Search results “Managing cross functional projects”
Cross-Functional teams
Cross Functional Teams in Project Management Imagine a strategic plan by the CEO of a car manufacturer to come up with an answer to a new product introduced by his competitor. The competitor has built a new car that runs on electric batteries. The CEO starts this endeavor by meeting with the engineers to come up with a prototype for his new car. Months go by until the prototype is created. After the engineering department is done with its part, the finance department has to estimate what the costs would be involved in such a project. Raw materials, labor and other costs are estimated and more time passes by. The finance department then hands off the data to the marketing department which does a competitive analysis. Department after department does their part as this initiative takes months to research, analyze and bring online. In fact it takes so long that by the time the company is ready to build this car on its assembly line the market trend has changed and now cars that run on solar power are the new trend. The project is cancelled. What's an alternative to this sequential approach? How to Manage Cross Functional Teams? I'm Nathan Ellison (please view my website www.nathanellison.com ). And today I will be discussing cross-functional teams and why they are a better approach than the scenario I just described. Let's imagine a different scenario. In this approach the CEO assembles a cross-functional team and becomes a sponsor for his appointed project manager. He charters a team formed with representatives of the engineering, finance, marketing and any other specialty needed for this product launch. From day one members of this team are collaborating. What is the best practice in Creating Cross Functional Teams or Keys to Effective Cross Functional Teams? The CEO is feeling awfully good about his new approach. There are a number of advantages with a cross-functional team. The primary advantage is speed. Rather than the initiative getting stuck in a department until it's ready to move on to the next department, all technical experts are exposed to the challenge at the same time bringing the breadth of skills and experiences from such a diverse group. The team members are no longer restricted to brainstorming within their own departments but can now have their ideas evaluated by technical experts in other disciplines. For example, engineers are made aware of customer preferences by the marketing and sales department. The Marketing and sales department are learning about costs and product variations from the engineers and financial analysts on the team. The CEO and project manager soon learn that cross-functional teams do not come without their drawbacks though. One of the challenges of cross-functional teams is that because these teams are constructed of such diverse specialties any poor interpersonal skills are amplified. Suddenly, members of these groups are required to figure out solutions with their colleagues who have completely different specializations, different ranks and perspectives? One solution to these issues might be in how work is rewarded. Instead of giving awards and incentives to staff for individual performance as is the case at many organizations, organizations would benefit from rewarding team members for sharing information and collaborating. As a project manager, try to persuade your sponsor to consider rewarding team members for being good team players. Another solution might be to set ground rules: Ground rules could be about: How team meetings should be conducted. For example, how often and on what days are meetings conducted? Would meetings be daily scrum meetings which are more common in Agile methodologies or would they be more traditional with action items and meeting minutes? The CEO and project manager also find out from the functional managers that another challenge with cross-functional teams is that team members have competing responsibilities. What are the Challenges with Cross Functional Teams? These team members are reluctant to participate on the team because they still have deadlines and responsibilities to their functional departments. As a project manager you need to negotiate with functional managers to reserve time slots for work that their staff needs to accomplish for the cross-functional team. Remember in every team interaction there are challenges to overcome and cross functional teams are no different. However for many projects, the benefits of cross functional teams out way the obstacles. I hope you've enjoyed my webcast on cross-functional teams. If you'd like to see my other webcasts you can visit me on my website: www.Nathanellison.com Thank you. Sincerely, Nathan Ellison
Views: 7684 nkenyc
What is CROSS-FUNCTIONAL TEAM? What does CROSS-FUNCTIONAL TEAM mean? CROSS-FUNCTIONAL TEAM meaning - CROSS-FUNCTIONAL TEAM definition - CROSS-FUNCTIONAL TEAM explanation. Source: Wikipedia.org article, adapted under https://creativecommons.org/licenses/by-sa/3.0/ license. SUBSCRIBE to our Google Earth flights channel - https://www.youtube.com/channel/UC6UuCPh7GrXznZi0Hz2YQnQ A cross-functional team is a group of people with different functional expertise working toward a common goal. It may include people from finance, marketing, operations, and human resources departments. Typically, it includes employees from all levels of an organization. Members may also come from outside an organization (in particular, from suppliers, key customers, or consultants). Cross-functional teams often function as self-directed teams assigned to a specific task which calls for the input and expertise of numerous departments. Assigning a task to a team composed of multi-disciplinary individuals increases the level of creativity and out of the box thinking. Each member offers an alternative perspective to the problem and potential solution to the task. In business today, innovation is a leading competitive advantage and cross-functional teams promote innovation through a creative collaboration process. Members of a cross-functional team must be well versed in multi-tasking as they are simultaneously responsible for their cross-functional team duties as well as their normal day-to-day work tasks. Some researchers have viewed cross-functional interactions as cooperative or competitive in nature, while others have argued that organization’s functional areas are often forced to compete and cooperate simultaneously with one another (“coopetition”) and it is critical to understand how these complex relationships interplay and affect firm performance. Decision making within a team may depend on consensus, but often is led by a manager/coach/team leader. Leadership can be a significant challenge with cross-functional teams. Leaders are charged with the task of directing team members of various disciplines. They must transform different variations of input into one cohesive final output. Cross-functional teams can be likened to the board of directors of a company. A group of individuals of various backgrounds and disciplines are assembled to collaborate in an efficient manner in order to better the organization or solve a problem. Some organizations are built around cross-functional workflows by having reporting lines to multiple managers. This type of management is called matrix management, and such organizations are often called matrix organizations.
Views: 2872 The Audiopedia
Cross-Functional Teams
Three Stanford MBA students share how to communicate successfully in cross-functional teams. This is a capstone project for the Strategic Communication course at Stanford Graduate School of Business. This video serves to help others develop their own communication skills. Alfredo Stockder (MBA '13) shares why cross-functional teams work better: - Diversity - Innovation - Productivity - Company agreement Eng Seng Ng (MS M&E '13) explains why cross-functional teams fail: - Familiarity - Aims - Isolation - Language Amber McCoy (MBA '13) on the building blocks of excellence for cross-functional communication and leadership: - Tell a compelling story - Communicate simply and clearly - Meet frequently to share ideas
How to Manage Cross Functional Teams
Total Quality Consulting brings you "How to Manage Cross Functional Teams." Total Quality Consulting is a fictional corporation. This is part of Professor Sharek's MAN 336 Workshop Project (Spring 2013) and is not meant for reproduction.
Views: 4258 TQConsulting
The Cross Functional Conundrum
Gaynor tells the story of a customer who uses cross functional teams to get an early release of the project
Views: 2362 ValueDrivenSoftware
Why cross-functional teams are critical for successful projects
Getting everyone from each department in the room might be a challenging task, but it's key to ensuring a successful digital project. Watch as Skot Carruth from Philosophie and Chris Stauffer from Stauffer talk about the importance of cross-functional teams in all digital projects.
Views: 1989 Oshyn
Managing cross-team dependencies
For more info go to www.hansoft.com/expertblog/manage-cross-team-dependencies/
Views: 865 Hansoft
Best Practice in Creating Cross-Functional Teams
In an ever increasing field of changes in business operating environments, agile organizations depend on speedy responses to market opportunities. Industry leaders appearing invincible five years ago are now struggling to recreate and reframe their organizations just to keep their head above waters, that is, if it is not too late to stage a rebound. So how do organizations redesign their businesses to come up with timely services and products? Donna Howes shares a comparable experience in a supply chain organization which chose to form cross-functional teams to: increase speed in responding to the market, deal with more complex issues, build an organization-wide common focus on the customer and facilitate organizational learning. She elaborates on some of the 10 factors that build the success of cross-functional teams and adds the importance of synergy and collaborative decision-making.
Views: 5503 BCODN
Managing Cross-Functional Teams
Fresh back from a promising interview The Unemployed Gourmet lets off steam, makes a new friend, and puts an interesting spin on corn dogs, all while educating you on Managing Cross-Functional Teams.
Views: 2648 UnemployedGourmet
Self-Organizing Teams
See the full course: https://goo.gl/669UYb Follow along with the course eBook: https://goo.gl/5mBT7g Self-organization is one of the major themes within complex systems and a pervasive phenomenon in our world, complex organizations like schools of fish, ant colonies, and car traffic manage to organize themselves into emergent patterns without any form of global coordination. In this video we will look at how self-organization applies to organization design and business management. Produced by: http://complexitylabs.io Twitter: https://goo.gl/ZXCzK7 Facebook: https://goo.gl/P7EadV LinkedIn: https://goo.gl/3v1vwF
Views: 1657 Complexity Labs
The Role of the Project Manager
Find out what makes great project managers and exceptional team players in this PM video. Try our award-winning PM software for free: https://www.projectmanager.com/?utm_source=youtube.com&utm_medium=social&utm_campaign=TheRoleoftheProjectManager This video covers: - Best practices - Training - Conferences - Project management software - Project management templates - Common errors project managers make and more! For more PM training and tips visit: https://projectmanager.com/resources/?utm_source=youtube.com&utm_medium=social&utm_campaign=TheRoleoftheProjectManager
Alignment in Cross Functional Teams
VP Operations at BP talks to Mission Excellence about the challenges facing cross functional project teams.
Views: 849 Mission Excellence
What’s Needed for Cross-Functional Teams to Succeed
For cross-functional teams to succeed, teammates must shift from a “function-centric” mindset to an “enterprise-centric” mindset. Here’s how to facilitate this type of conversation in your next cross-functional team meeting.
Views: 177 VerusGlobal
Aligning Cross-Functional Teams with GTD®
How can teams be more aligned? Kevin Eyres, Managing Director at LinkedIn Europe, shares how GTD has made a difference in the alignment of their teams, for greater collaboration and productivity. Learn more about GTD® at www.gettingthingsdone.com
Views: 331 gtd
Anat Lechner - Cross Functional Teams - Gloper
http://www.gloper.pt Anat Lechner, Professor at NYU Stern School of Business, on this video addresses cross functional teams and how can they work together. A cross-functional team is a group of people with different functional expertise working toward a common goal. About Anat Lechner: Anat Lechner is a Clinical Associate Professor of Management and Organizations at NYU Stern. Professor Lechner earned her Ph.D. in Organization Management from Rutgers University in 2000. She is also the recipient of the GE Teaching Excellence award. Professor Lechner's research focuses on how organizations can best structure to develop innovation capabilities and outcomes. Her research encompasses various areas including the effective leverage of multidisciplinary teams, leading adaptive change, and the development of workplace environments supportive of creativity and innovation. Her current work looks at the complexities of managing high performance cross-functional teams, and the ways by which physical workplace environments enable organization members to cope with uncertainty, change, and the demand for increased innovativeness.
Views: 2104 Gloper
3 Keys To Effective Cross - Functional Collaboration
Ignite Your Leadership Strengths - 3 Keys To Effective Cross - Functional Collaboration Hosted by Mike Harbour and Deb Ingino http://www.mikeharbour.net/ignite-your-leadership-strengths/ http://www.mikeharbour.net/
Views: 228 Mike Harbour
Agile Team Structure
In the past, we’ve used component teams in development: teams of people that with generally the same skills. These teams are typically assigned a part of a project to work on. Bringing these different teams together to create the final product can be a hassle and can result in unnecessary dependency management, overwhelming overhead, and a longer process. Learn how to build Agile teams that are cross-functional and are optimized for outcome as opposed to output. Want to know more about forming strong Agile teams? Check out our whitepaper: Build High Performing Agile Teams Through Trust and Alignment (http://info.agilevelocity.com/build-strong-teams-through-trust-and-alignment-1) Follow Agile Velocity around the internet: Our Website: http://www.agilevelocity.com/ Our Agile Library: https://agilevelocity.com/library/ Twitter: https://twitter.com/agile_velocity Facebook: https://www.facebook.com/AgileVelocity/ LinkedIn: https://www.linkedin.com/company/agil... Instagram: https://www.instagram.com/agile_veloc…
Views: 1805 Agile Velocity
Project Plans and Task Management Using Windchill Final
Today’s challenging global environment demands effective collaboration. With Windchill ProjectLink, you can securely harness the talents and energy of the entire team. Windchill ProjectLink provides instant access to the right product and project management information at the right time, keeping the team aligned, on track and moving forward. Using pre-built templates, Windchill ProjectLink helps ensure that cross-functional processes are in accord with prescribed standards. It also formalizes critical quality management methodologies, such as Six Sigma, Advanced Product Quality Planning (APQP) and ISO 9000. Do you want to see how you can further improve cross—functional collaboration on company projects? This webinar is for you.
Views: 1741 BoundarySystems
How to Manage A Web Design Project | Niswatch E04
Agencies and freelancers often face similar roadblocks while working on a web design project. A great web design process can help you tackle these worries with ease. At Niswey, we have learn't to break down the web design process into 7 manageable phases. You can read the complete blog by Anubhav Tiwari right here: https://www.niswey.com/blog/7-phases-web-design-process/ Or here's a short version: Phase 1: Requirement Gathering Understanding what a project will deliver is critical to its success. Team working on the project should gather all the relevant information. This helps in driving the project to a successful closure. Phase 2: Quoting the Client The cost per hour you bill your client is your call. But there are a few aspects which you should not miss while quoting: Quotation = (Effort you spend on studying the structure of the website and researching) + (Effort for data analytics ) + (Effort you spend on persona building exercise) + (Wireframing Effort) + (Time taken for design conceptualization) + (Designing effort) + (Coordination effort with cross functional teams) + (Effort you spend on review and approval meetings) Phase 3: Persona Building Personas are generalized characters that encompass the various needs, goals, and behavior patterns among your real and potential customers. They help you understand your customers better. Phase 4: Data Analytics Analysis of web data helps in understanding and optimizing the web design. Google Analytics and heatmap study helps in drawing meaningful information. This study helps in knowing what works on the website and what does not! Phase 5: Wireframing Information gathered in the previous phases will give you a launchpad to kickoff wireframing. Be sure to continuously review wireframes so you don't go building in the wrong direction. Phase 6: Web Design Conceptualization Don’t jump into designing straight away after wireframes. Soak-in all the information and wireframes before you actually start designing the website. This gives a direction to your designs. Phase 7: Designing (Finally) And now you are all set to design! Visit us at https://www.niswey.com/blog, for more awesome posts on marketing, design, and much more.
Views: 3361 Niswey
How to Setup Self Directed Teams - Project Management Training
If you're thinking of setting up a self-directed project team, then there are certain guidelines you'll want to provide to make sure they're successful. Jennifer Bridges, PMP https://www.projectmanager.com/training?utm_source=youtube.com&utm_medium=support&utm_campaign=supportvids shows you how to set up successful self-directed teams in this short tutorial video.
Revitalizing a cross-functional product org.  - Deepa Subramaniam & Lara Hogan | #LeadDevNewYork
The product and engineering teams at every company size have the same goals: positive team health, high-velocity shipping, and strategic execution. Yet we often get in our own way -- from ill-defined roles and responsibilities to toxic communication patterns, to well-meaning but under-equipped managers. Lara Hogan and Deepa Subramaniam will candidly share the approaches they took to revitalizing a cross-functional product organization in 9 months. As Engineering and Product leaders, they worked together to diagnose and treat issues holding back design, engineering and product management teams in order to ensure communication flowed better, inter and intra-team dynamics improved and the organization shipped more (and better!) software. As two VP’s who faced these specific challenges and more, Lara and Deepa will cover evidence-based tactics for improving the overall health of your product organization when time is of the essence.
Views: 1414 White October Events
Cross functional
Views: 70 Abhilash Z Philip
Managing Virtual Teams
An introduction to the Managing Virtual Teams presentation. Part of the LSIS Operational Effectiveness Project.
Views: 9784 Catherine Sellars
Serialization - a cross-functional project
You might assume that a serialization project belongs to the Engineering department. You’d be wrong! Take advantage of the knowledge of an expert in the field. Thanks to Burak Tiftikci, Managing Partner of Supply Chain Wizard, for sharing his expertise at Epista Life Science's Knowledge and Network Day. Supply Chain Wizard and Epista Life Science have a strong strategic partnership, assisting clients all over the world. Supply Chain Wizard brings cutting edge serialization strategy and technology, and Epista Life Science brings subject matter experts and innovative implementation and methodology to assist Life Science companies facing Serialization challenges. Epista Life Science is a consultancy with dedicated to continuously improving regulatory compliance. Some of that ways that we do this are through strategic partnerships, like Supply Chain Wizard, and by sharing knowledge about important topics for the industry. Contact us: Need help to change your IT landscape? Understand and conform to new regulations? Find and achieve the appropriate compliance level in your organization? Get in touch! We enjoy sharing our knowledge and are happy to discuss advancing regulatory compliance in your company. + 45 4825 4500 / [email protected]
Cross Functional Team Modelv2
-- Created using PowToon -- Free sign up at http://www.powtoon.com/youtube/ -- Create animated videos and animated presentations for free. PowToon is a free tool that allows you to develop cool animated clips and animated presentations for your website, office meeting, sales pitch, nonprofit fundraiser, product launch, video resume, or anything else you could use an animated explainer video. PowToon's animation templates help you create animated presentations and animated explainer videos from scratch. Anyone can produce awesome animations quickly with PowToon, without the cost or hassle other professional animation services require.
Views: 344 Koks Robles
7 Rules for Creativity Managers
Look, your company will not be more innovative when you only paint the office walls and install a foosball table for your workers. We can help you create an innovative office? Want to cultivate creativity? Try http://management30.com/events I was once working for a company that moved into a new office. The building looked great and it was all well-designed and nicely decorated. However, the CEO had one important rule for all workers: he insisted on compliance with his clean desk policy. What the F? We all received a white box. At the end of each workday, we were expected to put all of our stuff inside the box, leave our desk empty, and put the box in a closet. At the start of the next day, we could take the box out of the closet, pick a desk, get our stuff out of the box, and start working. Oh, and he invited all workers to make the company more creative and innovative! Yay. That makes no sense at all. Needless to say, this company was not know for its innovative products and services. What would you do instead? In the 21st century, we see the rise of the creative economy. Knowledge workers are replaced by creative workers. And the most innovative companies in the world all have similar approaches to creativity. The job of the manager is to create a fertile environment and to embrace the ideas that emerge from creative workers. Here are the 7 Rules for Creativity Managers: Nurture diversity: Creativity managers dislike brains being the same. Diversity is more than race or gender. Introverts versus extroverts. Rational versus emotional. Star Trek versus Star Wars. Use personal assessment tools, cross-functional teams, anything you can do to have people with different brains working together. Diversity sits between the ears, not on the skin or between the legs. Diversity? Our people were remarkably similar. Create markets: Creativity managers favor coopetition in networks. In healthy companies, there is competition and collaboration. Smart managers implement an ecosystem within the business. That means, get rid of rigid hierarchies and pompous job titles. People won't really collaborate when one person has a higher status than the other. Job titles. Check. Hierarchy. Check. Status. Oh, check!! Rely on merits: Creativity managers embrace networks and gameplay. Stop evaluating ideas by committee. People generate more ideas when they are evaluated by their peers. Create a stock market of ideas, where creative workers can invest in the ideas that make the most sense to them. Crowdfunded innovation in your company, that makes sense! No, we didn't do that. Make no predictions: Creativity managers keep many options open. You don't know which idea is going to be the best. Therefore, plan for an unknown future. Take multiple chances and allow for multiple scenarios. Design different versions of products, delay decisions about which one is the winner, and create a business strategy of more than one path. Multiple scenarios? Nah. Update the workplace: Creativity managers work the environment. Let creative workers customize and decorate their workplace. Make sure there is variety in the office so that people can choose where to work. Allow people to change and adapt the office according to what they need. And allow them to escape from the office when they think it's best. Ehm, no we couldn't do that. Change constraints: Creativity managers optimize for exploration. Some rules, like clean-desk policies, are stupid. Most people are more creative in slightly messy environments. Replace those rules with ones that make sense. For example, participate in an exploration day once every two months. Use rules and constraints to reinforce experimentation, not compliance. Not for us. Open boundaries: Creativity managers connect instead of protect. Too many companies rely on secrets. But, you can achieve much more with sharing and transparency. Organize cross-company conferences; join open innovation platforms; invite people from outside to your company's internal workshops. Open your borders to the world outside.
Views: 7542 Management 3.0
IT expert cross functional projects at the BMW Group
To combine her knowledge in IT with her experience in financial topics is something Claudia Lippmann enjoys most at BMW Financial Services. She leads a team that supports and assures continuous development of nineteen financial services systems. Find out much more about all the diverse career opportunities available with BMW Group, including entry-level positions and all current job offers, at: http://bmw.jobs/WMQdU9xI.
Views: 640 BMW Group Careers
Breaking the Silos
Matrix organizations are often introduced to help break through the traditional "vertical" silos of function and geography. As the need for 'horizontal' working cuts across these traditional organizational structures, their existing power, career and line management structures often get in the way of cross-functional and international cooperation. Kevan Hall, CEO of Global Integration talks about how organizations use matrix management to open up and cut across traditional silos and create a more connected organization. Find out more: http://www.global-integration.com/matrix-management-training/
Views: 17344 MyGlobalIntegration
Running Agile Data Science Teams | Data Dialogs 2015
John Akred, Silicon Valley Data Science http://datadialogs.ischool.berkeley.edu/2015/schedule/running-agile-data-science-teams What’s the best way to pursue data-driven projects? Drawing from our experience with cross-functional teams of engineering, quantitative, and visualization skills, we will highlight the benefits of collaborative teams of experts working iteratively, across disciplines, and explain how to manage these teams to successfully and efficiently deliver data analytics projects. John Akred Founder & CTO Silicon Valley Data Science John Akred is the Founder and CTO of Silicon Valley Data Science. In the business world, John Akred likes to help organizations become more data driven. He has over 15 years of experience in machine learning, predictive modeling, and analytical system architecture. His focus is on the intersection of data science tools and techniques; data transport, processing and storage technologies; and the data management strategy and practices that can unlock data driven capabilities for an organization. A frequent speaker at the O'Reilly Strata Conferences, John is host of the perennially popular workshop: Architecting A Data Platform.
Cross-Functional Teams and Their Impact on Driving Innovation
This Innovation Minute defines what a cross-functional team is and briefly details its importance in moving the innovation process forward. Learn more at www.kuczmarski.com
Supply Chain Project Management (SCPM) Series at Georgia Tech
Our three-course series helps prepare students for project management certification while going beyond that – in preparing students for the complexities of managing projects in the multi-functional supply chain environment. Participants learn techniques to be successful in key areas such as: vendor selection and management, change management concepts, and cross-organization collaboration. Learn more at https://www.scl.gatech.edu/scpm.
Views: 68 GTSCL
Cross Functional Influence Playbook Introduction
The problems we face, decisions we make and projects we run are complex. Very rarely does all this work reside neatly in one function, team or location. It requires us to reach across functions and geographical boundaries. And once that reach happens, influence is required. Where authority ends, influence begins. The Cross-Functional Influence Playbook introduces a simple model to getting things done across the organization.
Views: 288 Finerty Consulting
Connecting Cross-functional Teams During Product Development with Confluence - Atlassian Summit 2012
Join Wes for a look into how the teams involved during the concept and planning phases of product development collaborate online. Learn how to bring geographically dispersed teams -- Development, Product Management, Marketing, QA, Tech Writing, and Sales -- closer together than ever before.
Views: 1625 Atlassian
Building Cross Functional Teams
Building Cross Functional Teams (CFTs) is an art and nurturing collaboration among CFTs is even more challenging. In this video, we will learn about 1. Building Cross Functional Teams by Example 2. Nurturing Cross-functional Team Collaboration Without proper attention to these elements, any cross-functional team will be fighting an uphill battle to succeed. Cross Functional teams are needed: 1. To improve productivity and coordination 2. To adapt to changing market needs 3. To improve problem solving 4. To develop innovative products more quickly
Views: 306 Krishnamurty Pammi
Cross-Functional Teaming Challenges and Opportunities in Sales New Hire Training
CEOs are continuing to look at bringing costs into alignment while at the same time looking for ways to grow their organization. As a result, a lot of activity continues within the sales team. Sales leaders are looking to increase the competitiveness of their sales team as the economy continues to slog along. One area under increased scrutiny is the onboarding process within client-facing teams. On one hand, the new hires need to perform quickly and hit their quota as fast as possible. On the other hand, they need to understand what customer’s need and how to communicate the value of products and services. While this is an age old problem, today’s solution to this challenge is anything but routine — especially when learning and sales leaders are struggling with justifying the investments being made in new hire onboarding activities and explaining how those activities clearly link to improved competitiveness at the point of sale. In this webinar, Sales Enablement Principal Consultant Brian Lambert and Training Consultant Greg Renner share real-world examples and provide insights on: • Orchestrating a new hire onboarding process that decreases ramp up time of new hires • Understanding how learning and sales leaders are taking a top-down and bottom-up approach to help new hires achieve more immediate sales results • Defining the often overlooked critical links within the process, and how companies are looking to manage friction points in the process • Getting in front of the likely onboarding “mandates” from above, or from product groups, or business units
Views: 322 GPStrategiesCorp
Project Work Breakdown Structures
The Project module in Dynamics AX2012 R3 is a great toolset for any organization to manage projects effectively. This is great for companies that use projects as an everyday part of the manufacturing or service business or for companies that are looking to control R&D; new product introductions; engineering projects within a system to help with allocation of resources and control of costs. In this educational On-Demand webinar with lots of live demonstrations, you will: Learn how to create a work breakdown structure template and apply the template to your project Learn the tips and tricks of creating and modifying tasks within your WBS and when to use Automatic scheduling assistant. Understand how to allocate resources to projects Understand how to manage resources across projects. See the capabilities within AX 2012 for assigning workers to tasks and how you can view and maintain the resource schedule across multiple projects Learn about the different views available within the WBS and how these can help you keep your project on schedule and on budget. This is a great learning opportunity for anyone interested in or using AX and want to understand some of the capabilities of the projects modules in AX.
Views: 2916 eBECS YouTube
Key Capability Gaps For Managing Complex Manufacturers: Cross Functional Governance
This video provides insight a capability gap that undermines the ability of global manufacturers to manage complexity. That being, an inability to support effective cross functional governance. Global manufacturers often use financial planning, budgeting and forecasting systems that support basic financial needs. The problem is that they don’t always fully support strategy because processes are functionally-based. Recent technology innovations have addressed this issue. This video will help you understand the gap that separates leading practices that leverage these tools, with those that you currently employ
Views: 53 IBPCollaborative
The Challenges of Managing Multiple Application Testing Projects Mess Of Many, The
TOPIC: The Mess of Many, the Simplicity of One Never before has technology diversity been so great and readily available. With a very small team with very little resources, even the smallest organisation can look and act like the biggest. While this makes it easier to execute and compete, it creates chaos when it comes to application quality. Just as developers and organisations have endless choice of technologies to use, end users and consumers have an even more endless choice in browsers, mobile devices, and platforms. This puts the burden back on the QA teams to test. We will introduce the concept of cross browser testing where customers can, with a very small team, test their applications on a wide variety of desktop and mobile browsers using only one script that adapts itself across all browser types. The three biggest takeaways from this Executive Debate include: 1. The demands on quality teams are higher than ever with a wide diversity of tools, platforms, and technologies to support. 2. More tests, both functional and performance used to require more hardware and upfront investment. 3. Learn how to leverage the cloud for both on demand performance testing & functional cross browser testing to save costs while increasing quality. Becky Wetherill – Senior Product Manager, Borland Working within Product Management at Borland, Becky is responsible for the strategy and direction for test management and functional mobile test solutions within Borland. With over 17 years of IT experience, Becky not only provides strategy and direction with the products, but supports both the field and sales organisation around Software Quality Assurance. Becky has a strong focus on the qualitative aspect of software delivery and for the last 14 years has specialized in integrating processes and tooling to help organizations increase quality in their software.
Views: 90 UNICOM Seminars
"Cultural Intelligence in Project Management" - GHC India 2012
Moderator: Mohana Kamatchi, Symantec Panelists: Madhu Bindiganvalae (EMC Corporation); Christie Caldwell, Aperian Global; Azra Jabeen (Symantec); Cynthia Srinivas, NetApp; Tathagat Varma, Yahoo! India R&D The changing face of the workforce and increasing globalization of business has made management of cultural differences unavoidable in projects. However, once people are organized into teams, real or virtual and expected to work collaboratively for a common goal, it becomes impossible for the project manager to try to handle multiculturalism by dealing with each employee individually according to his or her own cultural needs. The manager now has to manage not only a set of culturally different individuals but a process involving different cultural responses. This calls for cultural intelligence (CQ), an aspect of global business that is most often overlooked. In this panel discussion, we aim to explore CQ, a key managerial competency for the twenty first century and its impact on project management. Mohana Kamatchi, Senior Manager -- Internationalization, Symantec: Mohana is a senior leader with rich experience working with multi-ethnic groups in global environments spanning Japan, France, USA, Canada, Poland, UK, Ireland, China, etc. At Symantec, she heads India Internationalization Engineering and directs technology teams that enable Symantec software products to be world ready. She is also the Champion of Chennai Symantec's Women's Action Network and passionate about developing women leaders. Prior to Symantec, Mohana has held leadership positions in Renault and Nissan, Satyam and Business Objects. Although an IT professional, she enjoys the occasional challenge of working in diverse areas of translation, interpretation and teaching Japanese language. Madhu Bindiganavalae Manjunath, Director -- Software Quality Engineering at RSA Security (Security Division of EMC Corporation): Madhu leads the global testing practice for RSA Security Management Suite of Products. In a career spanning 17+ years, She has experience working and managing customers and teams across US, Israel and India. Madhu has been a thought leader and uses innovative and out of box thinking to drive organizational change and has conceived and led several initiatives to drive Product Quality Improvements, Product Security, Diversity, Innovation etc. She spearheaded the Women's Leadership Forum at EMC India. Madhu holds a Masters degree in Economics, Masters in Computer Applications, Advanced Diploma in Commercial French and PGDBA (Operations) from Symbiosis, Pune. Christie Caldwell, Senior Consultant and Manager, Aperian Global: As a Senior Consultant at Aperian Global, Christie delivers Aperian's global talent development solutions to clients within the APAC and EMEA regions. She has spent over 13 years as an expatriate in Asia and Europe, living and working in Taiwan, China, Mongolia, Bangladesh, India and the UK. She is currently based in Bangalore, India and works throughout the APAC region. Christie has a Master's Degree from Harvard University and a Bachelor's from The University of the South. She also completed the Master's program in Chinese Studies at the Johns Hopkins Center for Chinese and American Studies in Nanjing, PRC. Azra Jabeen, Senior Director -- Global Partner Marketing, Symantec: Azra Jabeen brings 23 years of experience in varied marketing, strategy operational and financial analysis. She has an MBA from Santa Clara University and an MA in Economics from Bangalore University. She has undertaken international assignments in UK, Germany, Singapore and India. She is skilled in strategic management collaboration and alignment with cross functional & cross regional groups at all organizational levels to achieve common objective. She has worked with small, mid size and large companies with experience in building corporate value, driving growth and operating efficiencies. She is currently the senior director of Global Partner Marketing at Symantec, USA. Tathagat Varma, Senior Director, Yahoo! India R&D: Tathagat Varma has over two decades of software product development expertize with Defense Research (DRDO), and leading MNCs Siemens, Philips, Huawei, McAfee, NetScout and Yahoo! in 3G Softswitch, Core Routing and Gigabit Switch Router, Digital Video Broadcast (DVB), Consumer Internet, Network Management and Workflow Management solutions in various technical, leadership and business roles. He is a strategic thinker and prolific blogger with interests in People Excellence, Process Effectiveness, Project Management, Product Innovation and Business Leadership. He currently heads Business Operations, Strategic Programs and Outsourced Product Development at Yahoo! India R&D.
Views: 2800 AnitaB_org
Managing Virtual Teams
Managing Virtual Teams brings special challenges. Follow this simple three step model for virtual team success.
Views: 3687 Lindsay Adams
What it Takes to be a Great Leader | Learn How to Manage People and be a Better Leader
What it Takes to be a Great Leader | Learn How to Manage People and be a Better Leader First thing first! Take total responsibility for the project you are working on. By total responsibility, I mean not just doing the task that is assigned to you; as a leader, you must see the project gets to a completion seamlessly in spite of the hurdles in the path. For this, there should be seamless communication between various cross-functional team members and other stakeholders. Don’t miss a single thing. Every single mail, every single phone call from the client matters. You must train your team members to do the same. Another quality is to understand the big picture. When you receive requirements for a project from a stakeholder, understand the complete picture of the requirements. You may receive the requirements from the pre-sales team or from the Business Analyst or from the Product Owner or Product Manager depending on the nature of the project. This includes understanding why the product or solution is needed in the first place, understanding the target users, understanding how they are going to conceive the product, their geographical location, their technical knowledge etc. After you have understood it, make sure that this big picture is conveyed to all cross-functional team members associated with the project. Remember that every small detail you receive about the project will help shape the product better. And, understanding the big picture is going to be extremely helpful. Yet another quality is to be self-organized. If your mind is organized, you will execute tasks efficiently. Maintain a to-do list and prioritize the tasks in the to-do list before starting your day. Train your team members to work in the same fashion. One important quality is to never dominate your team members. Welcome new ideas and create situations for your team members to flourish in the team. Appreciate their efforts and get their name recognized in the company for doing good work. Don’t keep the cunning or manipulative member of the team though the person is more productive. A manipulative team member will spoil many good, efficient team members in the long run. In short, don’t dominate and don’t allow anyone to dominate you and your team members. The next important quality is that you must listen to your team members’ problems: both professional as well as personal. Give them ideas to solve their problems through your experience or direct them to the right person, who can help them. Never say, “That is your problem, you should handle it on your own.” No! Guide them. Be supportive of them. One another quality of a good team leader is not to say “Yes” every time your client asks for something. If something is not really possible, not achievable, not going to work out, speak it out. Like for example, if it’s reasonable and sensible, most clients will agree to a change in a delivery date or a change in the functionality of a product etc. The next quality is to decide how you are going to lead the team. In the beginning, lead the team from the front, and once you see that the team has got a hold on the project, slowly transition to lead the team from behind. I would like to elaborate a little here. If there is a delivery planned and your team members have to stay back late to finish the tasks or have to work on a weekend, you must make sure that you are around. You should not rest at home and ask for updates on a phone call. If there is pressure, don’t distribute the pressure to the team as is. Analyze the tasks, prioritize them and give only those tasks to the team that can be done within the time frame. The next important quality is to find who is accountable. Remember that defining accountability in a team is an important factor to success. Identify key persons at a project level and at the functional level and make them accountable for the final product and for the tasks that they and their team perform. Last but not the least… You must also concentrate on enhancing the skills of your team members through effective training and feedback. On-the-job training is the most successful ones, according to me. For your next project, they must become self-sufficient to execute it with minimal support. Don’t limit client communication only to yourself as if it’s a great thing that only you can do. Allow team members to speak to your clients directly and guide them during the calls.
Views: 191 The Rebel
How to Build an Agile Team
Subscribe to our YouTube channel to stay up to date on all of our world-class products and exciting updates: https://goo.gl/YhZF9h Looking to implement agile development? Learn how to build an agile team and empower them to solve today’s biggest problems. For more information, visit: http://cainc.to/Lw7fmZ We believe the people who are closest to the problem are the best people to solve it. And that when you empower your teams, you prepare them to solve today's biggest problems. That’s why teams are the foundation of agility. Traditionally, teams have started as functional silos—for example, discrete groups of developers, testers, and BAs. But in fast-paced technology environments, this structure can lead to obstacles. One major issue is limited transparency. Or, put another way, what happens when we can’t see past the walls of your own silos. For example, not knowing what occurred before the work arrives on our desk— or what will happen to it after we toss it over the next wall. This means you can’t know how a change in your part of the process might have a negative impact on another group. As a result, change is discouraged. And when it does happen, it’s often difficult and painful. So how do you actually embrace change as a way to help continuously improve? The first step is learning how to build an agile team. You begin by breaking down silos and bringing together cross-functional teams of five to ten people who have all the skills you need to deliver value to your customers. When each team represents multiple functional areas, you get more perspective into the whole system. And more easily find ways to improve the system for the team and for the customer’s benefit . So who makes up an agile team? First, you need a delivery team with all the skills needed to build, test, and deliver full value to customers and stakeholders. And when we say full value, we don’t simply mean code, but code that’s working and tested and deployed. Next, you need a product owner that represents the business and deeply understands the customers' needs. They know delivering the highest-value products to customers means focusing on outcomes, not outputs. And finally, a scrum master to help teams continuously improve on their ability to predictably meet commitments. So, to summarize, teams are the foundation of agility. When you build agile teams, you build a strong foundation for agile practice. And when you empower your teams, you prepare them to solve today's—and tomorrow’s—biggest problems.
Views: 6640 CA Technologies
Project Risk Management
What is Project Risk Management? Risk management in projects is the method of analyzing and identifying to any type of risk that may arise during the project lifecycle. In order to effectively manage the project and stay on track and meet the goals of the project, risk management should be a part of the planning process and should figure out solutions, how to maintain and control the upcoming risks. A risk may occur in any form or anything that might potentially leave an impact on your project’s timeline, performance and on your budget as well. Risks are potentialities but it may take the form of an “Issue” if your risks become realities. So, it the process of categorizing your risks, planning during the project plan, and identifying the potential risks before they become an issue and adversely affects your project process. How to manage your risk? Every risk management process takes the same basic steps for managing their risks. But, sometimes there might some unknown jargons are used to describe these basic steps. 1 Identifying the risk You and all your team members should effectively recognize, describe and uncover the risks that would have an impact or affect the outcomes of your project. You should consider preparing a Project Risk Register or using a template is a very good start. Leverage the collective knowledge and experience of your entire team. Ask everyone to identify risks they've either experienced before or may have additional insight about. This process fosters communication and encourages cross-functional learning. 2 Analyzing the risk Once risks are identified, now you have to two further questions to consider. What is the likelihood of this risk actually occurring? You should think about the possible consequences to your project objectives. A combination of both likelihood and the consequences discussion enables an initial risk analyzing to be performed. In order to ensure that your project goals and objectives are not affected by the risks, you have to develop an understanding the various nature of the risk and its potential consequences. 3 Monitoring the risk Clear communication among your team and stakeholders is essential when it comes to ongoing monitoring of potential threats. Monitoring of risks is a continuous process in risk management process because your project things will change as you move through your project lifecycle. Therefore, to be effective your risk management process must remain dynamic. 4 Controlling the risk In this phase of risk management process, the decision-making process becomes particularly important. It includes one or more of the following conditions: Transfer of the risk Exclusion of the risk Reduction of the risk Acceptance of the risk or an amount of the risk If you want to improve how risk is managed on your projects visit us at https://tiemchart.com/ Project risk management | project risk management analysis | project risk assessment | project risk management PMP | project risk management process | project risk analysis and management |
Cross-functional Advanced Resource Scheduling in Microsoft Dynamics AX 2012 R3
oin Microsoft solution architect Alex Anikiiev for a look at Cross-functional Advanced Resource Scheduling in Dynamics AX 2012 R3. Alex will take the audience through a scenario that uses a single, continuous process flow to deal with: Production scheduling (Operations and Job scheduling) Project scheduling (WBS estimation + Microsoft Project, Project Hour forecast scheduling) Master planning Planned production scheduling (Operations and Job scheduling) Production dispatch Service dispatch
Views: 7640 MSDynamicsWorld
The Journey To CROSS FUNCTIONAL Development Teams
Are you looking for a way to get people with different disciplines to work together better when developing software? Today I'd like to talk about the journey to cross functional development teams and some of the considerations on your way to integration. Cross-functional teamwork is simply taking people who used to be in separate teams or departments and putting them on the same team. To get there people go through a series of phases or stages. The first phase is what I call "ad-hoc". Someone at the company has done some work that would typically be thought of as associated with a discipline (ops, qa, support, ux as examples), but they don't think about how all the things associated with that discipline should be handled. The second phase is "as a service", or what most people in medium to large companies often experience. This is where there is a dedicated department that does support, operations, ux/user experience, or quality assurance; as examples. When a product team needs help with one of the skills of these separate teams, they use their expertise as a service. But these teams are still independently managed and measured. The third phase is "embedded", and what most people think of when they hear terms like DevOps, Embedded QA, or Embedded UX as examples. Folks who were on a separate team are now integrated with the product team itself. They are dedicated to using their skills to achieve a single outcome for the business such as a product or deliverable. During the embedding phase, it's common to see companies create a center of excellence, or office, who's purpose it is to help make sure good practices are followed by those embedded in the teams. A "Project Management Office" is a common example of these. An important consideration is, does the person leading this new office have the skill with coaching, documentation, patience, and establishing measurable outcomes necessary? Also during the embedding phase, it's important that all of the people working together on a cross functional team now share in the risks and rewards. If we're going to expect people to work together towards a shared outcome, and not look out only for themselves and do work in silos, we need to spread the results of everyone's actions across the team members. The final phase of cross-functional development teams is when the skills that used to be primarily sought by a dedicated member of the team around a discipline (again, operations, quality assurance, user experience, support as examples) are disseminated across team members. This is hugely beneficial since multiple team members can now provide help with more than one discipline, and it avoids bottlenecks due to individuals who are thought of as "the person" for a particular skill being unavailable. Subscribe for more videos about Healthy Software Development: https://www.youtube.com/c/JaymeEdwardsMedia?sub_confirmation=1 Related Videos: You can watch my video on Continuous Delivery here: https://goo.gl/QuBwca #programming #teamwork #culture
Project Management For HR Professionals
Compliance Trainings by 247Compliance https://247compliance.com To Enroll Please Visit: https://247compliance.com/webinar/project-management-for-hr-professionals/ A Webinar by: Teri Morning Introduction Project management assists every area of a business from methods of increasing customer satisfaction to budget management, all the way to linkage of projects with business strategic outcomes. Good project management outcomes increase timeliness and efficiencies of scale, savings and/or speed of their projects making a good project even better. With becoming a true business partner, comes the responsibility to understand project management methods when working on projects. To achieve maximum benefits from good project management all members of the team need to be on the same page; using the same methodology, toolsets and documentation and understanding what their team members are doing regarding analysis, planning, design and evaluation. Good project managers also do not fail to understand or underestimate the effects of people on projects. A good project manager needs to manage the psychology of the project just as well as managing its other resources. Even the best-planned project will not come to fruition if the people are not on board. Most projects bring about change of some sort, and/or have some sort of uncertainty and uniqueness inherent to them; three factors with which people are historically uncomfortable. So even in the best of project plans, people do not always act the way one plans for them. Compounding the problem is that the people affected by projects and those who are influencing the outcome of a project are often the same persons(s). These people working on the project can even create their own aims, which may or may not be in line with the project’s purpose. Why should you attend? These days a huge role of Management is managing projects. Today’s projects often include technology considerations and cross-functional teams and grow increasingly complicated with each new project. Managing projects requires the organization of people, equipment, resources and procedures in an appropriate way to get a project completed within a set timeframe and budget. While traditional organizational skills are helpful in any project, today they are not enough, and those skills require an occasional upgrade. Documentation is also critical to project management but the documentation needs for projects may be very different from what management is used to producing for other business matters. At the end of this webinar, you will have a good understanding of project management methodology necessary to plan better projects and experience better project outcomes. Learning Objectives Considerations of planning a project. A project life cycle including analysis, planning, design and evaluation. Review of project management methodology, toolsets and documentation. Know how a project management life cycle is completed through using project management methodology. Gain an understanding of project management tools; GANTT charts. PERT. CPM. Managing the psychology of projects. Dealing with stallers, stumpers, blockers and objectors. Dealing with a project “double agent” or “hostile stakeholder(s).” . Elements necessary to make a business case for a project. Make it easier to work with IT by understanding the different phases of a system development life cycle. Areas covered in the Webinar Today’s projects often include technology considerations and cross-functional teams and grow increasingly complicated with each new project. Managing projects requires the organization of people, equipment, resources and procedures in an appropriate way to get a project completed within a set timeframe and budget. While traditional organizational skills are helpful in any project, today they are not enough, and those skills require an occasional upgrade. Documentation is also critical to project management but the documentation needs for projects may be very different from what management is used to producing for other business related matters. At the end of this webinar, you will have a good understanding of project management methodology necessary to plan better projects and experience better project outcomes. Who Will Benefit? Human Resources Professionals. Self-taught project managers seeking enrichment training and new skills. Project teams having trouble juggling their tasks and responsibilities. Professionals who have to manage projects, work on others projects, serve on cross-functional teams in any capacity. Professionals who serve in a consulted role for others projects. Professionals with limited experience in spearheading a project. Anyone about to step into a project manager role for the first time. Anyone who works regularly with vendor.
Views: 17 247Compliance Team
The Ultimate Guide to Confluence for Software Teams
Building a shared understanding is key to the success of any software team. In this talk we’ll take you through how your teams can use Confluence throughout the software development process from concept to launch, sharing practical ways to maximize efforts in building tribal knowledge. Come and be equipped with best-practice examples from teams who use Confluence every day, plus plenty of tips and ticks to help your software team get aligned for any project.
Views: 937 Atlassian
Portfolio Kanban - Powerful Visual Portfolio Management
To learn more about Portfolio Kanban visit: https://www.digite.com/kanban/portfolio-kanban/ Kanban is an easy to use and deploy visual management method, enabling visibility of work - projects, programs and portfolio initiatives - to stakeholders at various levels within the enterprise. The term “Portfolio Kanban” is often used to describe the process of managing portfolios with a hierarchy of Kanban boards, to track portfolio components at different levels with ease. Try SwiftKanban’s powerful Portfolio Kanban capabilities today! Signup for a free trial at https://www.Digite.com/swiftkanban ------------------------ Be it your portfolio of investments or business initiatives and projects, managing it holistically to maximize returns predictably and quickly is a huge challenge. At work or in your business, you need to ensure that you are: - Investing in the right projects to maximize value - Managing portfolios, programs and projects for on-track performance - Getting early signals if projects are at risk or under-performing Most traditional project portfolio management tools are complex, disproportionately data intensive for feedback value, with few visual cues of progress or early warning signals for timely intervention. In complex, inter-dependent, cross functional scenarios, they aim to be deterministic, at best reporting history and providing cues for reactive management. Kanban is an easy to use and deploy visual management method, enabling visibility of work - projects, programs and portfolio initiatives - to stakeholders at various levels within the enterprise. It comprises powerful techniques aimed at improving collaboration, reducing “time to value” through flow optimization. Kanban’s basic principles enable it to be applied at any level of an organization’s workflow – portfolio initiatives, programs and projects, as well as business and technology processes. Kanban lends itself easily to modeling linked hierarchies of work activities and process flows. The term “Portfolio Kanban” is often used to describe the process of managing portfolios with a hierarchy of Kanban boards, to track portfolio components at different levels with ease. A hierarchy of suitably designed digital Kanban boards make it an effective management tool for all stakeholders - to visually track status at appropriate level of detail, in near real time. Keeping focus on driving down the “time to value”, Kanban helps managers prioritize, balance demand with capability, providing more realistic probabilistic forecasting (as opposed to deterministic estimates, and only reactive cues). Try SwiftKanban’s powerful Portfolio Kanban capabilities today! Signup for a free trial at www.Digite.com/swiftkanban or write to [email protected] Hope you like this video, please Like, Share, Comment & most importantly Subscribe to our Channel to see More Videos on Kanban & Project Management.
Views: 1290 Digité
Self Managing Teams.mpg
Self Managing Teams
Views: 3611 jvaeth130

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