Difference between revisions of "Concept Management Quarter"

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[[Change Management Quarter]] (hereinafter, the ''Quarter'') is a lecture introducing the learners to [[portfolio implementation]]s primarily through key topics related to [[iterative development]]. The ''Quarter'' is the last of four lectures of [[Portfolio Quadrivium]], which is the first of seven modules of '''[[Septem Artes Administrativi]]''' (hereinafter, the ''Course''). The ''Course'' is designed to introduce the learners to general concepts in [[business administration]], [[management]], and [[organizational behavior]].
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[[Concept Management Quarter]] (hereinafter, the ''Quarter'') is a lecture introducing the learners to [[portfolio planning]] primarily through key topics related to [[change management]]. The ''Quarter'' is the last of four lectures of [[Portfolio Quadrivium]], which is the first of seven modules of '''[[Septem Artes Administrativi]]''' (hereinafter, the ''Course''). The ''Course'' is designed to introduce the learners to general concepts in [[business administration]], [[management]], and [[organizational behavior]].
  
  
 
==Outline==
 
==Outline==
''[[Enterprise Architecture Quarter]] is the predecessor lecture.  In the [[enterprise design]] series, the previous lecture is [[Organizational Culture Quarter]].''
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''[[Enterprise Architecture Quarter]] is the predecessor lecture.  In the [[enterprise envisioning]] series, the previous lecture is [[Organizational Culture Quarter]].''
:[[Portfolio implementation]] is the [[enterprise implementation]] of the [[enterprise portfolio]]. This lecture concentrates on [[iterative development]] because this ''development'' is the main technique to do that.  
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:[[Portfolio management]] is the [[enterprise planning]] of the [[enterprise portfolio]]. This lecture concentrates on [[iterative development]] because this ''development'' is the main technique to do that.  
  
 
===Concepts===
 
===Concepts===
#'''[[Change management]]'''. (1) The management of change and development within an [[enterprise]]; (2) The controlled identification and implementation of required changes within a computer system.
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#'''[[Concept management]]'''. Handling of [[concept]]s.
#*[[Enterprise change management]]. Practice and a set of concepts based on that practice of preparing and supporting of [[enterprise]]s, their [[stakeholder]]s and [[technology]] in making [[enterprise change]].  
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#*[[Records management]].
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#*[[Idea management]]. Handling of [[change idea]]s.
 
#'''[[Enterprise goal]]'''. A desired [[enterprise outcome|outcome]] towards which the [[enterprise effort]] is directed.
 
#'''[[Enterprise goal]]'''. A desired [[enterprise outcome|outcome]] towards which the [[enterprise effort]] is directed.
 
#*[[Goal]] (objective). Desired outcome or target.
 
#*[[Goal]] (objective). Desired outcome or target.
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#*[[Objective]]. A target or [[metric]] that an individual, group, and/or [[enterprise]] seeks to meet in order to progress towards a [[goal]].
 
#*[[Objective]]. A target or [[metric]] that an individual, group, and/or [[enterprise]] seeks to meet in order to progress towards a [[goal]].
 
#*[[Strategic management process]]. A six-step process that encompasses strategic planning, implementation, and evaluation.
 
#*[[Strategic management process]]. A six-step process that encompasses strategic planning, implementation, and evaluation.
#'''[[Iterative development]]'''. The process of breaking down projects into more manageable components known as iterations. Iterations are essential in Agile methodologies for producing a potentially shippable deliverable or product.
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#'''[[Enterprise result]]'''. Any [[enterprise output]], [[enterprise outcome|outcome]], [[enterprise benefit|benefit]], and/or [[enterprise drawback|drawback]] that effects somebody or something or may be perceived as effecting somebody or something.
#*[[Iterate]]. The act of repeating a process with the aim of approaching a desired goal, target or result. Each repetition of the process is also called an iteration.
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#*[[Enterprise output]]. Any permanent or temporary, tangible or intangible output that is directly created during an [[enterprise effort]].
#*[[Enterprise effort]]. A determined attempt or a set of attempts undertaken in order to create outcomes of a [[task]], [[activity]], [[process]], [[project]] or [[operations]], and/or [[enterprise]].
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#*[[Enterprise outcome]]. All consequences of the change derived from using the [[enterprise output]]s.
#'''[[Iteration]]'''. A [[phase]] of agile development in which a deliverable (or the solution overall) is progressively elaborated upon. Each [[iteration]] is a self-contained "mini-project" in which a set of activities are undertaken, resulting in the development of a subset of deliverables, a set of features, or potentially shippable [[deliverable]]. An [[iteration]] takes a fixed or timeboxed period of time, generally spanning two to four weeks. A typical [[Agile project]] consists of a series of [[iteration]]s, along with a [[Sprint planning meeting]] prior to development and a [[Sprint retrospective]] at the end of each [[iteration]]. Each iteration generally contains activities such as [[analysis]], [[design]], [[development]], and [[testing]]. For each [[iteration]], the team plans its work, does the work, and checks it for quality and completeness. [[Iteration]]s can occur within other [[iteration]]s as well. For example, an iteration of requirements development would include elicitation, analysis, specification, and validation activities. [[Iteration]]s are referred to as [[Sprint]]s in [[Scrum]].
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#*[[Enterprise benefit]]. The measurable improvement resulting from an [[enterprise administration]] that is perceived or may be perceived as an advantage by one or more stakeholders.
#'''[[Sprint]]'''. A fixed-length time period during which a [[milestone]] is expected to be reached. Usually, one [[user story]] or [[product backlog item]] (PBI) must be transformed into a potentially shippable [[deliverable]] and ready for review. Each [[sprint]] is assigned a set amount of time to be accomplished (sometimes referred to as [[timebox]]), which could be anywhere from one week to one month, but typically lasts two weeks. In the [[Agile methodology]], [[Sprint]]s are referred as [[iteration]]s.
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#*[[Enterprise drawback]]. The measurable improvement resulting from an [[enterprise administration]] that is perceived or may be perceived as an disadvantage by one or more stakeholders.
#*[[Sprint goal]] (aka [[Sprint theme]]). The key focus of the work for a single sprint.
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#*[[Business report]]. An account given of a particular business matter, especially in the form of an official document, after thorough investigation or consideration by an appointed person or body.
#'''[[Change resistance source]]'''. <blockquote><table class="wikitable" width=100%><tr><td style="text-align:center;">Category</td><th>[[Change resistance source]]</th></tr><tr><th>[[Individual change-resistance source]]</th><td><ul><li>[[Habit]]. </li><li>[[Personal security]]. </li><li>[[Economic factor]]. </li><li>[[Fear of the unknown]]. </li><li>[[Selective information processing]]. </li></ul></td></tr><tr><th>[[Enterprise change-resistance source]]</th><td><ul><li>[[Structural inertia]]. </li><li>[[Limited focus of change]]. </li><li>[[Group inertia]]. </li><li>[[Threat to expertise]]. </li><li>[[Threat to established power relationships]]. </li></ul></td></tr></table></blockquote>
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#*[[Progress report]]. An account given of state of a [[project]], [[operations]], or other [[enterprise effort]].
#'''[[Kaizen]]'''. In Japanese, the word means "improvement". This is the philosophy of continuous process improvement using analytical tools and methods.
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#'''[[Planning]]'''. [[Management function]] and [[administrative process]] that involves defining goals, setting objectives based on those goals, establishing strategies for achieving those objectives, and developing plans in order to integrate and coordinate those activities that would implement the strategies.<blockquote><table class="wikitable" width=100% style="text-align:center;"><tr><td rowspan="2">Breath of plan</td><th rowspan="2">[[Portfolio]]</th><th colspan="3">[[Project]]</th><th rowspan="2">[[Operations]]</th></tr><tr><th>[[market exchangeable]]</th><th>[[Solution]]</th><th>[[Procurement]]</th></tr><tr><th>Time frame</th><td colspan="2">[[Long-term plan]]</td><td>[[Short-term plan]]</td><td colspan="3">Vary</td></tr><tr><th>Specificity</th><td colspan="2">[[Directional plan]]</td><td>Vary</td><td colspan="2">[[Specific plan]]</td></tr><tr><th>Frequency of use</th><td colspan="4">[[Single-use plan]]</td><td>[[Standing plan]]</td></tr></table></blockquote>
#*[[Paradox theory]]. The theory that the key paradox in management is that there is no final status for an [[enterprise]].
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#*[[Sprint plan]]. The tangible outcome of a [[Sprint planning meeting]]. The [[Sprint plan]] is a written document assembled by the development team and includes 1) the goal for the sprint—a brief description of the product or deliverable to be completed by the end of the sprint, and 2) a detailed list of the [[product backlog item]]s ([[product backlog item|PBI]]s) or [[user story|user stori]]es the team has committed to completing by the end of the [[sprint]], based on the team’s availability and velocity. Each [[product backlog item|PBI]] or [[user story]] is broken down into tasks according to the priority set by the [[product owner]] and assigned to a team member.  
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#*[[Specific plan]]. A [[plan]] that is clearly defined and leaves no room for interpretation.
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#*[[Standing plan]]. An ongoing [[plan]] that provides guidance for activities performed repeatedly.
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#*[[Short-term plan]]. A [[plan]] covering one year or less.
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#*[[Single-use plan]]. A one-time [[plan]] specifically designed to meet the needs of a unique situation.
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#*[[Directional plan]]. A [[plan]] that is flexible and sets out general guidelines.
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#*[[Formal planning department]]. A group of planning specialists whose sole responsibility is helping to write organizational plans.
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#*[[Long-term plan]]. A [[plan]] with a time frame beyond three years.
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#*[[Release plan]]. The [[plan]] that outlines the features to be included in an upcoming release and provides an estimated date for the release. The plan should include responsibilities, resources, and activities  required to complete the release.
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#'''[[Procurement plan]]'''.
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#*[[Commercial off-the-shelf software]] ([[COTS software]]). Software developed and sold for a particular market.
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#*[[Make or buy]] (or [[build vs buy]]). The act of choosing between manufacturing a product in-house or purchasing it from an external supplier.
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#*[[Total cost of ownership]].  
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#'''[[Risk management]]'''. A process of identifying what can go wrong and making plans that will enable a system to achieve its goals.
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#*[[Risk response plan]]. A document detailing identified risks, including description, cause, probability of occurring, impact(s) on objectives, proposed responses, owners, and current status. The proposed responses may utilize [[risk-response technique]]s such as [[risk avoidance|avoidance]], [[risk mitigation|avoidance]], [[risk transference|avoidance]], and [[risk acceptance|acceptance]] that are designed to enhance opportunities and reduce threats to the project's objectives. The tools include .
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#*[[Contingency planning]]. The development of a management plan that identifies alternative strategies to be used to ensure project success if specified risk events occur.
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#*[[Workaround]]. A response to a negative risk event. Distinguished from contingency plan in that a workaround is not planned in advance of the occurrence of the risk event.
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#'''[[Knowledge management]]'''. Handling of [[enterprise information]].
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#*[[File:Knowledge.png|400px|thumb|right|[[Knowledge]]]][[Knowledge]]. (1) Facts, information, and skills acquired by a [[legal entity]] through experience or [[learning]]; (2) The theoretical or practical understanding of a subject; (3) Awareness or familiarity gained by experience of a fact or situation.
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#*[[Strategic flexibility]]. The ability to recognize major external changes, to quickly commit resources, and to recognize when a strategic decision was a mistake.
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#'''[[Continuous improvement]]'''. A process of improving quality and efficiency by making small, incremental changes over time. In Kanban, continuous improvement refers specifically to the process of optimizing workflow and reducing cycle time, resulting in increased productivity.
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#*[[Requirements management]]. The activities that control requirements development, including requirements change control, requirements attributes definition, and requirements traceability.
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#*[[Requirements risk mitigation strategy]]. An analysis of requirements-related risks that ranks risks and identifies actions to avoid or minimize those risks.
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#*[[Kaizen]]. In Japanese, the word means "improvement". This is the philosophy of continuous process improvement using analytical tools and methods.
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#*[[Paradox theory]]. The theory that the key paradox in [[enterprise administration]] is that there is no final status for an [[enterprise]].
  
 
===Roles===
 
===Roles===
#'''[[Agile team]]'''. A [[work team]] that is responsible for committing to work, delivering and driving the product forward from a tactical perspective in terms of [[Agile methodology]]. Usually, an [[Agile team]] is a small, high-functioning group of five to nine people who collaboratively work together to complete an iteration or project. The team has the necessary skills and competencies to work on the project. Scrum teams are cross-functional; Kanban teams can either be cross-functional or specialists. Scrum teams lack any roles. Kanban teams usually have team leads.
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#'''[[Top manager]]'''. A [[manager]] at or near the upper levels of the [[organizational structure]] who are responsible for making organization-wide decisions and establishing the goals and plans that affect the entire [[organization]].
#*[[Agile team member]]. A member of an [[Agile team]]. Often, [[Agile team]] include engineers, architects, developers, analysts, QA experts, testers, UX designers, etc.
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#*[[Chief executive]]. An individual who determines and formulates policies and provides overall direction of [[enterprise]]s within guidelines set up by a [[board of directors]] or similar governing body. He or she plans, directs, or coordinates operational activities at the highest level of [[management]] with the help of subordinate executives and staff managers.
#*[[Team lead]]. A [[team member]] who may or may not have [[authority]] over other [[team member]]s and is appointed on permanent or rotating basis to serve one or more [[management function]]s such as (1) to represent the team to the next higher reporting level, (2) to make decisions or to make decisions in the absence of a consensus, (3) resolve [[conflict]]s between [[team member]]s, and/or (4) coordinate team efforts. No [[team lead]] is appointed in [[Scrum]].
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#'''[[Board of directors]]'''. A group of influential individuals, elected by stockholders, chosen to over see the affairs of a company. A board typically includes investors and mentors. Not all startups have a board, but investors typically require a board seat in exchange for an investment in a company.
#'''[[Scrum role]]'''. One of the following: [[product owner]], [[Scrum master]], [[Agile team member]].
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#'''[[Document management specialist]]'''. A professional who implements and administers enterprise-wide [[document management system]]s and related procedures that allow enterprises to capture, store, retrieve, share, and destroy electronic records and documents.
#*[[Scrum master]]. A facilitator for the team and [[product owner]]. Rather than manage the team, the [[Scrum master]] works to assist both the team and product owner in the following ways: (1) Remove the barriers between the development and the product owner so that the product owner directly drives development. (2) Teach the product owner how to maximize return on investment (ROI), and meet his/her objectives through Scrum. (3) Improve the lives of the development team by facilitating creativity and empowerment. (4) Improve the productivity of the development team in any way possible. (5) Improve the engineering practices and tools so that each increment of functionality is potentially shippable. (6) Keep information about the team's progress up to date and visible to all parties. [[Scrum master]] is often viewed as the coach for the team.
 
#*[[Product owner]]. A person who holds the vision for the product and is responsible for maintaining, prioritizing and updating the [[product backlog]]. In [[Agile methodology]], the [[product owner]] has final authority representing the customer's interest in backlog prioritization and requirements questions. This person must be available to the team at any time, but especially during the [[Sprint planning meeting]] and the [[Sprint review meeting]]. Challenges of being a product owner: (1) Resisting the temptation to "manage" the team. The team may not self-organize in the way you would expect it to. This is especially challenging if some team members request your intervention with issues the team should sort out for itself. (2) Resisting the temptation to add more important work after a Sprint is already in progress. (3) Being willing to make hard choices during the [[sprint planning meeting]]. (4) Balancing the interests of competing stakeholders.
 
  
 
===Methods===
 
===Methods===
#'''[[Change-promoting technique]]'''.
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#'''[[Management method]]'''.  
#*[[Change education]].
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#*[[PDCA]] ([[Plan-Do-Check-Act Cycle]]). An iterative four-step management method created by W. Edwards Deming.
#*[[Change communication]].
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#*[[OODA loop]].
#*[[Change participation]].
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#[[File:Dadi.png|400px|thumb|right|[[DREPD]]]]'''[[DREPD]]''' (or [[DREPD|DREPD cycle]]). The enterprise development pattern that divides [[enterprise administration]] in four batches: [[Enterprise discovery|'''D'''iscovery]] (D), [[Enterprise research|'''R'''esearch]] (R), [[Enterprise envisioning|'''E'''nvisioning]] (E), and [[Enterprise planning|'''P'''lanning]] (P). Although the batches tend to be both consecutive and complete, this statement is rarely true. Most frequently, [[Enterprise discovery|'''D'''iscovery]] can occur at any time and the newly discovered data re-starts the process.
#*[[Change-support building]].  
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#*[[Deductive DREPD]].  
#*[[Change-commitment acquiring]].  
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#*[[Inductive DREPD]].
#*[[Change-promoting relationship]].  
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#*[[File:Double-dadi.png|400px|thumb|right|[[Viable DREPD]]]][[Viable DREPD]]. A pattern that consists of both [[Deductive DREPD]] and [[Inductive DREPD]].
#*[[Change manipulation]].  
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#'''[[Collaborating, learning and adapting]]''' ([[Collaborating, learning and adapting|CLA]]). A method employed in [[adaptive management]] that suggests a specific sequence of designing, implementing, adapting, and evaluating programs conducted in [[uncertain environment]]s.
#*[[Change cooptation]].  
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#*[[Adaptive collaboration]]. Collaborating intentionally with stakeholders in order to extensively monitor the environment, to share knowledge, and to reduce duplication of effort.
#*[[Change-agent development]].
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#*[[Adaptive monitoring]]. Systematic acquiring data of results and factors emerged in the environment, learning systematically by drawing on evidence from a variety of sources, and taking the time to reflect on implementation.
#*[[Change coercion]].
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#*[[Continuous adoption]]. Making quick adjustments to the newly-discovered factors based on applied learning.
#'''[[Development methodology]]'''.
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#'''[[Three-stage model of creativity]]'''. The proposition that [[creativity]] involves three stages: causes (creative potential and creative environment), [[creative behavior]], and creative outcomes ([[innovation]]).
#*[[Methodology]]. A set of processes, rules, templates, and working methods that prescribe how business analysis, solution development and implementation is performed in a particular context.
 
#*[[Plan-driven methodology]]. Any methodology that emphasizes planning and formal documentation of the processes used to accomplish a project and of the results of the project. Plan-driven methodologies emphasize the reduction of risk and control over outcomes over the rapid delivery of a solution.
 
#*[[Change-driven methodology]]. A methodology that focuses on rapid delivery of solution capabilities in an incremental fashion and direct involvement of stakeholders to gather feedback on the solution's performance.
 
#'''[[Agile methodology]]''' (or [[Agile development methodology]]). The project management approach of developing increments of [[prototype]]s and, eventually, the [[deliverable]] in frequent iterations based on evolving requirements. In other words, the [[Agile methodology]] is characterized by the division of [[task]]s into short phases of work and frequent reassessment and adaptation of initial objectives. Instead of well-defined [[project]]s in the [[Waterfall model]], the [[Agile methodology|Agile one]] suggests a series of development sprints. This ''methodology'' emphasizes clearly-defined development rules with regard to both development and continuous feedback to refine the [[product scope]] rather than a predefined development process. This feature makes the ''methodology'' instrumental in those development that are inherently unpredictable. The [[Agile Manifesto]] was the initial public declaration for [[Agile methodology]] related to software. Its authors believed that they found "better ways of developing software by doing it and helping others do it."
 
#*[[Agile]]. (1) Able to move quickly and easily and/or (2) [[Agile methodology]].
 
#*[[Scrum]]. The [[Agile methodology]] that features (a) a [[self-directed team]] with no specified [[project manager]] and no [[manager]]s at all, (b) a high level of communication between team members especially through daily meetings called [[standup]]s, and (c) a [[product owner]] who is responsible for continuous feeding [[task]]s to the team. In [[Scrum]], iterations are called sprints and are assigned a fixed length—sprints typically last one to two weeks, but can last as long a month.  
 
#*[[Lean Agile methodology]]. An example of lightweight Agile methodology applied to project development. Lean Software Development combines the Lean manufacturing approach pioneered by Toyota in the 1950s (also known as just-in-time production) and Lean IT principles, and applies them to software. LSD places a strong emphasis on people and effective communication. LSD is defined by seven principles: (1) Eliminate waste, (2) Create knowledge, (3) Build quality in, (4) Defer commitment, (5) Optimize the whole, (6) Deliver fast, (7) Respect people
 
#*[[Lean UX]]. Inspired by Lean and [[Agile methodology|Agile methodologi]]es, Lean UX speeds up the UX process by putting less emphasis on deliverables and greater focus on the actual experience being designed.
 
#*[[Test-driven development]] (TDD). The practice of designing and building tests for functional, working code, and then building code that will pass those tests.
 
#'''[[Kanban]]'''. (1) A highly visual framework that falls under the Agile umbrella. The Kanban process uses continuous work flow rather than fixed iterations to produce shippable deliverables. When applied over an existing process, Kanban encourages small, incremental changes to the current process and does not require a specific set up or procedure. Kanban focuses on completing entire projects rather than [[sprint]]s; (2) A communication system that controls the flow of the shop, and synchronizes the level of production to customer demand, and normally uses standardized quantities and movement tickets which travel with the production pieces from operation station to operation station.
 
  
 
===Instruments===
 
===Instruments===
#'''[[Change implementation model]]'''. <blockquote><table class="wikitable" width=100% style="text-align:center;"><tr><th>Step</th><td>Objective</td><th>Suggested actions</th></tr><tr><td>1</td><th>Sense of urgency</th><td style="text-align:left;"><ul><li>Consider possible [[change agent]]s and resisting forces.</li><li>Create a compelling reason for why change is needed.</li><li>Communicate the reason to the entire enterprise or potential [[change agent]]s.</li></ul></td></tr><tr><td>2</td><th>Coalition</th><td style="text-align:left;"><ul><li>Form a coalition with enough power to lead the change.</li></ul></td></tr><tr><td>3</td><th>Vision</th><td style="text-align:left;"><ul><li>Using the created coalition, formulate a new vision to direct change and strategies for achieving the vision.</li></ul></td></tr><tr><td>4</td><th>Official announcement</th><td style="text-align:left;"><ul><li>Make the vision official.</li><li>Communicate both the vision and, possibly, its reasoning and achieving strategies.</li><li>Enlist a volunteer army.</li></ul></td></tr><tr><td>5</td><th>Coalition empowerment</th><td style="text-align:left;"><ul><li>Empower others to act on the vision by removing barriers to change and encouraging risk taking and creative problem solving.</li></ul></td></tr><tr><td>6</td><th>First results</th><td style="text-align:left;"><ul><li>Plan for, create, and reward short-term "wins: that move the enterprise toward the new vision.</li></ul></td></tr><tr><td>7</td><th>Meeting challenges</th><td style="text-align:left;"><ul><li>Consolidate improvements.</li><li>Reassess changes.</li><li>Make necessary adjustments in the new programs.</li><li>Sustain acceleration.</li></ul></td></tr><tr><td>8</td><th>Change&nbsp;institutionalization</th><td style="text-align:left;"><ul><li>Reinforce the changes by demonstrating the relationship between new behaviors and enterprise success.</li></ul></td></tr></table></blockquote>
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#'''[[Document management system]]'''.
#[[File:Change-model.png|400px|thumb|right|[[Change process model]]]]'''[[Change process model]]'''.  
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#*[[Document management software]].
#*[[File:Status-quo.png|400px|thumb|right|[[Status quo]]]][[Status quo]].  
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#'''[[Knowledge management system]]'''. Any system, tangible or software, that stores and retrieves knowledge, improves collaboration, locates knowledge sources, mines repositories for hidden knowledge, captures and uses knowledge, or in some other way enhances the [[knowledge management]] process.
#'''[[Scrum meeting]]'''. One of the following: [[story time]], [[Sprint planning meeting]], [[Sprint review meeting]], [[Sprint retrospective]], [[daily standup]].
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#*[[MediaWiki]]. The most popular [[open-source]] [[wiki engine]] that runs on many [[website]]s, including [https://www.wikipedia.org Wikipedia] and this very website. This software is written in the [[PHP]] [[programming language]] and stores the contents into a [[database]].
#*[[Sprint planning meeting]]. A working session held before the start of each sprint to reach a mutual consensus between the [[product owner]]'s [[acceptance criteria]] and the amount of work the development team can realistically accomplish by the end of the sprint. The length of the sprint determines the length of the [[Sprint planning meeting]], with two hours being equivalent to one week of the sprint. Using this formula, the [[Sprint planning meeting]] for a two-week sprint would last about four hours, although this can vary.
 
#*[[Daily standup]]. A brief communication and status-check session facilitated by the Scrum Master where Scrum teams share progress, report impediments, and make commitments for the current iteration or sprint. The Daily Scrum consists of a tightly focused conversation kept to a strict timeframe; the meeting is held at the same time, every day (ideally, in the morning), and in the same location. The Scrum task board serves as the focal point of the meeting. During the Daily scrum each team member answers three questions: (1) "What have I done since the last Scrum meeting? (i.e. yesterday)" (2) "What will I do before the next Scrum meeting? (i.e. today)" (3) "What prevents me from performing my work as efficiently as possible?"
 
#*[[Story time]]. A regular work session where items on the backlog are discussed, refined and estimated and the backlog is trimmed and prioritized.
 
#*[[Scrum of scrums]]. A meeting that is a scaling mechanism used to manage large projects involving Scrum multiple teams. A Scrum of Scrums is held to facilitate communication between teams that may have dependencies on one another. One member from each team attends the Scrum of Scrums to speak for the team—this could be the Scrum Master but may be any team member who can effectively relay information and handle questions or concerns for the team.
 
#*[[Sprint review meeting]]. A [[meeting]] that a [[Scrum team]] holds immediately following the completion of a sprint to review and demonstrate what the team has accomplished during the sprint. This meeting is attended by the product owner or customer, Scrum Master, Scrum team, and stakeholders. The [[Sprint review meeting]] is an informal meeting (no Powerpoint slides allowed). The length of the sprint determines the length of the [[Sprint review meeting]], with one hour being equivalent to one week of the sprint. Using this formula, the [[Sprint planning meeting]] for a two-week sprint would last two hours, although this can vary.
 
#*[[Sprint retrospective]]. A [[Scrum meeting]] held following the completion of a [[sprint]] to discuss whether the sprint was successful and to identify improvements to be incorporated into the next sprint.
 
#'''[[Unified Process]]'''. A customizable framework developed for [[enterprise administration]]. This ''framework'' emphasizes (a) four [[project life-cycle phase]]s, in which (b) six "engineering" disciplines such as business modeling, requirements, design, implementation, test, and deployment are applied, as well as (c) the [[strategic development tripod]]. 
 
#*[[Rational Unified Process]] (RUP). The version of the [[Unified Process]] that is trademarked by [[IBM]].
 
#[[File:Dadi.png|400px|thumb|right|DADI pattern]]'''[[DADI]]''' (or [[DADI|DADI pattern]]). The enterprise development pattern that divides [[enterprise administration]] in four batches: [[Enterprise discovery|'''D'''iscovery]] (D), [[Enterprise analysis|'''A'''nalysis]] (A), [[Enterprise design|'''D'''esign]] (D), and [[Enterprise implementation|'''I'''mplementation]] (I). Although the batches tend to be both consecutive and complete, this statement is rarely true. Most frequently, [[Enterprise discovery|'''D'''iscovery]] can occur at any time and the newly discovered data re-starts the process.
 
  
 
===Results===
 
===Results===
 
#'''[[Strategic plan]]'''. A [[plan]] that applies to the entire enterprise, formalizes its [[enterprise portfolio]], and establishes the enterprise's overall goals. This ''plan'' also defines its [[business model]]s and may or may not include related [[competitive strategy|competitive strategi]]es.
 
#'''[[Strategic plan]]'''. A [[plan]] that applies to the entire enterprise, formalizes its [[enterprise portfolio]], and establishes the enterprise's overall goals. This ''plan'' also defines its [[business model]]s and may or may not include related [[competitive strategy|competitive strategi]]es.
#*[[Strategy]]. The plan for how the organization will do what it's in business to do, how it will compete successfully, and how it will attract and satisfy its customers in order to achieve its goals.
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#*[[Strategy]]. A plan of action and/or [[policy]] designed to achieve a major or overall aim.
 
#*[[Commitment concept]]. Plans should extend for enough to meet those commitments made when the plans were developed.
 
#*[[Commitment concept]]. Plans should extend for enough to meet those commitments made when the plans were developed.
 
#*[[Roadmap]]. A strategic plan to create a product or complete a project. A roadmap describes the individual steps required to meet a set of goals or objectives.
 
#*[[Roadmap]]. A strategic plan to create a product or complete a project. A roadmap describes the individual steps required to meet a set of goals or objectives.
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*Some practitioners believe that [[business plan]]s have no value for the business itself.<blockquote>No business plan survives first contact with customers -- ''[[Steve Blank]], entrepreneur''</blockquote>Indeed, it is impossible or almost impossible to predict revenues with no historical data. Furthermore, every [[bank]] asks about a [[business plan]], but no real [[bank]] provides a business with external funding based on a [[business plan]] alone. Taking into consideration these observations, [[business plan]]s may be considered as documents that [[bank]]s need in order to report to the government and to use in their public relations that the banks support business.   
 
*Some practitioners believe that [[business plan]]s have no value for the business itself.<blockquote>No business plan survives first contact with customers -- ''[[Steve Blank]], entrepreneur''</blockquote>Indeed, it is impossible or almost impossible to predict revenues with no historical data. Furthermore, every [[bank]] asks about a [[business plan]], but no real [[bank]] provides a business with external funding based on a [[business plan]] alone. Taking into consideration these observations, [[business plan]]s may be considered as documents that [[bank]]s need in order to report to the government and to use in their public relations that the banks support business.   
  
''[[Validated Learning Quarter]] is the successor lecture. In the [[enterprise implementation]] series, the next lecture is [[Project Management Quarter]].''
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''[[Validated Learning Quarter]] is the successor lecture. In the [[enterprise planning]] series, the next lecture is [[Project Management Quarter]].''
  
 
==Materials==
 
==Materials==
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==See also==
 
==See also==
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[[Category: Septem Artes Administrativi]][[Category: Lecture notes]]

Latest revision as of 16:30, 5 May 2023

Concept Management Quarter (hereinafter, the Quarter) is a lecture introducing the learners to portfolio planning primarily through key topics related to change management. The Quarter is the last of four lectures of Portfolio Quadrivium, which is the first of seven modules of Septem Artes Administrativi (hereinafter, the Course). The Course is designed to introduce the learners to general concepts in business administration, management, and organizational behavior.


Outline

Enterprise Architecture Quarter is the predecessor lecture. In the enterprise envisioning series, the previous lecture is Organizational Culture Quarter.

Portfolio management is the enterprise planning of the enterprise portfolio. This lecture concentrates on iterative development because this development is the main technique to do that.

Concepts

  1. Concept management. Handling of concepts.
  2. Enterprise goal. A desired outcome towards which the enterprise effort is directed.
    • Goal (objective). Desired outcome or target.
    • Real goal. A goal that an organization actually pursues, as defined by the actions of its members.
    • Means-end chain. An integrated network of goals in which the accomplishment of goals at one level serves as the means for achieving the goals, or ends, at the next level.
    • Stated goal. An official statement of what an organization says, and what it wants its various stakeholders to believe, its goals are.
  3. Vision statement. A formal articulation of an organization's vision or mission.
    • Business goal. A state or condition the business must satisfy to reach its vision.
    • Business policy. A business policy is a non-actionable directive that supports a business goal.
    • Business rule(s). A business rule is a specific, actionable, testable directive that is under the control of the business and supports a business policy.
    • Business plan. A written document that interprets the strategic plan for enterprise stakeholders, for instance, financial or governmental institutions with regard to a business opportunity and articulation of how the identified opportunity is to be seized and exploited.
  4. Enterprise administration. Practice and a set of concepts, based on that practice, that define culture of administering all enterprise efforts from identifying business opportunities and up to getting of all enterprise outcomes and/or achieving enterprise impacts.
    • Administration. The process or activity of running a business, organization, etc. or the officials who executive that process or activity.
    • Management. The process or activity of dealing with or controlling things or people.
  5. Strategic management. What managers do to develop the enterprise's strategies, policies, and operative rules.
  6. Enterprise result. Any enterprise output, outcome, benefit, and/or drawback that effects somebody or something or may be perceived as effecting somebody or something.
  7. Planning. Management function and administrative process that involves defining goals, setting objectives based on those goals, establishing strategies for achieving those objectives, and developing plans in order to integrate and coordinate those activities that would implement the strategies.
    Breath of planPortfolioProjectOperations
    market exchangeableSolutionProcurement
    Time frameLong-term planShort-term planVary
    SpecificityDirectional planVarySpecific plan
    Frequency of useSingle-use planStanding plan
    • Sprint plan. The tangible outcome of a Sprint planning meeting. The Sprint plan is a written document assembled by the development team and includes 1) the goal for the sprint—a brief description of the product or deliverable to be completed by the end of the sprint, and 2) a detailed list of the product backlog items (PBIs) or user stories the team has committed to completing by the end of the sprint, based on the team’s availability and velocity. Each PBI or user story is broken down into tasks according to the priority set by the product owner and assigned to a team member.
    • Specific plan. A plan that is clearly defined and leaves no room for interpretation.
    • Standing plan. An ongoing plan that provides guidance for activities performed repeatedly.
    • Short-term plan. A plan covering one year or less.
    • Single-use plan. A one-time plan specifically designed to meet the needs of a unique situation.
    • Directional plan. A plan that is flexible and sets out general guidelines.
    • Formal planning department. A group of planning specialists whose sole responsibility is helping to write organizational plans.
    • Long-term plan. A plan with a time frame beyond three years.
    • Release plan. The plan that outlines the features to be included in an upcoming release and provides an estimated date for the release. The plan should include responsibilities, resources, and activities required to complete the release.
  8. Procurement plan.
  9. Risk management. A process of identifying what can go wrong and making plans that will enable a system to achieve its goals.
    • Risk response plan. A document detailing identified risks, including description, cause, probability of occurring, impact(s) on objectives, proposed responses, owners, and current status. The proposed responses may utilize risk-response techniques such as avoidance, avoidance, avoidance, and acceptance that are designed to enhance opportunities and reduce threats to the project's objectives. The tools include .
    • Contingency planning. The development of a management plan that identifies alternative strategies to be used to ensure project success if specified risk events occur.
    • Workaround. A response to a negative risk event. Distinguished from contingency plan in that a workaround is not planned in advance of the occurrence of the risk event.
  10. Knowledge management. Handling of enterprise information.
    • Knowledge. (1) Facts, information, and skills acquired by a legal entity through experience or learning; (2) The theoretical or practical understanding of a subject; (3) Awareness or familiarity gained by experience of a fact or situation.
    • Strategic flexibility. The ability to recognize major external changes, to quickly commit resources, and to recognize when a strategic decision was a mistake.
  11. Continuous improvement. A process of improving quality and efficiency by making small, incremental changes over time. In Kanban, continuous improvement refers specifically to the process of optimizing workflow and reducing cycle time, resulting in increased productivity.
    • Requirements management. The activities that control requirements development, including requirements change control, requirements attributes definition, and requirements traceability.
    • Requirements risk mitigation strategy. An analysis of requirements-related risks that ranks risks and identifies actions to avoid or minimize those risks.
    • Kaizen. In Japanese, the word means "improvement". This is the philosophy of continuous process improvement using analytical tools and methods.
    • Paradox theory. The theory that the key paradox in enterprise administration is that there is no final status for an enterprise.

Roles

  1. Top manager. A manager at or near the upper levels of the organizational structure who are responsible for making organization-wide decisions and establishing the goals and plans that affect the entire organization.
    • Chief executive. An individual who determines and formulates policies and provides overall direction of enterprises within guidelines set up by a board of directors or similar governing body. He or she plans, directs, or coordinates operational activities at the highest level of management with the help of subordinate executives and staff managers.
  2. Board of directors. A group of influential individuals, elected by stockholders, chosen to over see the affairs of a company. A board typically includes investors and mentors. Not all startups have a board, but investors typically require a board seat in exchange for an investment in a company.
  3. Document management specialist. A professional who implements and administers enterprise-wide document management systems and related procedures that allow enterprises to capture, store, retrieve, share, and destroy electronic records and documents.

Methods

  1. Management method.
  2. DREPD (or DREPD cycle). The enterprise development pattern that divides enterprise administration in four batches: Discovery (D), Research (R), Envisioning (E), and Planning (P). Although the batches tend to be both consecutive and complete, this statement is rarely true. Most frequently, Discovery can occur at any time and the newly discovered data re-starts the process.
  3. Collaborating, learning and adapting (CLA). A method employed in adaptive management that suggests a specific sequence of designing, implementing, adapting, and evaluating programs conducted in uncertain environments.
    • Adaptive collaboration. Collaborating intentionally with stakeholders in order to extensively monitor the environment, to share knowledge, and to reduce duplication of effort.
    • Adaptive monitoring. Systematic acquiring data of results and factors emerged in the environment, learning systematically by drawing on evidence from a variety of sources, and taking the time to reflect on implementation.
    • Continuous adoption. Making quick adjustments to the newly-discovered factors based on applied learning.
  4. Three-stage model of creativity. The proposition that creativity involves three stages: causes (creative potential and creative environment), creative behavior, and creative outcomes (innovation).

Instruments

  1. Document management system.
  2. Knowledge management system. Any system, tangible or software, that stores and retrieves knowledge, improves collaboration, locates knowledge sources, mines repositories for hidden knowledge, captures and uses knowledge, or in some other way enhances the knowledge management process.

Results

  1. Strategic plan. A plan that applies to the entire enterprise, formalizes its enterprise portfolio, and establishes the enterprise's overall goals. This plan also defines its business models and may or may not include related competitive strategies.
    • Strategy. A plan of action and/or policy designed to achieve a major or overall aim.
    • Commitment concept. Plans should extend for enough to meet those commitments made when the plans were developed.
    • Roadmap. A strategic plan to create a product or complete a project. A roadmap describes the individual steps required to meet a set of goals or objectives.

Practices

  • Some practitioners believe that business plans have no value for the business itself.

    No business plan survives first contact with customers -- Steve Blank, entrepreneur

    Indeed, it is impossible or almost impossible to predict revenues with no historical data. Furthermore, every bank asks about a business plan, but no real bank provides a business with external funding based on a business plan alone. Taking into consideration these observations, business plans may be considered as documents that banks need in order to report to the government and to use in their public relations that the banks support business.

Validated Learning Quarter is the successor lecture. In the enterprise planning series, the next lecture is Project Management Quarter.

Materials

Recorded audio

Recorded video

Live sessions

Texts and graphics

See also