IT projects are failing at a rate of 25%, and 45% of our projects are challenged for being late, over-budget, or providing less than required features and functions. Unfortunately this has been a habitual problem for IT and more importantly it has been a source of conflict and contention between IT and the business community we serve. Our business community, more than ever, demands speed and flexibility in taking products to market. As a result, approximately 35% of IT organizations have adopted or are in some form of adoption of agile practices and agile software development.
In this presentation we will discuss the following:
Common Agile Misconceptions
Why Should the CIO or CTO Care About Agile?
What Does the Business Community Need to Know About Agile?
Barriers to Successful Enterprise Agile Adoption
Seven Secrets Of Tapping Into The Power Of Your PeopleAndrewLi
My presentation leads you through the most effective, cutting edge techniques in the world for getting your people to go with you on any journey of change. Contact me to assist you with your key stakeholders.
Warranty Management: 3 questions ; 1 answered, 2 to goInfosys
“In our experience, Making Business Value A Priority Is The First Step To Ensuring The Success Of Warranty Transformation Programs. Value is realized when –Visibility Is Gained By Analyzing and Defining Our Processes, Policies, Systems, Data and Metrics.”
IT projects are failing at a rate of 25%, and 45% of our projects are challenged for being late, over-budget, or providing less than required features and functions. Unfortunately this has been a habitual problem for IT and more importantly it has been a source of conflict and contention between IT and the business community we serve. Our business community, more than ever, demands speed and flexibility in taking products to market. As a result, approximately 35% of IT organizations have adopted or are in some form of adoption of agile practices and agile software development.
In this presentation we will discuss the following:
Common Agile Misconceptions
Why Should the CIO or CTO Care About Agile?
What Does the Business Community Need to Know About Agile?
Barriers to Successful Enterprise Agile Adoption
Seven Secrets Of Tapping Into The Power Of Your PeopleAndrewLi
My presentation leads you through the most effective, cutting edge techniques in the world for getting your people to go with you on any journey of change. Contact me to assist you with your key stakeholders.
Warranty Management: 3 questions ; 1 answered, 2 to goInfosys
“In our experience, Making Business Value A Priority Is The First Step To Ensuring The Success Of Warranty Transformation Programs. Value is realized when –Visibility Is Gained By Analyzing and Defining Our Processes, Policies, Systems, Data and Metrics.”
Prime Sales Solutions Success Achiever Overview Power Point 2010Matt Zimmerman
The Success Achiever program is a results-driven set of methodologies developed by Business Solutions experts to successfully evaluate, deploying and maintain business solutions, one step at a time. This methodology is derived from more than a decade of best practices, positions and focuses your organization to realize a clear and defined set of goals. The end results are realistic benchmarks and exceptions while achieving a rapid return on investmen
Dezepresentatie gaat over de veranderingen in onze maatschappij en de hiermee gepaard gaande ontwikkeling over het anders organiseren van werk "Het Nieuwe Werken".
Transforming SMEs using opensource technology platformsMangesh Wagh
Presentation tries to elaborate how SMEs can transform their organizations by using opensource technology platforms.
- A few myths and truths about running process automation initiatives
- Problems which SMEs face
- Approach to solutions and implementations
Prime Sales Solutions Success Achiever Overview Power Point 2010Matt Zimmerman
The Success Achiever program is a results-driven set of methodologies developed by Business Solutions experts to successfully evaluate, deploying and maintain business solutions, one step at a time. This methodology is derived from more than a decade of best practices, positions and focuses your organization to realize a clear and defined set of goals. The end results are realistic benchmarks and exceptions while achieving a rapid return on investmen
Dezepresentatie gaat over de veranderingen in onze maatschappij en de hiermee gepaard gaande ontwikkeling over het anders organiseren van werk "Het Nieuwe Werken".
Transforming SMEs using opensource technology platformsMangesh Wagh
Presentation tries to elaborate how SMEs can transform their organizations by using opensource technology platforms.
- A few myths and truths about running process automation initiatives
- Problems which SMEs face
- Approach to solutions and implementations
There are many companies and professionals that seem to make Enterprise Architecture some sort unnecessarily complicated black art, but in reality it's actually quite simple at its core. Here's a methodology I developed that approaches EA with a simpler approach.
Companies must improve execution if they are going to survive, or better yet, drive the competition in this economy. This presentation discusses how an ever changing landscape is forcing companies to remove complexity from executing strategy and embrace simplicity for speed, flexibility, and adaptability to change.
Webinar - Strategy: Dont Just Plan...EXECUTE!Rick Hayes
Strategy Snapshot Webinar - Session 1.
Discussion on focus for speeding up the strategy planning process with emphasis on continuous management and execution.
Our way of “Mentoring” desires to affect higher rates of stability and satisfaction in a changing business landscape that calls the mentee into new collaborative relationships and new systems of delivery.
Mentoring is an effort to integrate the formation dimensions of Spiritual development, Business development, Intellectual development, and Human development as the mentee moves into a new phase of his/her life.
We Trained You Why Didnt You Learn A Case Study In Change Managementjhoebler
So everything is done on your project plan – the conversion worked perfectly, the interfaces are humming along, even that tough customization is working properly – why are your end users in a panic? In this session, we will present a case study on change management’s role in not only training the users, but enabling them to learn the new tools and processes and adopting them as part of their daily lives. We will review our plan, what went right, what went wrong and how this multi-billion dollar government contractor managed to take an entrenched user community and turn them into believers of the “new” system – which in turn saved the company money, time and effort.
“On Monday, April 2nd, City Manager Scott Hildebrand provided Mayor and Council with an update on the various Labour-related initiatives and strategies underway within the organization. At that time, an update on the progress of the Roadmap for Growth Strategic Plan was also provided. The City of Brandon would like to share highlights of the presentation with citizens to ensure all are up-to-date on its efforts.”
Lean Startup: It's Not Just Technology, Lives are at StakeKen Power
This is the slide deck from my keynote talk at the first Serbian ICT conference on Technology and Entrepreneurship, held Thursday November 22, 2012 in Belgrade.
For more notes, please see my corresponding Blog entry at http://systemagility.com/2012/11/22/lean-startup-and-lives/
I would love to hear your thoughts and feedback.
Scrum Deutschland 2018 - Wolfgang Hilpert - Are you agile enough to succeed w...Wolfgang Hilpert
How do digital innovation and the adoption of Agile methods within the enterprise fit together?
What prerequisites are needed to achieve Business Agility?
What influence does the leadership culture have on the success of the Agile transformation?
What features of a modern leadership role are needed to win in the age of digitization and agility? What does „Leadership Agility“ mean and why is this a critical success factor for the transformation?
What do typical hurdles of an Agile transformation look like?
How can we measure the success of the transformation?
SharePoint MoneyBall: The Art of Winning the SharePoint Metrics Game by Susan...
Value Chain Road Map General Approach
1. Linking Strategy to Action
Know your Business, Build your Strategy
Value Chain and Strategy Formulation
General Approach and Road Map For Implementation
2. Know Your Business, Build your Strategy
Contents
• Objectives of The Presentation
• Schematic Diagram of the Approach
• Detailed Diagram of the Approach
• Five Areas-Five Concepts-Success Criteria
• Steps Detailed (Build)
• Steps Detailed (Assess)
• Steps Detailed ( Improve)
• Example on Prioritizing
• Steps Detailed ( Review)
• Steps Detailed ( Plan)
2 2009 Mohamad Nazmi mwahadneh@hotmail.com
3. Know Your Business, Build your Strategy
Objectives of this Presentation
This presentation aims to present the full road map for the approach
suggested to build the Main activities value chain and link it to the
Strategy Map of any organization.
The Presentation is directed to strategy representatives, whom can
implement the approach to validate their strategy linkage to the
overall strategic directions of Organization.
3 2009 Mohamad Nazmi mwahadneh@hotmail.com
4. Know Your Business, Build your Strategy
Schematic Diagram of the Approach
Build Assess Improve Review Plan
4 2009 Mohamad Nazmi mwahadneh@hotmail.com
5. Know Your Business, Build your Strategy
Detailed Diagram of the Approach
Identify Defects Assess Defects Status
•Understand the Org •Set initiatives to •From Lines of
Structure mitigate the Business and
•Prepare Data headaches products set the
collection Sheets •Select the Criteria •Create Action Plans mission
•Conduct Awareness of Defects for initiatives •Measure the •From the Mission
Sessions to Units’ •Create Headaches •Distribute tasks on Customers build the
Heads Sheets employees and link Satisfaction perspectives
•Distribute the forms •Distribute to PA •Identify No- •From the
•Gather the forms Headaches Sheets •Follow Up on Action Improvement perspectives build
and validate Plans till Defects and re- the strategy story
•Gather and Analyze
•Create the Value headaches Completion assess initiatives •From Strategy Story
Chain Diagrams and inputs status build Objectives
Identify Products and Set & Implement
Create The Strategy
Services Initiatives
Build Assess Improve Review Plan
5 2009 Mohamad Nazmi mwahadneh@hotmail.com
6. Know Your Business, Build your Strategy
Five Areas-Five Concepts-Success Criteria
Leadership
Leaders are Ready to Champion the Leaders will spare some good time for
Leaders are Convinced to Launch Leaders are willing to improve Leaders will delegate authorities
Change the project
People
We don’t believe in the ugly baby We will not hide information and we
We are all involved We will implement improvement The project is a Priority on our daily list
syndrome will be working as a transparent team
IT
IT solutions will be used when necessary We will use technology to facilitate the
IT solutions can not replace people We think business not machines Computers are faster but not smarter
Only project progress and to document
Project Team
We will deal with the information in a We know that People know more so we Our role is to change but not to force
We will transfer knowledge to all We will not be biased
confidential manner will listen to them the change, people shall buy in
DGEP
Excellence Model will govern all of the KPIs will be set to all project stages and We will benchmark when applicable We will keep all of the evidences in a
RADAR will be used always
stages action plans shall be met and possible file
6 2009 Mohamad Nazmi mwahadneh@hotmail.com
7. Know Your Business, Build your Strategy
Steps Detailed Build
Build Assess Improve Review Plan
Understand The Units Prepare Data Forms Get People to Know then Create the Value Chain
•Build or Obtain the Org. •Data collection forms collect Diagrams
Structure shall have the following: • Conduct awareness •Draw the Value Chain
•Gather the Main •Unit Name sessions for points of (Inputs to Activity to
activities for Every Unit •Activity contacts for how to use Product to Customer/s)
•Identify point of Contact the forms •Validate the Diagrams
•Product/s
in every unit • Distribute the forms with concerned
•Inputs
• Collect the forms •Analyze loads on units (if
•Inputs coming from
(Supplier) • Validate No. of required)
Products/No. Of Inputs/
•Products
No. Suppliers/no. Of
•Products Going to Customers
(Customers)
7 2009 Mohamad Nazmi mwahadneh@hotmail.com
8. Know Your Business, Build your Strategy
Steps Detailed Assess
Build Assess Improve Review Plan
Select the Criteria of Prepare Inputs Prepare outputs Meetings and Data
Defects headaches Sheets headaches Sheets collection
•Identify Criteria for •Prepare Inputs •Prepare outputs •Conduct awareness
Defects, such as: headaches sheet, for the headaches sheet, for the presentation or conduct
• Time Delay units to evaluate Customers to evaluate meetings to explain to
• Missing Information suppliers and the sheet the units’ products and customers and units how
will have: the sheet will have: to fill the form
• Missing point of
contact • Unit name •Customer Name • Agree on time to collect
• inconsistent quality • Product Name •Product Name forms and collect the
• Supplier • Importance (Out of 5) forms
• Inputs •headache • Categorize the
•Importance (Out of 5) •Frequency% headaches per product
• headache •Overall Satisfaction for customers and per
• Frequency% supplier for the units
8 2009 Mohamad Nazmi mwahadneh@hotmail.com
9. Know Your Business, Build your Strategy
Steps Detailed Improve
Build Assess Improve Review Plan
Analyze Headaches Root-Cause Analysis Implementation Reporting
• Use the following •Follow the product value •If the problem is caused by • APPR will be sent from
formula for the Outputs chain diagram reaching to an Input headache then Owner to the project
Headaches sheet per the activity producing the create an SLA with supplier team
product: product • if the input is caused by • project team will
•Weight= • link the Activity to a unit an internal issue (root- provide the
Avg.((Importance + or an employee caused) create an action Management by an ESR
(Frequency%*5))per • check if there is an Input plan for the initiative that
• Monthly meeting Shall
product/Headache/cust headache for the product has the following:
omer) be conducted to review
• Ask the Activity owner if •Detailed tasks the APPRs and
• List products weight in he/she believes that the • Time Plan recommendations shall
ascending order input headache (If Any) • Budget if needed be prepared by team
• Highest weight will be will cause this headache • Risks expected and discussed with
the first to start with • If not Analyze the management
then lower and lower in • Action Plan shall be
process and come with an implemented and
weight* initiative monitored by APPR.
* Example is Provided in the next slide
9 2009 Mohamad Nazmi mwahadneh@hotmail.com
10. Know Your Business, Build your Strategy
Example on Prioritizing
Product Customer Importance Headache Frequency% Weight
A 1 3 AH1 30% =3+0.3*5=4.5
A 1 3 AH2 60% =3+0.6*5=6
Total Weight Avg.(5+6)=5.5
B 2 4 BH1 40% =3+0.4*5=5
B 3 2 BH3 30% =2+0.3*5=3.66
Total Weight Avg.(5+3.66)=4.33
So We Will Start Working on Product A as it has more Weight (So budgets and Manpower
will be directed to it)
Notes: You Can Add Weights (%) for your customers according to their importance
You Can Add Weights (%) for Importance and Frequency according to its importance
10 2009 Mohamad Nazmi mwahadneh@hotmail.com
11. Know Your Business, Build your Strategy
Steps Detailed Review
Build Assess Improve Review Plan
Focused group Analysis Review the initiatives When to do the same again
• Re-send the headaches Sheet to •Gather all progress reports of the •It is not advised to conduct the same
your customers whom had initiatives practice more than once per year (Value
headaches in the past • According to the DGEP RADAR, chain analysis)
• Review and analyze the analyze the effectiveness of the • It is advised to measure the satisfaction
headaches again (If Any) Approach of your customers on general terms
• Meet the initiative owner and every 6 months
analyze the root-cause again •Initiatives for improvement from now
• Implement the new initiatives on shall be linked to the value chain
diagrams
• A Week that is called KAIZEN week shall
be implemented every six months to
gather initiatives from the employees
11 2009 Mohamad Nazmi mwahadneh@hotmail.com
12. Know Your Business, Build your Strategy
Steps Detailed Plan
Build Assess Improve Review Plan
•Mission represents our lines of business which can be gathered from the products and
activities list
•Example: We provide Services Directly to customers and we do not generate revenue,
and at the same time we are doing so many technical processes that depends on our
Mission Statement employees skills (Human Resources Based processes)
• So the Mission Might be: “Meeting Customers Satisfaction through “Our Lines Of
Business”, Implementing the highest standards of “requirements of services that we
provide”, while ensuring “Financial Budget terms” is available to effectively improve
our “Human Capital”
•Your Strategy perspectives shall be representing the logical sequence mentioned in
your mission statement so by the above example the following will be the logical
sequence from top to bottom for your strategy map:
Strategy Perspectives • Customers
•Internal processes
• learning and growth
• Financial
12 2009 Mohamad Nazmi mwahadneh@hotmail.com
13. Know Your Business, Build your Strategy
Steps Detailed Plan
Build Assess Improve Review Plan
•Based on the Perspectives and the Mission Statement, the example strategy story will
be:
Strategy Story • We Will Ensure that sufficient budgets are available to improve our human capital
capabilities to be able to perform “requirements of services” in order to effectively
manage and improve our processes delivering “ the Lines of Business” to better
serve our customers and meet their expectations.
•In this part you will be listing your entity objectives in all perspectives linking them to
the strategy story, lines of business, your relations with suppliers, your customers
needs, employees improvement needs, and financial terms
Strategy Objectives • Based on the above objectives you will be listing KPIs (Linked directly to your value
chain, and represents the outcomes of your processes) for each objective
• according to the KPIs linkage to activities, you can assign ownership of KPIs and
responsibilities to achieve it.
13 2009 Mohamad Nazmi mwahadneh@hotmail.com
14. Know Your Business, Build your Strategy
Steps Detailed Plan
Build Assess Improve Review Plan
Aligning your
•From your strategy map link what ever objectives you have and can serve
Strategy to Organization’s Objectives or KPIs, accordingly copy these objectives from
Organization’s Strategy Map into your strategy Map, and color these objectives with
Organization’s another color and you can even use the Organization’s Objectives as Themes in Your
Strategy Map.
Strategy
•Report the Objectives you have from Corporate SM to Performance Management
Reporting function at your organization.
•Report other Objectives to your Head of unit only
14 2009 Mohamad Nazmi mwahadneh@hotmail.com
15. Know Your Business, Build your Strategy
For Any Further Inquiry you can contact me at the following email:
Mohamad Nazmi Al- Wahadneh
15
Wishing You the Best
2009 Mohamad Nazmi mwahadneh@hotmail.com