Delivering value. Enterprise architecture MUST deliver business value and do it now. Companies understand the need for architecture in general, but what are the specific benefits? Architecture processes are sometimes perceived as slow and bureaucratic. Architects are often insufficiently connected to strategic investment decisions on the one hand, and realization processes on the other. Architects have difficulty expressing their added value..
Visualizing BI technical cyber risks. Enterprise Risk and SecurityBiZZdesign
Method for business impact analysis of technical risks is explained, which combines the disciplines of technical risk analysis and Enterprise Architecture. Our method is supported by software tooling to (semi-)automatically import results of a penetration test into an Enterprise Architecture model, and to analyze and visualize the business impact of these technical risks. This both enhances the value of penetration testing and increases the return-on-investment of the Enterprise Architecture effort.
Project Management Fundamentals is a beginner-level Project Management course that is ideal for individuals and enterprises that are looking to gain a fundamental understanding of project management best practices used globally.
This Project Management Fundamentals training course is ideal for anybody whose work directly or indirectly supports projects. (entry-level project/program managers or future project managers who desire an increased understanding of how to successfully manage a project and improve their day-to-day work by applying project management best practices.)
To know more about Project Management Fundamentals training worldwide,
please contact us at -
Email: support@invensislearning.com
Phone - US +1-910-726-3695,
Website: https://www.invensislearning.com
These slides are part of the Webcast:
A3 Reports: Polishing the Elevator Speech
"So, how's your project going? Hey, I only have 10 minutes, so can you just give me a quick update? No need to spend the time on the detail, just hit the highlights..."
Sound familiar? Maybe it's time for you to use the A3 Report, a Lean tool meant to identify and communicate the critical project information and to facilitate decision-making. The A3 has been widely adopted for use in toll gate project reviews, however, expanding its functionality beyond that realm and getting Belts to internalize 'A3 thinking' can be a formidable challenge.
About the webcast: one-hour Webcast led by Clopay's Tor Chamberlain on how his organization has made great strides in communication and transparency using the A3 Report. There's nothing scary about A3 Reports!
In this session, the following key points will be covered:
Types of projects most suitable for A3s: short-duration Kaizen activities and/or complex DMAIC projects
Use of A3 methodology to communicate effectively to different levels in the organization
Use of A3 methodology to identify and track LSS projects
How to coach A3 thinking
These material is property of MoreSteam LLC. Used with authorization.
Watch the webcast:
Learn more about A3:
www.moresteam.com
www.blackberrycross.com
This presentation explores three important questions:
1. How does disciplined agile software development work?
2. How does agile analysis work?
3. How do business analysts fit on agile teams?
Versions of this presentation has been given several times at conferences internationally.
An updated version of this presentation is available at http://www.slideshare.net/ScottWAmbler/disciplined-agile-business-analysis-58401041
The Basics of the A3-method (a repackaged version of Toyota Kata)Teemu Toivonen
The A3-method is very simple and effective Lean project management method designed specifically for small and medium sized improvement projects. The A3-method is simple to learn and get started with and has a good track record for producing results and at the same time developing people.
The A3-method is based on the work of Mike Rother and his research and publications on Toyota Kata.
Are we Prepared for Scrum Master’s Role in COVID-19 Outbreak?Invensis Learning
No one was ready for COVID19! With a back to back lockdown months affecting the entire business verse globally. According to a PwC survey, 72% of respondents believe their companies will be more Agile going forward and 68% believe they will have flexible work environment to better equip in the long run.
In this regard, know how the Scrum Masters help thousands of teams all around the globe to collaborate? Do you feel that you are prepared for Post-COVID19 changes the way we work? How to deal with the disruptive changes?
#scrummaster #agile #covid19 #agileprojectmanagement #scrum #itmanagers #projectmanager
Areas covered:
1. Who is a Scrum Master and why we need a Scrum Master
2. How Scrum Master helped the teams in COVID19 to align and maximize value.
3. Why this is the high time for us to know about the role.
4. How can you be a good Scrum Master?
Who’ll benefit:
* IT Professionals
* Project Managers
* Delivery Managers
* QA and Testing Professionals
* Scrum Team Members
* Aspiring Scrum Masters
* Anyone who might be interested to know or oppose the idea all together
Speaker Profile:
Satyavrat Nirala is one of Asia’s youngest trainer and coach with certifications of CSM, CSPO, and CAL1, CAMS certification. He has been training and coaching Project management teams, Scrum teams internationally for the last 7 years. Started his career as a project technical analyst, Satyavrat has traversed through various roles in his journey including that of a self-thought coder, software team member, Business Analyst, SME, Scrum Master, Process Consultant, Project Management and Agile guide and coach and Mentor over a span of 14+ years.
For more information please visit our website: https://www.invensislearning.com/
Visualizing BI technical cyber risks. Enterprise Risk and SecurityBiZZdesign
Method for business impact analysis of technical risks is explained, which combines the disciplines of technical risk analysis and Enterprise Architecture. Our method is supported by software tooling to (semi-)automatically import results of a penetration test into an Enterprise Architecture model, and to analyze and visualize the business impact of these technical risks. This both enhances the value of penetration testing and increases the return-on-investment of the Enterprise Architecture effort.
Project Management Fundamentals is a beginner-level Project Management course that is ideal for individuals and enterprises that are looking to gain a fundamental understanding of project management best practices used globally.
This Project Management Fundamentals training course is ideal for anybody whose work directly or indirectly supports projects. (entry-level project/program managers or future project managers who desire an increased understanding of how to successfully manage a project and improve their day-to-day work by applying project management best practices.)
To know more about Project Management Fundamentals training worldwide,
please contact us at -
Email: support@invensislearning.com
Phone - US +1-910-726-3695,
Website: https://www.invensislearning.com
These slides are part of the Webcast:
A3 Reports: Polishing the Elevator Speech
"So, how's your project going? Hey, I only have 10 minutes, so can you just give me a quick update? No need to spend the time on the detail, just hit the highlights..."
Sound familiar? Maybe it's time for you to use the A3 Report, a Lean tool meant to identify and communicate the critical project information and to facilitate decision-making. The A3 has been widely adopted for use in toll gate project reviews, however, expanding its functionality beyond that realm and getting Belts to internalize 'A3 thinking' can be a formidable challenge.
About the webcast: one-hour Webcast led by Clopay's Tor Chamberlain on how his organization has made great strides in communication and transparency using the A3 Report. There's nothing scary about A3 Reports!
In this session, the following key points will be covered:
Types of projects most suitable for A3s: short-duration Kaizen activities and/or complex DMAIC projects
Use of A3 methodology to communicate effectively to different levels in the organization
Use of A3 methodology to identify and track LSS projects
How to coach A3 thinking
These material is property of MoreSteam LLC. Used with authorization.
Watch the webcast:
Learn more about A3:
www.moresteam.com
www.blackberrycross.com
This presentation explores three important questions:
1. How does disciplined agile software development work?
2. How does agile analysis work?
3. How do business analysts fit on agile teams?
Versions of this presentation has been given several times at conferences internationally.
An updated version of this presentation is available at http://www.slideshare.net/ScottWAmbler/disciplined-agile-business-analysis-58401041
The Basics of the A3-method (a repackaged version of Toyota Kata)Teemu Toivonen
The A3-method is very simple and effective Lean project management method designed specifically for small and medium sized improvement projects. The A3-method is simple to learn and get started with and has a good track record for producing results and at the same time developing people.
The A3-method is based on the work of Mike Rother and his research and publications on Toyota Kata.
Are we Prepared for Scrum Master’s Role in COVID-19 Outbreak?Invensis Learning
No one was ready for COVID19! With a back to back lockdown months affecting the entire business verse globally. According to a PwC survey, 72% of respondents believe their companies will be more Agile going forward and 68% believe they will have flexible work environment to better equip in the long run.
In this regard, know how the Scrum Masters help thousands of teams all around the globe to collaborate? Do you feel that you are prepared for Post-COVID19 changes the way we work? How to deal with the disruptive changes?
#scrummaster #agile #covid19 #agileprojectmanagement #scrum #itmanagers #projectmanager
Areas covered:
1. Who is a Scrum Master and why we need a Scrum Master
2. How Scrum Master helped the teams in COVID19 to align and maximize value.
3. Why this is the high time for us to know about the role.
4. How can you be a good Scrum Master?
Who’ll benefit:
* IT Professionals
* Project Managers
* Delivery Managers
* QA and Testing Professionals
* Scrum Team Members
* Aspiring Scrum Masters
* Anyone who might be interested to know or oppose the idea all together
Speaker Profile:
Satyavrat Nirala is one of Asia’s youngest trainer and coach with certifications of CSM, CSPO, and CAL1, CAMS certification. He has been training and coaching Project management teams, Scrum teams internationally for the last 7 years. Started his career as a project technical analyst, Satyavrat has traversed through various roles in his journey including that of a self-thought coder, software team member, Business Analyst, SME, Scrum Master, Process Consultant, Project Management and Agile guide and coach and Mentor over a span of 14+ years.
For more information please visit our website: https://www.invensislearning.com/
This presentation has been compiled using material available in public domain. Copyrights of the owners and sources of the material used has been duly acknowledged.
An educational presentation on PMO and implementation. APM Midlands branch event onsuccessful pmo tool implementation.
You will learn,
Real case studies
PMO tool implementation lifecycle
Practical next steps
Key lessons learned
Chapter 04 of ICT Project Management based on IOE Engineering syllabus. This Chapter contains advantages of project management, characteristics of project life cycles, product life cycles and project life cycles, role and responsibilities of key product members and more. Provided By Project Management Sir of KU.
هذه المحاضرة تتحدث عن تحليل باريتو
Pareto Analysis
وهو أسلوب يساعد متخذ القرار او المدير في ترتيب أولويات عمله والأشياء التي يفترض ان يركز عليها في عمله.
قدمت نبذة تاريخية بسيطة عن مكتشف هذا المفهوم ومن ثم قمت فيها بشرح مفهوم باريتو
Pareto Concept
والذي يعتمد على أن قاعدة 20/80 والتي تقول أن 20% من الجهد الذي نبذله يؤدي إلى 80% من النتائج ولكن علينا ان نعرف ما هي ال 20% باستخدام تحليل باريتو
Pareto Analysis.
تناولت بعدها الخطوات المطلوبة لتحليل باريتو
Pareto Analysis
وكيفية تطوير مخطط باريتو
Pareto Chart
انتقلت بعدا شرح استخدام تحليل باريتو عمليا في عمليات إدارة المشاريع وهي 6 عمليات يمكن فيها الاستفادة من تحليل باريتو فيها وعمليات تحليل الأعمال ( 10 عمليات ) موزعة على دليل تحليل الأعمال من ال
PMI
( عمليتان) ودليل تحليل الأعمال من ال
IIBA
( 8 عمليات ) وتم توضيح كيفية تطبيق ذلك في التشغيل والأعمال المختلفة.
تم شرح الموضوع من جانب عملي مدعما بأمثلة بحيث يسهل تطبيق هذه المفهوم في مؤسساتنا والاستفادة منه.
Awarded by Project Management Institute (PMI), the Agile Certified Practitioner (PMI-ACP) credential is recognized by companies all around the world. With the education imparted in the certification training course, which is accredited by PMI.
PMI Agile Certified Practitioner certification is one of the most industry-recognized Agile project management certifications for project managers and project practitioners all across the world.
To know more about PMI Agile Certified Practitioner Certification trainings worldwide, please contact us at -
Email :support@invensislearning.com
Phone - US +1-910-726-3695,
Website : https://www.invensislearning.com
Agile Project Management explained and examined from several angles. Agile Software Development delivers better results when it is managed in an agile way.
Introduction to Project Management - PMP WorkgroupTùng Trần Thanh
This is the first presentation done by a PMP Workgroup which includes the project managers from NashTech, Trobz and Besco to study the Project Management and get the PMP certification.
This presentation has been compiled using material available in public domain. Copyrights of the owners and sources of the material used has been duly acknowledged.
An educational presentation on PMO and implementation. APM Midlands branch event onsuccessful pmo tool implementation.
You will learn,
Real case studies
PMO tool implementation lifecycle
Practical next steps
Key lessons learned
Chapter 04 of ICT Project Management based on IOE Engineering syllabus. This Chapter contains advantages of project management, characteristics of project life cycles, product life cycles and project life cycles, role and responsibilities of key product members and more. Provided By Project Management Sir of KU.
هذه المحاضرة تتحدث عن تحليل باريتو
Pareto Analysis
وهو أسلوب يساعد متخذ القرار او المدير في ترتيب أولويات عمله والأشياء التي يفترض ان يركز عليها في عمله.
قدمت نبذة تاريخية بسيطة عن مكتشف هذا المفهوم ومن ثم قمت فيها بشرح مفهوم باريتو
Pareto Concept
والذي يعتمد على أن قاعدة 20/80 والتي تقول أن 20% من الجهد الذي نبذله يؤدي إلى 80% من النتائج ولكن علينا ان نعرف ما هي ال 20% باستخدام تحليل باريتو
Pareto Analysis.
تناولت بعدها الخطوات المطلوبة لتحليل باريتو
Pareto Analysis
وكيفية تطوير مخطط باريتو
Pareto Chart
انتقلت بعدا شرح استخدام تحليل باريتو عمليا في عمليات إدارة المشاريع وهي 6 عمليات يمكن فيها الاستفادة من تحليل باريتو فيها وعمليات تحليل الأعمال ( 10 عمليات ) موزعة على دليل تحليل الأعمال من ال
PMI
( عمليتان) ودليل تحليل الأعمال من ال
IIBA
( 8 عمليات ) وتم توضيح كيفية تطبيق ذلك في التشغيل والأعمال المختلفة.
تم شرح الموضوع من جانب عملي مدعما بأمثلة بحيث يسهل تطبيق هذه المفهوم في مؤسساتنا والاستفادة منه.
Awarded by Project Management Institute (PMI), the Agile Certified Practitioner (PMI-ACP) credential is recognized by companies all around the world. With the education imparted in the certification training course, which is accredited by PMI.
PMI Agile Certified Practitioner certification is one of the most industry-recognized Agile project management certifications for project managers and project practitioners all across the world.
To know more about PMI Agile Certified Practitioner Certification trainings worldwide, please contact us at -
Email :support@invensislearning.com
Phone - US +1-910-726-3695,
Website : https://www.invensislearning.com
Agile Project Management explained and examined from several angles. Agile Software Development delivers better results when it is managed in an agile way.
Introduction to Project Management - PMP WorkgroupTùng Trần Thanh
This is the first presentation done by a PMP Workgroup which includes the project managers from NashTech, Trobz and Besco to study the Project Management and get the PMP certification.
What is the Value of Architecture. Andrew L Macaulay. Global Head of Architects Community. March 2006. In collaboration with. Microsoft Architect Insight ...
The New Role of the architect - central to growing your business in todays di...Gunnar Menzel
In the digital era, the role of the architect is becoming less technical, and is more closely getting aligned to business strategy. Architects are able to help the business envision its future and integrate IT into the business, providing better value for money, faster benefit realization and improved market competitiveness.
Help my project is in trouble. I have put this together to give project managers a guideline on how to move your project back into a successful journey
Project Management CoE (Centre of Excellence)’ is an initiative led by seasoned project management leaders with an objective to establish a culture of excellence in project execution. Our Services range from taking ownership of end to end Project Management to staffing for Project Management requirements. PMCoE is one stop solution for all Project management/Transformation requirements.
14. Developing Custom Processes For IT ProjectsBhuWan Khadka
Chapter 14 of ICT Project Management based on IOE Engineering syllabus. This chapter tell us about developing IT project management methodology, moving forward with customized management processes, code of ethics, future trends etc. Provided By Project Management Sir of KU.
From Capability-Based Planning to Competitive Advantage: Assembling Your Bus...Iver Band
Many organizations are investing in capability-based planning, portfolio management, architecture and agile development processes. While they derive value from each practice, many struggle with getting all of them to work together. In rapidly evolving industries such as healthcare, businesses need to change continuously. Instead of programs and projects, they need transformation value networks that adapt to dynamic organizational and external drivers.
This presentation will use a unified framework and method to define and relate the ingredients for continuous transformation. The presenters will also demonstrate the value of standards-based visual modeling for integrating, expressing and improving business transformation practices. Visual models will show how American and European healthcare payers are improving quality and efficiency in response to demographic, economic and regulatory pressures.
Learning Objectives:
• Understand how to integrate capability-based planning, portfolio management, architecture and agile development processes
• Identify and position key frameworks for capability-based planning, portfolio management, architecture and agile development processes
• Understand core concepts and key applications of the ArchiMate language for visual modeling, an Open Group standard
• Understand the basics of visually modeling business strategy and organizational transformation
• Become familiar with the objectives and methods for an example of business transformation
• Understand how and when to integrate strategic guidance into agile development processes
Fundamentals of Project Management for non project managers and beginners , a very simplified version for those who don't have any Project Management background. Please give feedback if any to upgrade future presentations
Practical Enterprise Architecture in Medium-size Corporation using TOGAFMichael Sukachev
Overview on the Practical Enterprise Architecture approach using TOGAF ADM for architectures development, Zachman Framework as artifacts repository and Sparx EA as a modelling tool.
ESOFT Metro Campus - Diploma in Software Engineering - (Module VII) Introduction to Project Management
(Template - Virtusa Corporate)
Contents:
What is a Project?
History of the Project Management
Attributes of a Project
What is Project Management?
Why Project Management Important?
The Triple Constraints of a Project
Project Stakeholders
Performing Organizational Structures
Project Management Life Cycle
Project Management Processes
Nine Knowledge Areas
Integration Management
Scope Management
Time Management
Cost Management
Quality Management
Human Resource Management
Communication Management
Risk Management
Procurement Management
This slide is for software engineering subject which may help you to better understanding. You can also gain knowledge in software engineering subject.
Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
Explore the world of the Taurus zodiac sign. Learn about their stability, determination, and appreciation for beauty. Discover how Taureans' grounded nature and hardworking mindset define their unique personality.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
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.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Accpac to QuickBooks Conversion Navigating the Transition with Online Account...PaulBryant58
This article provides a comprehensive guide on how to
effectively manage the convert Accpac to QuickBooks , with a particular focus on utilizing online accounting services to streamline the process.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
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/
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
2. About Marc Lankhorst
• Enterprise Architecture Service Line Manager
@ BiZZdesign
– Managed the development of the ArchiMate®
standard
– TOGAF® and ArchiMate® certified
– Board member of Netherlands Architecture Forum
• Some publications:
– Enterprise Architecture at Work (2005-2012),
the book on ArchiMate
– Agile Service Development (2012)
• m.lankhorst@bizzdesign.com
2
3. BiZZdesign: Integrated Service Offering
Enterprise
Architecture
Management
Business
Modeling
Lean &
Business Process
Management
Consulting services
Tooling
Training
Best practices
3
6. Delivering Business Value
• Enterprise architecture MUST deliver business value and
do it now
• Companies understand the need for architecture in
general, but what are the specific benefits?
• Architecture processes are sometimes perceived as slow
and bureaucratic
• Architects are often insufficiently connected to strategic
investment decisions on the one hand, and realization
processes on the other
• Architects have difficulty expressing their added value
6
7. The Problem: The Value of EA
• How effective is your enterprise architecture capability?
• What is the business value it delivers?
• What should the next steps in its development be?
7
10. Approach: An EA Assessment
1. Enterprise architecture Capability quick scan
– Rapid, high-level assessment of your architecture capability
2. Enterprise architecture Realization assessment
– Provides thorough insight into effectiveness of your EA practice
– Based on principles of COBIT governance framework
– Aligned with the phases of TOGAF’s Architecture Development
Method
3. Enterprise architecture Value assessment
– Insight into the (actual and perceived) business value offered
by your enterprise architecture practice
– Based on Balanced Scorecard
10
11. Assessment Benefits
• Independent review of the effectiveness and results of
your architecture practice
• Concrete guidance for improvement, focused on the
most valuable and urgent steps
• Based on BiZZdesign’s extensive experience and broad
knowledge of the architecture practice
11
13. Assessing the Enterprise Architecture Capability
• Rapid assessment of the EA capability
– Quickscan, to gain first important insights in status and issues
– Using the familiar 5 levels of maturity
• EA cannot add value on its own, but functions in
collaboration with:
– IT governance: EA must fit within the governance structures of
the organization
– Project portfolio management: EA realizes the enterprise vision
via projects and programs
13
14. Approach & Effort
1. Interviews with experts from enterprise architecture,
portfolio management and IT governance
– Using an assessment instrument with a structured questionnaire
of some 70 questions
2. Collating and analyzing findings
– Intermediate report to interviewees
3. Final report and presentation to management
• Effort:
– Lead time: 1-3 weeks, depending on availability of interviewees
– Typical effort: 2-6 days, depending on nr. of interviews
14
15. Example Questions
Awareness and Communication
Is the need for having an EA recognized and supported by business and IT
management at relevant organizational levels?
Responsibility and Accountability
Is the responsibility for the architectural fit of projects with the EA explicitly assigned?
Does each IT system have a business owner?
Goal Setting and Measurement
Are the goals, objective and scope of the EA program clear and well-defined?
Is the contribution of the architecture function measured and used for improving its
working practices?
Policies, Standards and Procedures
Is the architectural compliance of projects explicitly managed, e.g. via building
permits?
Tools and Automation
Do the architects actively seek and employ international standards and best practices
for their way of working, methods and tools?
15
16. Maturity Levels
• Level 1: Initial
– Starting point, need is recognized
• Level 2: Managed
– People are starting to take responsibility
• Level 3: Defined
– Standardized ways of working
• Level 4: Quantitatively Managed
– Measuring the outcomes
• Level 5: Optimizing
– Forward-looking approach, continuous improvement of
practices
16
18. Course of Action
• Based on this quickscan, you can identify pain points
and areas for improvement
• Start with those areas that are least mature
• The quickscan provides guidance to select relevant
approaches and instruments to help you get to the next
maturity level
– In our example outcome, to get from level 2 to 3 in Goal setting
and Measurement, recommendations would e.g. include
• a business case handbook
• a portfolio management tool
• a corporate EA repository
18
20. Enterprise Architecture Realization Assessment
• How do we assess the effectiveness of the EA capability
in an organization?
• Focus on architecture goals and outcomes
– NOT just the process
• Provides clear insight into current capability and the
needs for improvement
20
21. Architecture Goals & Outcomes
1. Vision (phase A in TOGAF ADM)
• Is the goal part of the architecture vision?
2. Architecture design (B, C, D)
• Can the goal be achieved with the solutions described by the
Business, Information Systems & Technology architecture?
3. Migration (E, F)
• Have the right projects been started to achieve the goal?
4. Project result (G)
• Can the goal be reached with the project (start) architectures?
• Have the relevant architectures been realized by the project?
5. Operational outcome (H)
• Have the project results realized the goal in practice?
Per organization goal, we measure the following outcomes:
21
22. Measurement
Per outcome, we measure three aspects:
architecture Product, Scope and Acceptance
Product
• Does the product contribute to realizing the goal?
Scope
• Does the product cover the desired scope?
Acceptance
• Do the relevant stakeholders know and use the product?
22
23. Assessment Approach
Step 1. Preparation
• Setup
• Select interviewees
• nr. of interviews
depends on org. size
• Way of reporting
• Lead time: 1-2 weeks
Step 2. Interviews
• 1,5 hours per interview
• Intermediate report
• Lead time: 2-4 weeks
• depends on
availability of
interviewees
Stap 3. Final report
• Writing report
• Presentation to
management
• Lead time: 1 week
Total lead time 4-8 weeks
23
24. Example Outcome
Deliverable
Acceptance
0
2
4
6
8
10
#1 Define
Vision
#2 Develop
Architecture(s)
#3 Develop
Migration Plan
#4 Transfer the
EA to
Implement.
projects
#5 Govern
Implementation
projects
EA Realization Score
Conclusion The example organization scores very high on vision and migration,
below average on architecture development and transfer to projects,
and very low on implementation governance
Legend
Deliverable Acceptance
10 =
Deliverable is
available,
quality is
good, scope is
right
10 =
Contents of
the
deliverable
are well-
known and
actively used
by all relevant
stakeholders
1 =
Deliverable is
not available
1 =
Deliverable is
completely
unknown to
relevant
stakeholders
24
25. Effort
• Total effort required depends on:
– Size of organization, nr. of interviewees
– Goals to be evaluated
– Size of architectures and project deliverables in scope
• Lead time: 4-8 weeks, typical effort: 5-15 days
• A modular setup is also possible
– Evaluating outcomes only for specific phases in the approach
• Vision, Architecture design, Migration, Project result, Operational
outcome
• Specific quality analysis can be part of the Architecture
design phase
25
27. Value of Enterprise Architecture
• Questions:
– How can EA benefits
be classified?
– Are the benefits
measurable?
– How can the benefits
be measured?
– What are the
measured benefits?
Changes in
Operations
Organizational
Goals
EA Goals
Effects of these
changes
due to
terms
assessment
EA activities
Value
created?
27
28. Classification Principles
• Our principles for measuring EA value:
– Value should be measured in terms
of business goals
– Value can change (increment) with
time
– Value has a subjective dimension as
well: perceived value which should
be taken into account
Balanced Scorecard
Architectural lifecycle
Different scales for
measured and
perceived value
28
29. The EA Value Classification Scheme
Perspective
Phase
Financial Customer Internal Learning &
Growth
Development
Realization
Use
Re-use
Improved decision making
Business goals (Balanced Scorecard)
LowerITcosts
Improved
processes
29
30. Questionnaire
• In order to measure
benefits, a questionnaire
is used
– Based on the classification
scheme
– Covers reported benefits
– Focuses on measurements
made in the organization
(“objective data”)
Any benefits in
cell X?
Measurable
benefits?
Measured
benefits?
Regularly or
ad-hoc?
30
31. Example Questions
Phase Customer’s Perspective
Development In developing the architecture, have the consequences for the
customers and the market been taken into account? Where? How is
this translated to the realization phase?
Realization Has the impact of the migration on the customers and the market
been established? Are there any analyses and/or scenarios
developed and if yes, what were the expected results?
Use Has the market share increased as a result of the changes? How is
this measured?
Has the customer satisfaction changed as a result of the changes?
How is this measured?
Re-use Has a strategic advantage in the market been reached by virtue of
the architecture? How is this evaluated?
Has the ability of the organization to react on changes in the
environment (like market changes, changes in customers’ needs,
etc.) increased? How is this evaluated?
31
32. Approach
Preparation with the responsible manager
Goal selection, identification of stakeholders, plan, ...
Report outcomes
Documents
Collect evidence
Interviews
With stakeholders
32
33. Measurability Maturity Scale
• Question: Are there enough factual data for objective
measurements? Introduction of a measurability
maturity scale
1. Ad-hoc: sometimes
2. Measurable: systematic,
but not everywhere
3. Measured: systematic and
enough data available
4. Managed: used in managing
EA activities
33
34. Perceived Value
• When there are not enough factual data available:
use the perceived value (gathered by the interviews)
• Extend with
additional
questionnaire
if necessary
Preparation
Measurability Perceived value
Report
Documents Interviews
34
35. Results
• The EA value assessment is a powerful tool for measuring
benefits of EA
• Quick indication where insufficient data are available to
establish the actual value
• Quick assessment of the perceived value of EA
• Subjective judgements may be quite different from objective
measurements
• Effort:
– Lead time: 2-5 weeks, depending on availability of interviewees
– Typical effort: 4-10 days, depending on nr. of interviews (organization
size, architecture size)
35
37. Quality Analysis
• Analyzing specific qualities of architectures and
architecture products
• Can be performed as part of enterprise architecture
realization assessment (phase 2: architecture design)
– But can also be done as a separate review or second opinion
• Approach can be tailor-made to specific client questions
and architecture content
– E.g. cost analysis, agility, feasibility of a roadmap, security, etc.
• Example: Enterprise agility assessment
37
38. General Enterprise Agility Assessment
• General assessment of agile capabilities, in 3 aspects:*
– Process agility: how does the organization use agile ways of
working?
– System agility: how does the organization foster the agility of
its organizational and technical service systems?
– Business agility: how is agility part of the organization’s
strategy and daily business?
• Assessment instrument with structured questionnaire,
used in expert interviews
– Ca. 1,5 hours per interview
– Total assessment can be done in 2-5 days, including report,
depending on organization size
*M. Lankhorst (ed), Agile Service Development, Springer, 2012 38
40. Business Agility
• Based on the
Business Model Canvas*
• Shows hotspots where
the business needs to
be agile, but current
agility is lacking
• Darker colors = more
agility needed
*A. Osterwalder & Y. Pigneur, Business Model Generation, Wiley, 2010 40
42. Conduct an Assessment of Your EA Practice!
• Know the strengths and weaknesses of your EA practice
• Build a solid foundation for your EA capability
– Create awareness & establish responsibilities
– People & skills
– Methods & tools
• Use independent expertise
– Credibility of independent assessment
– Comparison with other organizations
• Get concrete guidance for improvement
– Increase the business value that your EA capability provides
– Focus on the most urgent and valuable steps
42
43. Determine Which Assessment to Conduct
• Capability quickscan:
– To get a quick overview of your EA capability
– What are the most important points for improvement?
– Does not look at EA products
• Realization assessment:
– Does your architecture realize the desired goals and outcomes?
– In-depth assessment of both EA processes and products
• Value assessment:
– To assess the measured and perceived value of EA
– Do the EA outcomes really add business value, and is this seen
by your stakeholders?
43
44. BiZZdesign Can Help!
• BiZZdesign can assist you in all of these aspects
with our extensive EA knowledge and experience
• We provide:
– Consultancy, e.g. in setting up your architecture practice
– Training on TOGAF, ArchiMate and more
– Tools for enterprise architecture, business modeling, Lean, and
business process management
• Free trials of our solutions:
LeanCoach
44
45. For More Information on Assessments and Other
Questions, Please Contact:
• Marc Lankhorst
Service Line Manager Enterprise Architecture
m.lankhorst@bizzdesign.com
• Brenda Cowie
VP Client Services, Director – BiZZdesign North America
b.cowie@bizzdesign.com
+1 416 821 0297
Webinars, blogs, e-books, customer stories, training
portfolio, software and more on www.bizzdesign.com
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