This report discusses some of the main challenges that organizations will face when applying executive-level strategic decision-making to a business value-driven software development group. Primarily, this report shares a new approach to portfolio management.
Download it here: http://www.softwarevalue.com/insights/publications/ta-archives/how-can-i-use-snap-to-improve-my-estimation-practices/
1) The document discusses planning, executing, and measuring successful business transformations. It provides best practices from various companies that have successfully transformed their businesses.
2) Common challenges to successful transformation include failure to anticipate changes, misjudging risks, and lack of change management skills. Successful transformations had support from leadership, strong execution, and clear metrics to measure progress.
3) Implementing enterprise project portfolio management (EPPM) solutions can help companies overcome challenges and drive transformation by providing visibility, standardized processes, and metrics to track progress and costs. EPPM supports the innovation, efficiencies, and risk management that companies need to transform.
The key to successful Digital TransformationMegan Hunter
The document discusses key factors for successful business transformation:
1. Having the right team, including roles like a Business Project Manager, Transformation Lead, Lead Business Analyst, and Lead Solutions Architect.
2. Securing talent either internally or through partnerships if needed skills are not available internally.
3. Adopting solutions with minimal customization ("adopt, don't adapt") and having strong governance through a steering board to challenge customization requests.
This document discusses global trends in open innovation. It defines open innovation as using external ideas as well as internal ideas, and internal and external paths to market, to advance internal innovation and expand markets. The document outlines best practices companies use in open innovation, including Philips' high tech campus partnership network. It also discusses how companies are using web 2.0 tools like IdeaStorm, Innocentive, and Threadless to engage customers in innovation.
Agile helps to break down the functional scope
of ERP into a smaller set of features that small teams
can deliver in sprints. This iterative approach helps
projects to realize business value quickly
IBM Rational Software Conference 2009: Process, Project and Portfolio Managem...Kathy (Kat) Mandelstein
Track Keynote for the Process, Project and Portfolio Management Track at the IBM Rational Software Conference 2009
Software and systems delivery has become a fundamental business process in the global economy, and the ability to adapt to changing market conditions requires that information technology is fully integrated into the business strategy and operations to ensure consistent alignment with business priorities, and better execution.
Executives require visibility and real-time decision support to keep the enterprise focused on solutions to high-priority problems, supported by the ability to measure the performance of current and future IT activities and assets. IT leaders must deliver significant business value and ensure constant alignment of project investments with evolving business objectives. Project leaders must be able to identify, implement and drive adoption of repeatable best-practice approaches for successful execution, and be able to more proactively identify and resolve issues, to reduce risks associated with project failure. All stakeholders must be involved and informed in addressing the changing business needs, especially when variations in project health threaten outcomes.
This track explores topics across several domains that support organizational change and iterative software and systems delivery. Hear and learn from actual experiences across the spectrum of process adoption, portfolio planning and oversight, and execution of major initiatives, programs, and projects. This track is for executives, IT leaders, program managers, project managers, portfolio managers, process engineers, business analysts, and other stakeholders concerned with optimizing IT investments with industry best practices and team unifying tools for more predictability, adaptability, and visibility.
The Economics of Scrum - Finance and CapitalizationCprime
• Understand the differences between Capital Expenditures and Operational Expense and the US and International laws which govern them.
• How software developed with Scrum can be used as an financial asset
• The Economics behind Scrum and why it makes sense in financial world
• Why Scrum is better than suited than Waterfall to deliver value and lower costs
• The effect on a company’s bottom line (P&L)
• Metrics which will show Scrum’s ROI and how to Predict future value
• Lesson learned from companies that have implemented Scrum and financial measures to predict value
The Development Battle Nobody Talks About (Achieving DevOps at Enterprise Scale)Plutora
This document discusses the challenges of aligning business and technology goals through DevOps. It argues that while DevOps improves efficiency within technology teams, it does not directly address business-technology alignment. Value stream management is presented as a model that can provide the missing link by focusing on delivering value to customers through the entire process from idea to production. Key points covered include the historical conflicts between development and operations, how DevOps addressed these but did not solve all issues, and how value stream management takes a system-wide approach centered around customer value.
1) The document discusses planning, executing, and measuring successful business transformations. It provides best practices from various companies that have successfully transformed their businesses.
2) Common challenges to successful transformation include failure to anticipate changes, misjudging risks, and lack of change management skills. Successful transformations had support from leadership, strong execution, and clear metrics to measure progress.
3) Implementing enterprise project portfolio management (EPPM) solutions can help companies overcome challenges and drive transformation by providing visibility, standardized processes, and metrics to track progress and costs. EPPM supports the innovation, efficiencies, and risk management that companies need to transform.
The key to successful Digital TransformationMegan Hunter
The document discusses key factors for successful business transformation:
1. Having the right team, including roles like a Business Project Manager, Transformation Lead, Lead Business Analyst, and Lead Solutions Architect.
2. Securing talent either internally or through partnerships if needed skills are not available internally.
3. Adopting solutions with minimal customization ("adopt, don't adapt") and having strong governance through a steering board to challenge customization requests.
This document discusses global trends in open innovation. It defines open innovation as using external ideas as well as internal ideas, and internal and external paths to market, to advance internal innovation and expand markets. The document outlines best practices companies use in open innovation, including Philips' high tech campus partnership network. It also discusses how companies are using web 2.0 tools like IdeaStorm, Innocentive, and Threadless to engage customers in innovation.
Agile helps to break down the functional scope
of ERP into a smaller set of features that small teams
can deliver in sprints. This iterative approach helps
projects to realize business value quickly
IBM Rational Software Conference 2009: Process, Project and Portfolio Managem...Kathy (Kat) Mandelstein
Track Keynote for the Process, Project and Portfolio Management Track at the IBM Rational Software Conference 2009
Software and systems delivery has become a fundamental business process in the global economy, and the ability to adapt to changing market conditions requires that information technology is fully integrated into the business strategy and operations to ensure consistent alignment with business priorities, and better execution.
Executives require visibility and real-time decision support to keep the enterprise focused on solutions to high-priority problems, supported by the ability to measure the performance of current and future IT activities and assets. IT leaders must deliver significant business value and ensure constant alignment of project investments with evolving business objectives. Project leaders must be able to identify, implement and drive adoption of repeatable best-practice approaches for successful execution, and be able to more proactively identify and resolve issues, to reduce risks associated with project failure. All stakeholders must be involved and informed in addressing the changing business needs, especially when variations in project health threaten outcomes.
This track explores topics across several domains that support organizational change and iterative software and systems delivery. Hear and learn from actual experiences across the spectrum of process adoption, portfolio planning and oversight, and execution of major initiatives, programs, and projects. This track is for executives, IT leaders, program managers, project managers, portfolio managers, process engineers, business analysts, and other stakeholders concerned with optimizing IT investments with industry best practices and team unifying tools for more predictability, adaptability, and visibility.
The Economics of Scrum - Finance and CapitalizationCprime
• Understand the differences between Capital Expenditures and Operational Expense and the US and International laws which govern them.
• How software developed with Scrum can be used as an financial asset
• The Economics behind Scrum and why it makes sense in financial world
• Why Scrum is better than suited than Waterfall to deliver value and lower costs
• The effect on a company’s bottom line (P&L)
• Metrics which will show Scrum’s ROI and how to Predict future value
• Lesson learned from companies that have implemented Scrum and financial measures to predict value
The Development Battle Nobody Talks About (Achieving DevOps at Enterprise Scale)Plutora
This document discusses the challenges of aligning business and technology goals through DevOps. It argues that while DevOps improves efficiency within technology teams, it does not directly address business-technology alignment. Value stream management is presented as a model that can provide the missing link by focusing on delivering value to customers through the entire process from idea to production. Key points covered include the historical conflicts between development and operations, how DevOps addressed these but did not solve all issues, and how value stream management takes a system-wide approach centered around customer value.
This document discusses the need for businesses to build organizational agility in order to adapt quickly to changing market conditions. It argues that agile practices need to be implemented throughout an organization, not just within development teams, in order to achieve business agility. The document outlines different dimensions of agility including execution agility, portfolio agility, and business agility and how Rally can help organizations improve performance and scale agile practices across teams and departments.
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.
If you dont know where you are going any road will do visioning for implement...p6academy
This document outlines a methodology for defining requirements for an EPPM software implementation project in order to increase the likelihood of success. The methodology involves developing a vision statement, strategic objectives and goals through an executive visioning process. It then defines critical success factors, key performance indicators, and performance measures to align functional needs with strategic goals. Adopting a phased approach by prioritizing and rolling out limited functionality first is also recommended to introduce changes incrementally and reduce risk. The end result is a requirements document to guide the implementation project.
Dennis Stevens - Using Agile and Lean to Lead Business TransformationSFA
The Beam Team case study describes an organizational transformation at a $100 million retail service provider. The company was facing economic and regulatory challenges and had acquired another company. The assistant helped by getting development under control using Kanban, identifying high-value business capabilities, and facilitating the creation of a clear strategy and execution plan using A3 reports and a Kanban board. This approach helped achieve focus, deliver rapid results, and establish trust between business and technology to execute the strategy.
This document provides information on several quality tools that can be used across business domains and industries. It discusses 7 basic quality tools: flow charts, histograms, Pareto charts, cause-and-effect diagrams, scatter diagrams, control charts, and check sheets. For each tool, a brief explanation is given of what it is and how it can be used to analyze processes, identify problems, and derive solutions. Implementing these basic quality tools requires only a short training and can help organizations improve quality.
Blytheco’s Business Process Optimization is an effective tool for keeping your company’s technology in tune with your goals. The Business Process Optimization service allows us to understand your business, so that we may help you do your job better, faster, easier, and more effectively.
We can help you give your business system a “tune-up” and help you evolve as your goals and environment adapt to changing business realities by identifying inefficiencies in current processes and offering cost-effective options to maximize your technology investment.
This document provides an overview of the COBIT and ITIL frameworks for IT governance and service management. It describes the key components, terms, and alignment of each framework. COBIT focuses on IT processes and controls, while ITIL focuses on best practices for IT service management. The document discusses how the frameworks can be used together to guide IT governance and improve organizational processes and compliance.
M&A success: Using an integration playbook to make your deal workGrant Thornton LLP
The document discusses how using an integration playbook can help mergers and acquisitions succeed where often they fail. It notes that only about 50% of M&A deals achieve their financial goals. An integration playbook establishes a repeatable process for integrating acquisitions based on past lessons learned. It identifies key risks to address such as retaining employees, aligning cultures, and realizing synergies. Having an experienced leader execute the playbook with input from past deals can help mergers integrate functions smoothly and achieve their strategic objectives.
Made this for a final interview to head the PMO for a big retail transformation across the United States. I didn't get it, think I was #2 or final 3, but thought others might get some value out of it. Left my PMO slides in at the front. Just laying out some of the decisions and options for fodder for others.
7 Must-Have Value Stream Management Capabilities to Maximize ROITasktop
The transition from project to product in Enterprise IT has the potential to drastically improve market response. Product line leaders can shift resources and funds up to 90% faster than in a project model.1 But that agility and authority is wasted if inadequate data and analytics on end-to-end flow are impeding IT from accelerating business growth.
Join Tasktop Sr. Director of Product, Naomi Lurie, and Principal Value Stream Architect, Mara Puisite for a webinar demonstrating how your organization can maximize business ROI with Value Stream Management and Flow Metrics by:
Measuring the rate of value delivery across software products and services
Capturing actionable insights into the bottlenecks impeding business value delivery
Providing a unified executive view of software delivery productivity and its correlation to business results like growth
Making informed data-driven decisions about future investments in a product line
Primavera p6 r8 in a complex healthcare environment white paperp6academy
Primavera P6 EPPM can be implemented in complex healthcare environments to provide a central system for project management and analytics. It integrates with ERP systems and allows all departments to access project status and measures. Successful implementation requires planning, identifying stakeholders, governance, training, and testing. Tight integration with ERP provides advantages and analytics reveal large returns by improving project selection, costs, and timelines. EPPM drives status reporting, performance, and risk management to uncover portfolio value when aligned with business goals.
Agile software development is a group of software development methods in which requirements and solutions evolve through collaboration between self-organizing, cross-functional teams. It promotes adaptive planning, evolutionary development, early delivery, continuous improvement, and encourages rapid and flexible response to change.
The Agile development model is also a type of Incremental model. Software is developed in incremental, rapid cycles. This results in small incremental releases with each release building on previous functionality. Each release is thoroughly tested to ensure software quality is maintained. It is used for time critical applications.
Continuous improvement is everybody’s job!
The team at TOPP Tactical Intelligence is pleased to bring to you PRESTO Digital Enterprise, the easy-to-use business performance solution ensuring that innovation and the changes which come with it are given top priority on your digital transformation agenda
Intense competition and slow growth in mature markets have magnified uncertainty and put pressure on costs, just as regulators are escalating their demands. Research shows that CFOs and other senior finance executives believe that their function can play a key role but the ability to impact these challenges depends on levels of maturity and preparedness, which vary widely across companies and industries, as well by sub-functions. Here are the key findings from our research on how enterprises are driving transformation to achieve business impact.
Post-merger integration requires leadership from the top to define the new company's culture and roles. An integration manager can help coordinate integration efforts and ensure synergies are captured. When integrating IT systems, companies must find a balance between rapid and slow integration to minimize customer and employee disruption while realizing cost savings.
The Social Physics of Cloud-Native Transformation: Changing Organizational In...VMware Tanzu
SpringOne Platform
Session Title: The Social Physics of Cloud-Native Transformation: Changing Organizational Inertia
Speakers: Banu Parasuraman, Chief Technologist, Wipro and Rahul Shah, VP and Global Head of Consultative Sales, Partnerships and Solutions for Wipro Digital, Wipro Digital
Youtube: Coming Soon
1) Lean methodology focuses on systematically eliminating waste from organizations. It is being adopted by more industries beyond manufacturing as a way to reduce costs while maintaining quality and customer loyalty.
2) When starting a lean transformation, it is best to first conduct a proof-of-concept by applying lean principles to critical processes over 4-5 months. This allows organizations to see results and gain leadership buy-in before a larger rollout.
3) Common mistakes include focusing too much on training without practical expertise, or applying lean too broadly without clear targets, instead of targeting critical processes that impact key financial and customer metrics.
(Minimum) Enterprise Viable Product - a relookSriram Sabesan
Building a case and defining the characteristic of an Enterprise Viable Product. There is no minimum threshold - but a different value measure. It is not count of feature-set, but robustness and scale
The 7-step process outlined in the document provides a method for organizations to implement business architecture. The steps include:
1. Creating buy-in and understanding business objectives and culture.
2. Capturing existing business information and using a framework to classify and store it centrally.
3. Connecting different business units and functions by linking related information to improve alignment.
4. Enabling collaboration by making information accessible and usable for employees.
5. Coordinating processes, people and technology to better serve customers.
6. Leveraging the centralized information for governance, risk and compliance activities to reduce costs.
7. Using the business architecture to enable smarter decision making and compete
Este documento discute las características de un "verdadero hombre" según la Biblia. Define al hombre como líder de su familia y responsable por guiarlos espiritual y moralmente. También destaca que, aunque Dios creó al hombre para ser líder, el pecado ha distorsionado los roles de género, causando que los hombres abusen o renuncien a su liderazgo y las mujeres asuman roles de poder. El verdadero hombre guiará, protegerá y gobernará a su familia con amor, justicia y equidad.
1. The document provides instructions for using Windows boot commands to repair boot issues after installing a loader. It also provides tips for resolving genuine validation and activation errors by adjusting loader settings.
2. The document answers common questions about loader installation and activation errors. Suggested solutions include uninstalling other cracks, adjusting loader settings, and formatting drives in some cases.
3. The document notes limitations with activating Windows Server 2012 and 8 due to changes in activation systems. It provides commands for converting Windows Server 2012 to retail and warns that hacktivating Windows 8 is unsafe and not permanent.
This document discusses the need for businesses to build organizational agility in order to adapt quickly to changing market conditions. It argues that agile practices need to be implemented throughout an organization, not just within development teams, in order to achieve business agility. The document outlines different dimensions of agility including execution agility, portfolio agility, and business agility and how Rally can help organizations improve performance and scale agile practices across teams and departments.
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.
If you dont know where you are going any road will do visioning for implement...p6academy
This document outlines a methodology for defining requirements for an EPPM software implementation project in order to increase the likelihood of success. The methodology involves developing a vision statement, strategic objectives and goals through an executive visioning process. It then defines critical success factors, key performance indicators, and performance measures to align functional needs with strategic goals. Adopting a phased approach by prioritizing and rolling out limited functionality first is also recommended to introduce changes incrementally and reduce risk. The end result is a requirements document to guide the implementation project.
Dennis Stevens - Using Agile and Lean to Lead Business TransformationSFA
The Beam Team case study describes an organizational transformation at a $100 million retail service provider. The company was facing economic and regulatory challenges and had acquired another company. The assistant helped by getting development under control using Kanban, identifying high-value business capabilities, and facilitating the creation of a clear strategy and execution plan using A3 reports and a Kanban board. This approach helped achieve focus, deliver rapid results, and establish trust between business and technology to execute the strategy.
This document provides information on several quality tools that can be used across business domains and industries. It discusses 7 basic quality tools: flow charts, histograms, Pareto charts, cause-and-effect diagrams, scatter diagrams, control charts, and check sheets. For each tool, a brief explanation is given of what it is and how it can be used to analyze processes, identify problems, and derive solutions. Implementing these basic quality tools requires only a short training and can help organizations improve quality.
Blytheco’s Business Process Optimization is an effective tool for keeping your company’s technology in tune with your goals. The Business Process Optimization service allows us to understand your business, so that we may help you do your job better, faster, easier, and more effectively.
We can help you give your business system a “tune-up” and help you evolve as your goals and environment adapt to changing business realities by identifying inefficiencies in current processes and offering cost-effective options to maximize your technology investment.
This document provides an overview of the COBIT and ITIL frameworks for IT governance and service management. It describes the key components, terms, and alignment of each framework. COBIT focuses on IT processes and controls, while ITIL focuses on best practices for IT service management. The document discusses how the frameworks can be used together to guide IT governance and improve organizational processes and compliance.
M&A success: Using an integration playbook to make your deal workGrant Thornton LLP
The document discusses how using an integration playbook can help mergers and acquisitions succeed where often they fail. It notes that only about 50% of M&A deals achieve their financial goals. An integration playbook establishes a repeatable process for integrating acquisitions based on past lessons learned. It identifies key risks to address such as retaining employees, aligning cultures, and realizing synergies. Having an experienced leader execute the playbook with input from past deals can help mergers integrate functions smoothly and achieve their strategic objectives.
Made this for a final interview to head the PMO for a big retail transformation across the United States. I didn't get it, think I was #2 or final 3, but thought others might get some value out of it. Left my PMO slides in at the front. Just laying out some of the decisions and options for fodder for others.
7 Must-Have Value Stream Management Capabilities to Maximize ROITasktop
The transition from project to product in Enterprise IT has the potential to drastically improve market response. Product line leaders can shift resources and funds up to 90% faster than in a project model.1 But that agility and authority is wasted if inadequate data and analytics on end-to-end flow are impeding IT from accelerating business growth.
Join Tasktop Sr. Director of Product, Naomi Lurie, and Principal Value Stream Architect, Mara Puisite for a webinar demonstrating how your organization can maximize business ROI with Value Stream Management and Flow Metrics by:
Measuring the rate of value delivery across software products and services
Capturing actionable insights into the bottlenecks impeding business value delivery
Providing a unified executive view of software delivery productivity and its correlation to business results like growth
Making informed data-driven decisions about future investments in a product line
Primavera p6 r8 in a complex healthcare environment white paperp6academy
Primavera P6 EPPM can be implemented in complex healthcare environments to provide a central system for project management and analytics. It integrates with ERP systems and allows all departments to access project status and measures. Successful implementation requires planning, identifying stakeholders, governance, training, and testing. Tight integration with ERP provides advantages and analytics reveal large returns by improving project selection, costs, and timelines. EPPM drives status reporting, performance, and risk management to uncover portfolio value when aligned with business goals.
Agile software development is a group of software development methods in which requirements and solutions evolve through collaboration between self-organizing, cross-functional teams. It promotes adaptive planning, evolutionary development, early delivery, continuous improvement, and encourages rapid and flexible response to change.
The Agile development model is also a type of Incremental model. Software is developed in incremental, rapid cycles. This results in small incremental releases with each release building on previous functionality. Each release is thoroughly tested to ensure software quality is maintained. It is used for time critical applications.
Continuous improvement is everybody’s job!
The team at TOPP Tactical Intelligence is pleased to bring to you PRESTO Digital Enterprise, the easy-to-use business performance solution ensuring that innovation and the changes which come with it are given top priority on your digital transformation agenda
Intense competition and slow growth in mature markets have magnified uncertainty and put pressure on costs, just as regulators are escalating their demands. Research shows that CFOs and other senior finance executives believe that their function can play a key role but the ability to impact these challenges depends on levels of maturity and preparedness, which vary widely across companies and industries, as well by sub-functions. Here are the key findings from our research on how enterprises are driving transformation to achieve business impact.
Post-merger integration requires leadership from the top to define the new company's culture and roles. An integration manager can help coordinate integration efforts and ensure synergies are captured. When integrating IT systems, companies must find a balance between rapid and slow integration to minimize customer and employee disruption while realizing cost savings.
The Social Physics of Cloud-Native Transformation: Changing Organizational In...VMware Tanzu
SpringOne Platform
Session Title: The Social Physics of Cloud-Native Transformation: Changing Organizational Inertia
Speakers: Banu Parasuraman, Chief Technologist, Wipro and Rahul Shah, VP and Global Head of Consultative Sales, Partnerships and Solutions for Wipro Digital, Wipro Digital
Youtube: Coming Soon
1) Lean methodology focuses on systematically eliminating waste from organizations. It is being adopted by more industries beyond manufacturing as a way to reduce costs while maintaining quality and customer loyalty.
2) When starting a lean transformation, it is best to first conduct a proof-of-concept by applying lean principles to critical processes over 4-5 months. This allows organizations to see results and gain leadership buy-in before a larger rollout.
3) Common mistakes include focusing too much on training without practical expertise, or applying lean too broadly without clear targets, instead of targeting critical processes that impact key financial and customer metrics.
(Minimum) Enterprise Viable Product - a relookSriram Sabesan
Building a case and defining the characteristic of an Enterprise Viable Product. There is no minimum threshold - but a different value measure. It is not count of feature-set, but robustness and scale
The 7-step process outlined in the document provides a method for organizations to implement business architecture. The steps include:
1. Creating buy-in and understanding business objectives and culture.
2. Capturing existing business information and using a framework to classify and store it centrally.
3. Connecting different business units and functions by linking related information to improve alignment.
4. Enabling collaboration by making information accessible and usable for employees.
5. Coordinating processes, people and technology to better serve customers.
6. Leveraging the centralized information for governance, risk and compliance activities to reduce costs.
7. Using the business architecture to enable smarter decision making and compete
Este documento discute las características de un "verdadero hombre" según la Biblia. Define al hombre como líder de su familia y responsable por guiarlos espiritual y moralmente. También destaca que, aunque Dios creó al hombre para ser líder, el pecado ha distorsionado los roles de género, causando que los hombres abusen o renuncien a su liderazgo y las mujeres asuman roles de poder. El verdadero hombre guiará, protegerá y gobernará a su familia con amor, justicia y equidad.
1. The document provides instructions for using Windows boot commands to repair boot issues after installing a loader. It also provides tips for resolving genuine validation and activation errors by adjusting loader settings.
2. The document answers common questions about loader installation and activation errors. Suggested solutions include uninstalling other cracks, adjusting loader settings, and formatting drives in some cases.
3. The document notes limitations with activating Windows Server 2012 and 8 due to changes in activation systems. It provides commands for converting Windows Server 2012 to retail and warns that hacktivating Windows 8 is unsafe and not permanent.
Este documento proporciona una introducción al lenguaje de programación C. Explica que C se originó en los laboratorios Bell y fue creado para recodificar UNIX. Describe los tipos de datos, operadores, variables, funciones y estructuras básicas de un programa en C, incluidas las sentencias de control como if/else y bucles.
This document discusses a WS1200 product for use in condensate banked and fluid blocked wells. It notes the product can be used to clean out wells affected by condensate banking or fluid blocking through direct injection. The document also states the product is non-damaging and helps restore production from problematic wellbores.
El documento trata sobre los derechos de autor. Explica que los derechos de autor protegen las obras literarias, artísticas y científicas de sus creadores. Históricamente, las obras no tenían protección contra la copia no autorizada hasta que la imprenta facilitó la reproducción masiva, requiriendo así protecciones legales. Legalmente, el derecho de autor se basa en los derechos morales y patrimoniales del autor sobre su obra, mientras que el copyright se enfoca estrictamente en los derechos sobre la obra misma.
- The document is an investor presentation by Cambridge Technology Enterprises outlining their Q1FY17 performance and business plan.
- CTE helps organizations leverage big data, cloud computing, artificial intelligence and machine learning to realize business value. Their goal is to achieve $2 million in monthly revenue by March 2017.
- In Q1FY17, CTE saw 74% revenue growth and 129% EBITDA growth compared to the same period last year. Their business plan focuses on building partnerships, acquiring customers across target industries, and scaling operations through recruitment and training.
Respected Sir,
I, Shaju C.K., Diploma in Mech. Engineering, also having AWS-CWI, BGAS – CSWIP Grade 2 & ASNT- LVL II in RT,UT,PT & MPT, Professional executive with over 13 year’s work experience in Quality Control Management related to the Welding, Piping, Structural, Tanks/ Vessels & Painting with leading companies from upstream & downstream Industry in UAE / KSA / QATAR / IRAQ, India. Able to motivate personnel to high performance standards and excellence, I wish to apply for the suitable post related to my profile. I work now as freelance Inspection Engineer located in INDIA. I desire to work for your esteemed Organisation. I am extremely hardworking and sincere in any job I undertake. Kindly give me a chance to work and prosper in your organisation.
I am enclosing my resume for your kind consideration and perusal. I hope my candidature will be found suitable for your esteemed Organisation.
Waiting for a favourable response.
Thanking you
Kind Regards
Shaju Chittilappilly
+91 9167918074
How Do I Calculate Estimates for Budget Deliverables on Agile Projects this Y...DCG Software Value
This report discusses the tension between organizational need of budgetary data for planned Agile deliverables vs traditional project cost accounting.
The report is available for download here: http://ow.ly/XOpSc
To access more Trusted Advisor articles, visit: http://www.softwarevalue.com/insights/publications/#trustedadvisor
One in six projects is a ‘black swan’, or a project that if it goes badly it could threaten corporate financial stability. Now more than ever, companies must critically examine their project portfolio management processes for optimizing success. This strategy brief discusses how WGroup has helped numerous clients design, build, and manage the discipline of project portoflio management. Also shares the common pitfalls WGroup has seen in their experience.
How to Reach Peak Performance With the Product Management Organizational Heal...Aggregage
The degree of maturity of your product management organization can directly drive your ability to satisfy customers and become more profitable. Our Product Management Organizational Health Checklist and on-demand webinar can help.
Eoin Woods, CTO at Endava, provides insights into what we mean by agility and explores why successful Agile Transformation initiatives go beyond the development teams, in a whitepaper that discusses the six aspects of an organisation that need to evolve to achieve true agility.
The document discusses a new Lean methodology called "LACost" developed by LVSI to help organizations accelerate their continuous improvement initiatives. LACost uses operational data to provide real-time insights into costs, profitability, analytics and key performance indicators. It is designed to break down silos within organizations and provide a single source of truth for improvement efforts. The goal is to help organizations more quickly focus on the highest impact areas to improve profitability, growth, customer retention and morale.
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/sap-and-change-management/
As a “seasoned” Change Manager, I have been involved in many diverse projects focusing on managing the business aspect of technology implementations; e.g. ERP (SAP, Oracle, Microsoft Dynamics), Core Banking Systems, Business Intelligence, Case Working and Knowledge Management solutions, and the like.
To this day, I continue to be asked why is there a need to have involvement from a Change Manager, because a technology implementation “is what it is” and once implemented, the business should just be able to “get on and work with it.” But, it’s not quite as simple as that, because if you break down the impact of a technology implementation on a business, it would go something like this:
• It will change the way a business operates.
• Key stakeholders will want and need to be involved and communicated with.
• Processes will change.
• Organisation structures will change.
• The readiness of the business will need to be measured to ensure a smooth go-live.
• There will be a need to train and educate people in new ways of working.
• Business benefits as set out in the business case will need to be tracked.
• Once people gain competence with the new technology they should be encouraged to continuously improve ways of working into the future.
That sounds very simple, but actually it’s not, because all of these things involve people and they will need to have their expectations and perceptions managed.
Technology implementations aimed at making an organisation more efficient have become larger and more critical in recent years and now represent a major challenge for organisations. Despite improved technical functionality and reliability there are still project overruns, delays and sometimes downright failure. Research continues to show that between 30% and 70% of technology implementations either fail to meet their targeted benefits or stall and/or overrun. Problems are typically not related to the system or to technical issues surrounding the software but instead are often due to business related issues. One of the main reasons cited for this failure rate is that projects are usually managed from a technical perspective by Project Managers who are driven by milestones and deliverables but lack the necessary “soft skills” to deal effectively with the people side of change.
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The document discusses principles of program governance, focusing on delivering value to support growth while reducing costs. It emphasizes transitioning from operational effectiveness to strategy-focused management by placing operations as the foundation and installing strategy, objectives and metrics. Governance aims to close common gaps by managing resources and services through leadership and stewardship. Key aspects of governance include strategic alignment, execution excellence, financial accountability, operational innovation, and executing strategy through repeatable processes.
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The document provides best practices and recommendations for successfully championing an SAP business transformation program. It discusses key activities and deliverables needed in the planning, blueprint, and build phases of an implementation. In the planning phase, a solid business case, well-defined scope, and project charter are critical. The blueprint phase requires detailed business process documentation, fit-gap analysis, and sign-off from stakeholders. Finally, the build phase must ensure quality functional and technical designs are reviewed, data migration is on track, and comprehensive user acceptance testing scenarios are defined. Adhering to these practices can help ensure a transformation program meets its objectives.
The document discusses principles of program governance, which focuses on delivering products or services to support revenue growth while reducing costs. Effective program governance transitions organizations from solely focusing on operational effectiveness to also prioritizing strategy. This involves installing strategy, objectives and metrics to manage operations strategically. Drivers for governance include addressing perceived costs, integrating siloed business processes, and increasing visibility of costs and value. The role of governance is to provide strategic leadership, manage from a customer perspective, and reduce alignment, execution and innovation gaps between business units.
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One vital question often asked by executives dealing with an ever-changing market landscape is, “How should my company most effectively invest in in order to grow our revenue, capture market share, and increase profitability?"
To sustain long-term growth, companies must manage a number of projects at different stages of maturity. Many organizations struggle with capturing the voice of the customer, and translating that input into executable projects staffed with the right resources, while also ensuring adequate due diligence to make certain that projects align to corporate strategy and meet market expectations. Companies that more effectively manage this process position themselves for greater revenue realization, market share, and/or profitability.
Capital project portfolio management is all about making decisions about investment mix, matching investments to objectives and aligning them to strategy, allocating the right resources to the right projects, and balancing risk against performance.
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Industries across the globe are burgeoning. Stiff
competition has permeated every stratum among
enterprises. To sustain themselves in such an environment,
companies are seeking new and improved methods by which
they can revamp their business and also their existing
production processes. With the emphasis firmly resting on the requirement for
more robust processes, companies are transforming their
project plans drastically. Now, the buzz and objective is to
move on to a more adaptive process that ushers in change
and provides results. Moreover, businesses need a process
that offers enhanced flexibility which can alter the very
nature of the process itself.
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- Why risk, velocity, quality, and performance metrics help IT align with business outcome
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Goal-Driven
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According to Gartner, 70% of social implementations fail because they lack a business purpose. When it comes to harnessing the power of social software, a focus on business value is required. This whitepaper defines a strategic framework for gaining business value from social software. It outlines six successful rollout strategies. Each of the six approaches delivers different business results, and has a different level of risk. And most importantly, each has different requirements to succeed. To be successful with social software, you need to choose the rollout strategy that is best for your organization, and understand its requirements for success.
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SQL-with-measures has the power, conciseness and reusability of multidimensional languages but retains SQL semantics. Measure invocations can be expanded in place to simple, clear SQL.
To define the evaluation semantics for measures, we introduce context-sensitive expressions (a way to evaluate multidimensional expressions that is consistent with existing SQL semantics), a concept called evaluation context, and several operations for setting and modifying the evaluation context.
A talk at SIGMOD, June 9–15, 2024, Santiago, Chile
Authors: Julian Hyde (Google) and John Fremlin (Google)
https://doi.org/10.1145/3626246.3653374
How to write a program in any programming language
If I am going to scale agile to most of my organization, what do we need to do at the portfolio level?
1. If I am going to scale agile to most of my organization,
what do we need to do at the portfolio level?
June 2016
Scope of Report
In this report, we suggest some considerations for executives seeking to grow the number of agile teams in their
organization. At some point, changes are needed at the top. In particular, the portfolio management team needs
to reorganize the proposed software development work to allow it to be pulled by the programs and teams from a
portfolio backlog prioritized by economic value.
Definition
In “Agile Software Requirements,” Dean Leffingwell (a founder of the Scaled Agile Framework® or SAFe®
quotes Mikko Parkolla’s description of portfolio management:
Portfolio management is a top-level authority that makes long-term investment decisions on strategic
areas that affect the business performance of the company.
The main responsibility of portfolio management is to set the investment levels between business areas,
product lines, different products, and strategic portfolio investment themes; these are a collection of
related strategic initiatives.
Leffingwell goes on to list three sets of activities that should be under the control or influence of the organizations’
software portfolio management team:
Investment funding: Determining the allocation of the company’s scarce R&D resources to various
products and services.
Change management: Fact patterns change over time, and the business must react with new plans, budgets
and expectations.
Governance and oversight: Assuring that the programs remain on track and that they follow the
appropriate corporate rules, guidelines, and relevant standards.
As organizations start to establish Agile outside of a few isolated teams, introducing or refocusing a portfolio
management team will be a big part of the change. To stand any chance of success, using business value as the
driver for the improvement of software development, the leaders of the organization must first instil a culture of
lean software development.
Lean Software Development
The first step in establishing software value strategies is to learn about and commit to a philosophy of lean
software development. We do not have space to dive too deeply into the theory and history of lean manufacturing
and the evolution of lean software engineering in this report. Interested readers should refer first to “Implementing
lean software development” by Mary and Tom Poppendieck. Instead, we focus on some important ideas from