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#PPTK<br />PowerPoint Karaoke<br />

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Let’s Do This!<br />

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Driving Innovation<br />6.0 Be relevant<br />No.1 Obama Fundraiser<br />Listen to what is being said<br />Identify touchpoints (where are people already talking about you and what are they saying)<br />Be ready to react<br />Engage and add value to existing conversations<br />Sarah Palin - Obama campaign most successful fundraiser - $11 million raised in one day following Sarah Palin speech - Campaign reacted community via email. Giving the cynical speech as a reason the to donate money to ensure Palin could not succeed<br />3<br />

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Gartner Hype Cycle for Enterprise Architecture, 2010 <br />

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Did these entrepreneurs sell their soul?<br />

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Sometimes your passion goes against the grain.<br />

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Slide 4<br />WHERE TO START<br />Picket Fence<br />CRM<br />Mass Marketing<br />Number of Customers<br />Highest Value Customers<br />Customer Value<br />Source: Peppers & Rogers Group<br />

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You do not just measureyour heart beat<br />

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16<br />And a Little Bit About Respirators<br />Occupational Risk Pyramid for Pandemic Influenza<br />Respirators Recommended;<br />Consider higher level respirator (e.g., PAPR)<br />Respirators Recommended<br />Facemasks Recommended<br />Facemasks or Respirators Not Recommended<br />

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sometimes we fail<br />

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19<br />PRODUCTION CYCLE TIME<br />Time gap between the starting time to produce a completed item (or Batch, ready for dispatch) till the next item (or Batch ) is started. The total time is production cycle time.<br />CONTINUOUS IMPROVEMENT:<br />Continuous Improvement View of Losses of Deviations from Normal<br />

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Your TV Will Kill You<br />

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If the shelter had only ten clients…<br />7 White<br />1 Hispanic<br />1 Black<br />1 Native American<br />4 will work<br />6 will be unemployed<br />5 will stay 7 days or less<br />3 veterans<br />3 will have mental health issues<br />4 will have substance abuse issues<br />8 men<br />2 women<br />The Numbers<br />

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The Outcome?<br />

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Flickr photo by rosewithoutathorn84<br />And you’re branded a heretic.<br />

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What is social media?<br />

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Technosocial<br />Wormholes<br />

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Virtualised Farm ArchitectureVirtualisation Scalability<br />

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Your Chair Is Killing You<br />

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Yellow Hat Activity<br />In small groups of 3: <br />(Group Roles, Graphic Organisers)<br />What are the good points of being tall?<br />

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We have a problem<br />

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All you really need:<br />+<br />+<br />Flickr: Insanity TheoryKellyPuffs<br />

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Be who you are.<br />

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we are all <br />cyborgs<br />

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customer relationships<br />partners<br />product selection<br />selling stuff<br />on the Web<br />mass customer<br />Amazon.com<br />content management<br />distribution<br />Amazon S3<br />Web2.0 companies<br />Internet API<br />warehousing & distribution<br />product search<br />data services<br />A9 product search<br />e-commerce sites<br />Internet<br />Amazon.com data grid<br />selling stuff<br />IT infra<br />data storage fees<br />marketing<br />search engine revenues<br />

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Driving Innovation<br />10+ Culture <br />Social media central to the campaign - not a sideline<br />Agile approach to responding<br />Accepting some chaos <br />No room for command and control<br />Open and transparent<br />Set ground rules<br />46<br />

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Module 1: Introduction to Critical Thinking<br />1. What is Thinking? <br />3. What is <br />Critical Thinking? <br />2. Types of Thinking <br />7. Characteristics of<br /> a Critical Thinker <br />4. Critical Thinking <br />Standards<br />Introduction<br />6. Barriers to <br />Critical Thinking <br />5. Benefits of <br />Critical Thinking<br />

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Sitting Will Kill You<br />

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But so were these guys.<br />

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like electricityin your house!<br />

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A Challenge<br />Please write a One Sentence Definition of<br /> TEAM BUILDING.<br />

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200K<br />1998<br />300K<br />2001<br />500K<br />2002<br />??<br />2007<br />More & more IT projects are starting each year<br />

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Maybe you should embrace your heresy.<br />

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61<br />LOSS FUNCTION :<br />L(y) =K(y-m)2 = Taguchi Loss Function <br />Where,<br />y = the value of the quality characteristic for a particular item of product or service,<br />m = the nominal value for the quality characteristic, and <br />k = a constant, A/d2<br />A = the loss (cost) of exceeding specification limits (e.g., the cost to scrap a unit of output), and <br />d = the allowable tolerance from the nominal value that is used to determine specification limits. <br />

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Facial Expressions<br />Face is the index of Mind<br />The eyes, the lips and the muscles express many feelings<br />It can also be deceived by manipulation<br />

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Put your personality on stage<br />

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Mr. Average<br />

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Selling your soul is a good thing for your brand.<br />

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6 aspects of leading by example<br />Priorities<br />Urgency<br />problem solving<br />standards of performance<br />Ethics<br />Co-operation<br />

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People accept a leader’s influence because leaders have power<br />

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privacy on facebook<br />

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http://www.betterprojects.net/2007/05/introduction-to-stakeholder-management.html<br />

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The Cookie<br />

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1.7 Characteristics of a Critical Thinker <br />

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What gets your engine running?<br />

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prosthetics <br />and their <br />discontents<br />

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Normal Distribution Bonus Lecture<br />Now your template should look like this<br />Not to be used, posted, etc. without my expressed permission. B Heard<br />

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Figure 1.1 Triple Constraint of Project Management(Schwalbe, 2006, p8)<br />

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1 A4 to prepare<br />1 slideto communicate<br />1 A4to execute<br />

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Why Exercise?<br />

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Reality isn’t always fun<br />

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90<br />UCL<br />LCL<br />BPMS<br />Process Mission Statement<br /><ul><li>Assess your previous mission/goals

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Evaluate if your process boundaries have changed

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Adjust and make corrections </li></ul>A.<br />Purpose:<br />Importance:<br />Boundaries:<br />Process Goals:<br />Step 1: Create Process Mission<br />è<br />Process Management System<br /> Process Owner<br />Beginning Point End Point<br />Step 2:Document Process<br />è<br />B.<br /> C<br /> O<br /> P<br /> I<br />S<br /><ul><li>Assess current CTQs and if they reflect process

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Assess if any new CTQs or measures are needed

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Adjust and make corrections</li></ul>Key Process <br />Verbatim Issue Requirement<br />Step 3: Document Customer and Process Requirements<br />è<br />Operational Definitions<br />Data Owner<br />Definition<br />Unit<br />How Many<br />DPU<br /> ê<br />è èèèè<br />Step 4:Identify Output and Process Measures<br />Proc.<br />CTQ Rqmt Output Proc Input<br />è<br />C.<br />Process Management System<br /><ul><li>Develop should be process map

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Create a simple data collection plan</li></ul>è<br />Step 5: Build Process Management System<br />Step 6 Establish Data Collection Plan<br />Clarify Operational<br />Data Definitions<br />è<br />Validate <br />System<br />Data<br />Display<br /><ul><li>Assess if current dashboards are representative

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Collect Data and populate dashboards

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Assess performance against targets

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Adjust and make corrections</li></ul>Step 7: Process Performance Monitoring<br />D.<br />è<br />Step 8: Develop Dashboards with Spec Limits and Targets<br />è<br /><ul><li>Develop actions to address variation</li></ul>Step 9: Identify Improvement Opportunities<br />Trend <br />Chart<br />Problem <br />Pareto<br />E.<br />è<br />Root <br />Cause<br />Corrective <br />Actions<br />

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92<br />

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strong & valuable approach, but limited view<br />

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Can you draw these?<br />

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Have you ever heard anyone say, "His actions spoke so loudly I couldn't hear what he said?"<br />

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A map is handy to communicate(=Strategy map)how you plan to get(=Strategy)from where you are(=Mission)to where you want to be(=Vision)<br />

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“<br />To find something comparable, you have to go back<br />500 years to the printing press, the birth of mass media – which, incidentally, is what really destroyed the old world of kings and aristocracies. Technology is shifting power away from the editors, the publishers, the establishment, the media elite. Now it’s the people who are taking <br /> control.”<br />– Rupert Murdoch<br />

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5 attributes<br />1<br />2<br />most important attribute<br />second most important<br />…<br />…<br />3<br />4<br />-<br />-<br />

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Figure 1.1 Project Life Cycle (Gray & Larson, 2006, p6)<br />

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FORTUNES UP AGAIN<br />FORTUNES UP<br />They left their brand<br />FORTUNES DOWN<br />They created their brand<br />They returned to their Brand<br />

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Quality<br />The QuadrupleConstraint<br />Time<br />Scope<br />Cost<br />Warning: Quality has many definitions<br />

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Why?<br />

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In this photo released by the official Xinhua news agency, members of China's armed police demonstrate a rapid deployment during an anti-terrorist drill held in Jinan, east China, on Wednesday July 2, 2008, roughly one month ahead of the Beijing Olympic Games.<br />

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Most Valuable Customers: Retain<br />‘Below Zero’ Customers:<br /> Dismiss, or?<br />Most Growable Customers: Grow<br />Marginal customers: Business as usual?<br />Slide 2<br />DIFFERENT CUSTOMERS BY VALUE<br />Service costs<br />Source: Peppers & Rogers Group<br />Customer value segments<br />Actual value<br />Strategic value (potential share of customer)<br />

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The Thoracic Cage<br />The thoracic cage consists of the thoracic vertebrae,sternum, and ribs. It forms a more or less conical enclosure for the lungs and heart and provides attachment for the pectoral girdle and upper limb. It has a broad base and a somewhat narrower superior apex; it is rhythmically expanded by the respiratory muscles to create a vacuum that draws air into the lungs.<br />

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9. execute the plan-> manage implementation & change<br />

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management<br />

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Figure 10.1 Network of stakeholders(Gray & Larson, 2006, p314)<br />

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You Car Will Kill You<br />

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draw a value proposition<br />5 - high<br />3 - medium<br />bank’s performance<br />1 - low<br />attribute 2<br />attribute 3<br />attribute 1<br />attribute 5<br />attribute 4<br />[Kim & Mauborgne (2002) Charting Your Company's Future]<br />

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131<br />% Trained<br />No. Trained against no. identified for training in a chosen subject<br />Better Throughput<br />Establishing a Performance Standard<br />A performance standard translates customer needs into quantified requirements for our product or process<br />Product/ProcessCharacteristic<br />Measure<br />Customer<br />Need<br />CTQ<br />Target<br />95 %<br />Specification/ToleranceLimit(s)<br />90%<br />Defect Definition<br />Below 90%<br />

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Customer satisfaction<br />

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insert<br />:-)<br />¥€$<br />Acquiring knowledge<br />Learningperspective<br />Summarizing knowledge<br />Processperspective<br />Customer satisfaction<br />Customerperspective<br />Profitable growth<br />Financialperspective<br />

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The “Products”<br />Flickr: tfynsoldierantdrikidgray_xplane<br />

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Beijing 2008<br />

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Unclear use of colors<br />

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Facebook’s international age distribution<br />Source: Facebook internal data, September 2007<br />

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Chinese police parade during an anti-terrorism drill for the 2008 Beijing Olympic Games in Xian, in China's Shaanxi province on June 11, 2008. China is staging a week of anti-terrorism drills, dubbed "Great Wall 5", ahead of the Beijing Olympics next month.<br />

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Too many colors<br />

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5. chose suitable design-> decide<br />

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Banana<br />

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151<br />Probability of Success<br />Low<br />Med<br />Hi<br />Project Prioritization Matrix<br />The desirability of a project increases as you move from the lower right to the upper left, and as the circle gets larger<br />Increasing Desirability<br />Hi<br />IMPACT<br />Med<br />Low<br />Low Med Hi EFFORT<br />

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Which ones are most important for projects?<br />Technical skills<br />People Skills<br />Budgeting, Scheduling, Documenting<br />Leading, Motivating, Listening, Empathising<br />

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Ultimately all causal paths lead to financial measures<br />Financial perspective<br />Customer perspective<br />Process perspective<br />Learning perspective<br />