Work out stakeholder power, influence and interest, so as to
focus the engagement on the key individuals.
! These can then be mapped onto a power/interest matrix, which
is used to determine the strategy for engaging with them.
Date & Time
www.conexiam.com
16. Step 3: Determine Stakeholder
Management Approach
! Develop a Power/Interest Matrix and place Stakeholder groups
within it
Date & Time
www.conexiam.com
17. Step 4:Tailor Engagement
Deliverables
! For each Stakeholder Group:
! Identify the viewpoints that the architecture engagement needs
to produce and validate with each stakeholder group
! Define specific viewpoints, matrices, and views of the enterprise
architecture model..
Date & Time
www.conexiam.com
18. Example: Stakeholder Map
STAKEHOLDER
GROUP
CLASS EXAMPLE ROLES KEY CONCERNS CLASS Catalogs, Matrices and
Diagrams
Corporate
Functions
CxO CEO, CFO, CIO, COO The high level drivers, goals and
objectives of the organization, and how
these are translated into an effective
process and IT architecture to advance
the business.
KEEP
SATISFIED
Business Footprint diagram
Goal/Objective/Service
diagram
Organization Decomposition
diagram
Corporate
Functions
Program
Management
Office
Project Portfolio
Managers
Prioritizing, funding and aligning
change activity. An understanding of
project content and technical
dependencies between projects adds a
further dimension of richness to
portfolio management decision making.
KEEP
SATISFIED
Requirements Catalog
Business Footprint diagram
Application
Communication diagram
Functional
Decomposition diagram
Corporate
Functions
Procurement Acquirers Understanding what building blocks
of the architecture can be bought, and
what constraints (or rules) exist that are
relevant to the purchase. The acquirer
will shop with multiple vendors looking
for the best cost solution while adhering
to the constraints (or rules) applied by
the architecture, such as standards. The
key concern is to make purchasing
decisions that fit the architecture, and
thereby to reduce the risk of added costs
arising from non-compliant components.
KEY
PLAYERS
Technology Portfolio catalog
Technology Standards
Catalog
www.conexiam.com
19. Environmental Scans
! Identify factors that influence the evolution of the enterprise
! External factors
! Threats
! Opportunities
! Internal Factors
! Weaknesses
! Strengths
Date & Time
www.conexiam.com
20. Enterprise Analytics
Date & Time
! Data needs context to become information
! The key to exploiting data is knowing what questions to ask
! Design analyses:
! Problem Analysis
! Opportunity Discovery
! Options Analysis
www.conexiam.com
21. Problem Analysis
! Business Problems are Stakeholder Needs that are not being
addressed
! If no-one cares it is not a problem
! Analytics allow us to confirm the problem exists
! Analytics allow us to confirm interactions between problems
! Analytics can help us discover root-causes
! Problem Analysis is more than the answer
! Its also about building consensus that my problem is our problem
Date & Time
www.conexiam.com
22. Options Analysis
! I know the choices – which is optimal
! Architecture descriptions enable you to precisely define the
options and identify the questions that need to be asked
! Analytics provide the data to make a choice
Date & Time
www.conexiam.com
23. Enterprise Architecture
Design for the Enterprise
Date Time
www.conexiam.com
Descriptions
• Structure
• Components and
their
relationships
• Behaviour
• Value
Designs
• Rules governing
the evolution of
the enterprise
• Road maps
• Analyses
• Specifications
24. Why does Enterprise
Architecture Produce?
Date Time
www.conexiam.com
Design
ArchitectureDescription
Unintentional Intentional
Implicit
Explicit
Compliance
Risk Management
Transparency and Accountability
Communications
Mission Fulfilment
Agility
Sustainability
Competitive Advantage
25. Characteristics of the
Enterprise Architecture
Date Time
www.conexiam.com
Described
Leader’s
Vision
Designed
Evolved
Design
ArchitectureDescription
Unintentional Intentional
Implicit
Explicit
26. Characteristics of the
Enterprise Culture
Date Time
www.conexiam.com
Operational
Entrepre-
neurial
Mission
Oriented
Political
Design
ArchitectureDescription
Unintentional Intentional
Implicit
Explicit