#PPTK

PowerPoint Karaoke

Let’s Do This!

3

Driving Innovation

6.0 Be relevant• Listen to what is being said

• Identify touchpoints (where are people already talking about you and what are they saying)

• Be ready to react

• Engage and add value to existing conversations

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

No.1 Obama Fundraiser

Gartner Hype Cycle for Enterprise Architecture, 2010

Did these entrepreneurs sell their soul?

Sometimes your passion goes against the grain.

EVOLVING CUSTOMER SEGMENTATION

The PRISM Organization

Nu

mb

er

of

Cu

sto

mers

Customer Value

CRM

Picket Fence

Mass Marketing

Highest Value Customers

WHERE TO START

Slide 4

Source: Peppers & Rogers Group

You do not just measure your heart beat

16

And a Little Bit About Respirators

Facemasks or Respirators Not Recommended

Occupational Risk Pyramid for Pandemic Influenza

Facemasks Recommended

Respirators Recommended

Respirators Recommended;Consider higher level respirator (e.g., PAPR)

sometimes we fail

19

PRODUCTION CYCLE TIME 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.

CONTINUOUS IMPROVEMENT:

Continuous Improvement View of Losses of Deviations from Normal

Your TV Will Kill You

The Numbers

If the shelter had only ten clients…7 White1 Hispanic1 Black1 Native American

8 men2 women

4 will work6 will be unemployed

3 will have mental health issues4 will have substance abuse issues

3 veterans

5 will stay 7 days or less

The Outcome?

Flickr photo by rosewithoutathorn84

And you’re branded a heretic.

What is social media?

TechnosocialWormholes

Virtualised Farm ArchitectureVirtualisation Scalability

Your Chair Is Killing You

Yellow Hat Activity

In small groups of 3: (Group Roles, Graphic Organisers)

What are the good points of being tall?

We have a problem

All you really need:

+ +

Flickr: Insanity Theory KellyPuffs

Be who you are.

we are all cyborgs

selling stuffon the Web

IT infra

customer relationships

mass customer

data services

Amazon.com data grid

partners

selling stuff

Amazon S3

Amazon.com

Internet APIWeb2.0

companieswarehousing & distribution

distribution

content management

product selection

A9 product search

data storage fees

product search

search engine revenues

e-commerce sites

Internet

marketing

46

Driving Innovation

10+ Culture • Social media central to the

campaign - not a sideline

• Agile approach to responding

• Accepting some chaos

• No room for command and control

• Open and transparent

• Set ground rules

Module 1: Introduction to Critical Thinking

1. What is Thinking?

6. Barriers to Critical Thinking

2. Types of Thinking

4. Critical Thinking Standards

5. Benefits of Critical Thinking

7. Characteristics of a Critical Thinker

3. What is Critical Thinking?

Sitting Will Kill You

But so were these guys.

like electricity in your house!

A Challenge

Please write a One Sentence Definition of

TEAM BUILDING.

More & more IT projects are starting each year

500K

300K

200K1998

2001

2002

??2007

Maybe you should embrace your heresy.

61

L(y) =K(y-m)2 = Taguchi Loss Function

Where, y = the value of the quality characteristic for a particular item of product or service,

m = the nominal value for the quality characteristic, and

k = a constant, A/d2

A = the loss (cost) of exceeding specification limits (e.g., the cost to scrap a unit of output), and

d = the allowable tolerance from the nominal value that is used to determine specification limits.

LOSS FUNCTION :

Facial Expressions

• Face is the index of Mind

• The eyes, the lips and the muscles express many feelings

• It can also be deceived by manipulation

Put your personality on stage

Mr. Average

Selling your soul is a good thing for your brand.

6 aspects of leading by example1. Priorities2. Urgency

3. problem solving4. standards of performance

5. Ethics6. Co-operation

People accept a leader’s influence because leaders have power

privacy on facebook

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

The Cookie

1.7 Characteristics of a Critical Thinker Critical Thinkers Uncritical Thinkers

Have a passionate drive for clarity, precision, accuracy, relevance, consistency, logicalness, completeness, and fairness.

Often think in ways that are unclear, imprecise, inaccurate, etc.

Are sensitive to ways in which critical thinking can be skewed by egocentrism, sociocentrism, wishful thinking, etc.

Often fall prey to egocentrism, sociocentrism, wishful thinking, etc.

Are intellectually honest with themselves, acknowledging what they don’t know and recognizing their limitations.

Pretend they know more than they do and ignore their limitations.

Listen open-mindedly to opposing points of view and welcome criticisms of beliefs and assumptions.

Are close-minded and resist criticisms of beliefs and assumptions.

Base their beliefs on facts and evidence rather than on personal preference or self-interest.

Often base their beliefs on mere personal preference or self interest.

Are aware of the biases and preconceptions that shape the way they perceive the world.

Lack awareness of their own biases and preconceptions.

Think independently and are not afraid to disagree with group opinion.

Tend to engage in ‘group think’, uncritically following the beliefs and values of the crowd.

Are able to get to the heart of an issue or problem, without being distracted by details.

Are easily distracted and lack the ability to zero in on the essence of a problem or issue.

Have the intellectual courage to face and assess fairly ideas that challenge even their most basic beliefs.

Fear and resist ideas that challenge their basic beliefs.

Love truth and curious about a wide range of issues. Are often relatively indifferent to truth and lack of curiosity.

Have the intellectual perseverance to pursue insights or truths, despite obstacles or difficulties.

Tend to preserve when they encounter intellectual obstacles or difficulties.

What gets your engine running?

prosthetics and their discontents

Normal Distribution Bonus Lecture

Not to be used, posted, etc. without my expressed permission. B Heard

Now your template should look like this

Figure 1.1 Triple Constraint of Project Management(Schwalbe, 2006, p8)

1 A4 to prepare

1 slideto communicate

1 A4to execute

Why Exercise?

Reality isn’t always fun

90

Step 1: Create Process Mission

C O P I

Process Mission Statement

Key Process Verbatim Issue Requirement

è è è è è

Purpose:

Importance:

Boundaries:

Process Goals:

Process OwnerBeginning Point End Point

S

Proc.CTQ Rqmt Output Proc Input

Operational DefinitionsData OwnerDefinitionUnitHow ManyDPU ê

Process Management System

Clarify OperationalData Definitions

Validate System

DataDisplay

0

1

2

3

4

5

6

7

8

9

10

Ja

n

Feb

Mar

Apr

May

Ju

n

Ju

l

Aug

Sep

Oct

Nov

Dec

0 5 10 15

JanMa

rMa

yJul

SepNo

v

0 5 10 15

Jan

Mar

May

Jul

Sep

Nov

$0

$200

$400

$600

$800

$1,000

$1,200

$1,400

$1,600

Jan

Feb

Mar

Apr

May Jun Ju

lAu

gSe

p Oct

Nov

Dec

0

510

1520

25

Jan

Feb

Mar

Apr

May Ju

n Jul

Aug

Sep

Oct

Nov

Dec

0

10

20

30

40

50

60

70

80

3-A

pr

17-A

pr

1-M

ay

15-M

ay

29-M

ay

12-J

un

26-J

un

10-J

ul

24-J

ul

21-A

ug

4-S

ep

18-S

ep

UCL

LCL

Step 3: Document Customer and Process Requirements

Step 2:Document Process

Step 4:Identify Output and Process Measures

Step 5: Build Process Management System

Step 6 Establish Data Collection Plan

Step 7: Process Performance Monitoring

Step 8: Develop Dashboards with Spec Limits and Targets

Step 9: Identify Improvement Opportunities

Process Management System

Trend Chart

Problem Pareto

Root Cause

Corrective Actions

è

è

è

è

è

è

è

è

è

•Assess your previous mission/goals•Evaluate if your process boundaries have changed•Adjust and make corrections

•Assess current CTQs and if they reflect process•Assess if any new CTQs or measures are needed•Adjust and make corrections

A.

•Assess if current dashboards are representative•Collect Data and populate dashboards•Assess performance against targets•Adjust and make corrections

B.

D.

E.•Develop actions to address variation

C. •Develop should be process map•Create a simple data collection plan

BPMS

92

strong & valuable approach, but limited view

Can you draw these?

Have you ever heard anyone say, "His actions spoke so loudly I couldn't

hear what he said?"

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)

To find something comparable, you have to go back500 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

control.”

“– Rupert Murdoch

1

2

3

4

-

-

1. most important attribute2. second most important3. …4. …

5 attributes

Figure 1.1 Project Life Cycle (Gray & Larson, 2006, p6)

FO

RT

UN

ES

UP

FO

RT

UN

ES

UP

AG

AIN

FO

RT

UN

ES

DO

WN

They created their brand

They left their brand

They returned to their Brand

QualityQuality

The Quadruple Constraint

Warning: Quality has many definitionsWarning: Quality has many definitions

TimeTime

ScopeScope CostCost

Why?

114

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.

EVOLVING CUSTOMER SEGMENTATION

The PRISM Organization

Customer value segments

Most Valuable Customers: Retain

Most Growable Customers: Grow

Marginal customers: Business as usual?

Service costs

Actual value

Strategic value (potential share of customer)

‘Below Zero’ Customers:

Dismiss, or?

DIFFERENT CUSTOMERS BY VALUE

Slide 2

Source: Peppers & Rogers Group

The Thoracic Cage

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.

9. execute the plan-> manage implementation & change

management

Figure 10.1 Network of stakeholders(Gray & Larson, 2006, p314)

You Car Will Kill You

attribute

1

attribute

2

attribute

3

attribute

5

1 - low

5 - high

3 - medium

bank’

s perf

orm

ance

[Kim & Mauborgne (2002) Charting Your Company's Future]

draw a value proposition

attribute

4

131

Establishing a Performance Standard

• A performance standard translates customer needs into quantified requirements for our product or process

Better Throughput

% Trained

CustomerNeed

CTQ

Product/Process

Characteristic

Measure

Specification/ToleranceLimit(s)

Target 95 %

90%

No. Trained against no. identified for training in a

chosen subject

Defect Definition Below 90%

Customer satisfaction

insert

¥€$

:-)

Learningperspective

Processperspective

Customerperspective

Financialperspective

Acquiring knowledge

Summarizing knowledge

Customer satisfaction

Profitable growth

The “Products”

Flickr: tfyn soldierant driki dgray_xplane

Beijing 2008

Unclear use of colors

141Entire contents © 2007  Forrester Research, Inc. All rights reserved.

Facebook’s international age distribution

Source: Facebook internal data, September 2007

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.

Too many colors

5. chose suitable design-> decide

150

BananaBanana

151

Project Prioritization Matrix

The desirability of a project increases as you move from the lower right to the upper left, and as the circle gets larger

Low Med Hi EFFORT

Low

Med

Hi

IMPA

CT

Low

Med

Hi

Probability of SuccessIncreasing

Desirability

Which ones are most important for projects?

Technical skills People Skills

Budgeting, Scheduling, Documenting

Leading, Motivating, Listening, Empathising

Ultimately all causal paths lead to financial measures

Financial perspective

Customer perspective

Process perspective

Learning perspective

AreaProject name

Estimated workload

Value Proposition

Project V110 man/days

Project V2120 man/days

Distribution Channels

Project C138 man/days

…