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Displaying 71 - 80 of 2089 resources matching your criteria.

Essential Skills for Digital Business Leaders

A successful digital business initiative relies upon adopting agile principles, an enduring focus on improving customer experience and executing programs with a business process based view with enabling digital information technology. Measuring what matters to customers and challenging the current operating model of the business are two important characteristics of digitally mature organizations. Join Gregg Rock and our leading digital business experts as they discuss the critical skills needed in your digital transformation initiatives:

Introduction to Digital Business
- by Andrew Spanyi
Design Thinking Applied
- by Clay Richardson
Robotic Process Automation
- by Cornelius Pone
Digital Customer Experience
- by Andrew Spanyi

The Pace Setting Business Architect: Lessons From the Field

Contributed by:

Dean Heltemes, Senior Director, Ameriprise Financial

You don't need me to tell you that the pace of disruption and change in business is already immense and is accelerating. The Wall Street Journal several years ago published an interesting comparison of how long it takes for a new product to reach 50 million users. Updates to this have been popping up all over social media recently that demonstrate the acceleration:

How to Be Agile in a Non Agile Organization (Part 2): Aligning Agile projects to corporate reporting structures

Contributed by:

Jamie Cooke, Managing Director, Both Hemispheres, LLC

This is the second in a series of articles that will give you strategies for aligning your Agile work to your organizational structures. The first article focused on delivering Agile projects within existing Project, Process and Quality Management frameworks. In this article, the focus is on delivering Agile projects within the existing corporate reporting structures of your organization.

Agile approaches provide a number of mechanisms for tracking progress, including formal reports (e.g. executive dashboards), status update tools (e.g. WIP boards and product backlogs), and ongoing communication with stakeholders.

The ideal Agile reporting environment would leverage these tools without asking staff to do extra (often redundant) work to meet corporate reporting requirements. Specifically, this would involve using:

Business Process Modeling in Higher Education Institutions

Contributed by:

Kevin Nelson, Editor-in-chief, EliteEssayWriters

Embrace business process modeling!

All higher education establishments, from small colleges to large campus institutions, are involved in some complex processes to deliver effective teaching and learning. It is usually plain to see that there is room for improvement for the methods used. The issue now becomes, how do they tackle the problems and what do they tackle first? The implementation of new systems then becomes imperative since it’s usually a drive for considering how to carry out the business process.

Business process modeling is the graphical representation of a company, in this case, higher education institutions, as a means to identify potential improvements. They can achieve this through different graphics methods such as data flow diagrams or the use of flowcharts among other types. 25% of organizations worldwide are conducting training in business management systems, so quite a number of institutions are getting onboard.

Big Data: A Lure For Businesses Today

Contributed by:

Grace Carter, Editor, ViaWriting

Businesses from across the globe - both large enterprises and small and medium businesses - want to improve their operations and advance. This is where technology is crucial. Data science and analytics is changing the way we do marketing and has given us many new opportunities for profit, growth and so on.

Big data analytics is enabling enterprises to do many tasks in real time and with ease. This rapid digitalization has given companies many new opportunities and choices.

Global revenues in big data and business analytics has increased from $130 billion to more than $203 billion in the future.

Big data science and analytics include statistics, math and many other mechanisms which enable companies to analyze data and get valuable information from it. The amount of data is increasing with each day.

7 Agile Concepts You Can Apply Successfully to IT Areas Other Than Software Development

Contributed by:

Joanne Carswell, Faculty Member, BPMInstitute.org, Agile SME

Agile is an iterative form of software development. Through its rituals and ceremonies, it provides a quicker way to deliver value to the actual customer of the software. Through its focus on prioritization, agile insists that the work most important to the customer be completed first. Through its dedication to team empowerment, agile pushes the “how” to the team level where the team takes ownership of delivery and quality. As agile has proven its value in the software engineering field, it also has many concepts that can prove beneficial to other IT areas. Listed below are some of those concepts and examples of how they might be implemented.

How to Write a Business Process Management Project Charter

Contributed by:

Kevin Nelson, Editor-in-chief, EliteEssayWriters

When a business standardizes one of its processes, it is justified, financed and sustained within the boundaries of a business process management project charter. Therefore, a project charter defines the issue to be resolved, the scope and the goals of the undertaking and the roles and responsibilities of the parties involved. It is a contract between the management and the team that will implement the change.

In light of the above, this article will highlight how to write a business process management project charter.

To start with, there is no single way to write a project charter. The length and format are purely in the prerogative of the writer. However, if you want it to be read, write a brief one. The ideal project charter should be 2 pages maximum; if you really have to exceed this, then 5 page is your final limit.

Agile HR: Highly Skilled vs. The Team Player

Contributed by:

Robert Woods, Director, National Agile Practice, MATRIX Resources

I worked with an Agile Coach who used to be a development manager and was famous for telling people he could expect a 5-10% attrition of his employees when Agile was getting introduced. It begs the question of why in the world an organization would be willing to undergo such a disruptive change in how they work, knowing that such a large portion of their current staff will consider leaving because of it?

For many organizations, the answer became self-apparent. They have recognized the need to be faster, more adaptive in their market. They became self-aware in knowing that, without such a change, they would quickly become an afterthought.

So, the need for change is apparent but how does an organization deal with the inherent personnel issues that could come with adopting an Agile culture? By not taking this part of the change into serious consideration, you could be inadvertently undermining your entire transition into an Agile organization!

An Initial State Process to Accelerate Innovation

Contributed by:

David Hamme, Managing Director, Ephesus Consulting

When analyzing a function for improvement, it is common practice to document the existing operations into what is widely known as a current state. This current state operational view serves as a baseline for improvements. It identifies the inputs, work steps, and outputs (and often a lot more). It serves to ground the team and provide a starting point for designing a future state. In contrast, future states are the destination. They are the sum total of the improvements to the current state to get to a new more effective and efficient operational state. Generally current state and future state views are documented as process maps or flows. Both the current state and the future state are powerful steps for improvement teams to understand where they are today and where they are going in the future.

How to Lead When Building a Business Capability Model

Contributed by:

Dr. Andrew Guitarte, PMP, CBAP, PMI-ACP, CIP, Enterprise Business Architect, Wells Fargo & Company

If you are leading your organization’s business capability model (BCM) development, here are some guidelines that you can follow. First, agree on a definition of a business capability. It’s important that the team nails this down upfront. The distinguished architect Ulrich Homann, while working for Microsoft as a solutions architect in 2006 defined business capability as “a particular ability or capacity that a business may possess or exchange to achieve a specific purpose or outcome.” He was deep in SOA research and some of his work should be taken with a grain of salt in relation to business architecture. In hindsight, there will be ways to improve this definition but this seems to work for most organizations. The bigger challenge lies in distinguishing a business capability from a business function, for example. Or from a service domain, especially those familiar with the Banking Industry Architecture Network (BIAN) Service Landscape.