powerpoint karaoke
DESCRIPTION
Deck of random slides for PowerPoint Karaoke --> PowerPoint meets Improv.TRANSCRIPT
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#PPTK
PowerPoint Karaoke
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Let’s Do This!
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3
Driving Innovation
6.0 Be relevant• Listen to what is being said
• Identify touchpoints (where are people already talking about you and what are they saying)
• Be ready to react
• Engage and add value to existing conversations
Sarah Palin - Obama campaign most successful fundraiser - $11 million raised in one day following Sarah Palin speech - Campaign reacted community via email. Giving the cynical speech as a reason the to donate money to ensure Palin could not succeed
No.1 Obama Fundraiser
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Gartner Hype Cycle for Enterprise Architecture, 2010
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Did these entrepreneurs sell their soul?
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Sometimes your passion goes against the grain.
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EVOLVING CUSTOMER SEGMENTATION
The PRISM Organization
Nu
mb
er
of
Cu
sto
mers
Customer Value
CRM
Picket Fence
Mass Marketing
Highest Value Customers
WHERE TO START
Slide 4
Source: Peppers & Rogers Group
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You do not just measure your heart beat
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16
And a Little Bit About Respirators
Facemasks or Respirators Not Recommended
Occupational Risk Pyramid for Pandemic Influenza
Facemasks Recommended
Respirators Recommended
Respirators Recommended;Consider higher level respirator (e.g., PAPR)
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sometimes we fail
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19
PRODUCTION CYCLE TIME Time gap between the starting time to produce a completed item (or
Batch, ready for dispatch) till the next item (or Batch ) is started. The total time is production cycle time.
CONTINUOUS IMPROVEMENT:
Continuous Improvement View of Losses of Deviations from Normal
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Your TV Will Kill You
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The Numbers
If the shelter had only ten clients…7 White1 Hispanic1 Black1 Native American
8 men2 women
4 will work6 will be unemployed
3 will have mental health issues4 will have substance abuse issues
3 veterans
5 will stay 7 days or less
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The Outcome?
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Flickr photo by rosewithoutathorn84
And you’re branded a heretic.
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What is social media?
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TechnosocialWormholes
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Virtualised Farm ArchitectureVirtualisation Scalability
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Your Chair Is Killing You
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Yellow Hat Activity
In small groups of 3: (Group Roles, Graphic Organisers)
What are the good points of being tall?
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We have a problem
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All you really need:
+ +
Flickr: Insanity Theory KellyPuffs
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Be who you are.
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we are all cyborgs
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selling stuffon the Web
IT infra
customer relationships
mass customer
data services
Amazon.com data grid
partners
selling stuff
Amazon S3
Amazon.com
Internet APIWeb2.0
companieswarehousing & distribution
distribution
content management
product selection
A9 product search
data storage fees
product search
search engine revenues
e-commerce sites
Internet
marketing
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46
Driving Innovation
10+ Culture • Social media central to the
campaign - not a sideline
• Agile approach to responding
• Accepting some chaos
• No room for command and control
• Open and transparent
• Set ground rules
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Module 1: Introduction to Critical Thinking
1. What is Thinking?
6. Barriers to Critical Thinking
2. Types of Thinking
4. Critical Thinking Standards
5. Benefits of Critical Thinking
7. Characteristics of a Critical Thinker
3. What is Critical Thinking?
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Sitting Will Kill You
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But so were these guys.
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like electricity in your house!
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A Challenge
Please write a One Sentence Definition of
TEAM BUILDING.
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More & more IT projects are starting each year
500K
300K
200K1998
2001
2002
??2007
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Maybe you should embrace your heresy.
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L(y) =K(y-m)2 = Taguchi Loss Function
Where, y = the value of the quality characteristic for a particular item of product or service,
m = the nominal value for the quality characteristic, and
k = a constant, A/d2
A = the loss (cost) of exceeding specification limits (e.g., the cost to scrap a unit of output), and
d = the allowable tolerance from the nominal value that is used to determine specification limits.
LOSS FUNCTION :
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Facial Expressions
• Face is the index of Mind
• The eyes, the lips and the muscles express many feelings
• It can also be deceived by manipulation
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Put your personality on stage
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Mr. Average
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Selling your soul is a good thing for your brand.
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6 aspects of leading by example1. Priorities2. Urgency
3. problem solving4. standards of performance
5. Ethics6. Co-operation
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People accept a leader’s influence because leaders have power
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privacy on facebook
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http://www.betterprojects.net/2007/05/introduction-to-stakeholder-management.html
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The Cookie
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1.7 Characteristics of a Critical Thinker Critical Thinkers Uncritical Thinkers
Have a passionate drive for clarity, precision, accuracy, relevance, consistency, logicalness, completeness, and fairness.
Often think in ways that are unclear, imprecise, inaccurate, etc.
Are sensitive to ways in which critical thinking can be skewed by egocentrism, sociocentrism, wishful thinking, etc.
Often fall prey to egocentrism, sociocentrism, wishful thinking, etc.
Are intellectually honest with themselves, acknowledging what they don’t know and recognizing their limitations.
Pretend they know more than they do and ignore their limitations.
Listen open-mindedly to opposing points of view and welcome criticisms of beliefs and assumptions.
Are close-minded and resist criticisms of beliefs and assumptions.
Base their beliefs on facts and evidence rather than on personal preference or self-interest.
Often base their beliefs on mere personal preference or self interest.
Are aware of the biases and preconceptions that shape the way they perceive the world.
Lack awareness of their own biases and preconceptions.
Think independently and are not afraid to disagree with group opinion.
Tend to engage in ‘group think’, uncritically following the beliefs and values of the crowd.
Are able to get to the heart of an issue or problem, without being distracted by details.
Are easily distracted and lack the ability to zero in on the essence of a problem or issue.
Have the intellectual courage to face and assess fairly ideas that challenge even their most basic beliefs.
Fear and resist ideas that challenge their basic beliefs.
Love truth and curious about a wide range of issues. Are often relatively indifferent to truth and lack of curiosity.
Have the intellectual perseverance to pursue insights or truths, despite obstacles or difficulties.
Tend to preserve when they encounter intellectual obstacles or difficulties.
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What gets your engine running?
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prosthetics and their discontents
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Normal Distribution Bonus Lecture
Not to be used, posted, etc. without my expressed permission. B Heard
Now your template should look like this
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Figure 1.1 Triple Constraint of Project Management(Schwalbe, 2006, p8)
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1 A4 to prepare
1 slideto communicate
1 A4to execute
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Why Exercise?
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Reality isn’t always fun
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Step 1: Create Process Mission
C O P I
Process Mission Statement
Key Process Verbatim Issue Requirement
è è è è è
Purpose:
Importance:
Boundaries:
Process Goals:
Process OwnerBeginning Point End Point
S
Proc.CTQ Rqmt Output Proc Input
Operational DefinitionsData OwnerDefinitionUnitHow ManyDPU ê
Process Management System
Clarify OperationalData Definitions
Validate System
DataDisplay
0
1
2
3
4
5
6
7
8
9
10
Ja
n
Feb
Mar
Apr
May
Ju
n
Ju
l
Aug
Sep
Oct
Nov
Dec
0 5 10 15
JanMa
rMa
yJul
SepNo
v
0 5 10 15
Jan
Mar
May
Jul
Sep
Nov
$0
$200
$400
$600
$800
$1,000
$1,200
$1,400
$1,600
Jan
Feb
Mar
Apr
May Jun Ju
lAu
gSe
p Oct
Nov
Dec
0
510
1520
25
Jan
Feb
Mar
Apr
May Ju
n Jul
Aug
Sep
Oct
Nov
Dec
0
10
20
30
40
50
60
70
80
3-A
pr
17-A
pr
1-M
ay
15-M
ay
29-M
ay
12-J
un
26-J
un
10-J
ul
24-J
ul
21-A
ug
4-S
ep
18-S
ep
UCL
LCL
Step 3: Document Customer and Process Requirements
Step 2:Document Process
Step 4:Identify Output and Process Measures
Step 5: Build Process Management System
Step 6 Establish Data Collection Plan
Step 7: Process Performance Monitoring
Step 8: Develop Dashboards with Spec Limits and Targets
Step 9: Identify Improvement Opportunities
Process Management System
Trend Chart
Problem Pareto
Root Cause
Corrective Actions
è
è
è
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•Assess your previous mission/goals•Evaluate if your process boundaries have changed•Adjust and make corrections
•Assess current CTQs and if they reflect process•Assess if any new CTQs or measures are needed•Adjust and make corrections
A.
•Assess if current dashboards are representative•Collect Data and populate dashboards•Assess performance against targets•Adjust and make corrections
B.
D.
E.•Develop actions to address variation
C. •Develop should be process map•Create a simple data collection plan
BPMS
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92
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strong & valuable approach, but limited view
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Can you draw these?
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Have you ever heard anyone say, "His actions spoke so loudly I couldn't
hear what he said?"
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A map is handy to communicate
(=Strategy map)
how you plan to get(=Strategy)
from where you are(=Mission)
to where you want to be(=Vision)
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To find something comparable, you have to go back500 years to the printing press, the birth of mass media –
which, incidentally, is what really destroyed the old world of kings and aristocracies. Technology is shifting power away from the editors, the publishers, the establishment, the media elite. Now it’s the people who are taking
control.”
“– Rupert Murdoch
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1
2
3
4
-
-
1. most important attribute2. second most important3. …4. …
5 attributes
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Figure 1.1 Project Life Cycle (Gray & Larson, 2006, p6)
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FO
RT
UN
ES
UP
FO
RT
UN
ES
UP
AG
AIN
FO
RT
UN
ES
DO
WN
They created their brand
They left their brand
They returned to their Brand
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QualityQuality
The Quadruple Constraint
Warning: Quality has many definitionsWarning: Quality has many definitions
TimeTime
ScopeScope CostCost
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Why?
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114
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In this photo released by the official Xinhua news agency, members of China's armed police demonstrate a rapid deployment during an anti-terrorist drill held in Jinan, east China, on Wednesday July 2, 2008, roughly one month ahead of the Beijing Olympic Games.
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EVOLVING CUSTOMER SEGMENTATION
The PRISM Organization
Customer value segments
Most Valuable Customers: Retain
Most Growable Customers: Grow
Marginal customers: Business as usual?
Service costs
Actual value
Strategic value (potential share of customer)
‘Below Zero’ Customers:
Dismiss, or?
DIFFERENT CUSTOMERS BY VALUE
Slide 2
Source: Peppers & Rogers Group
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The Thoracic Cage
The thoracic cage consists of the thoracic vertebrae, sternum, and ribs. It forms a more or less conical enclosure for the lungs and heart and provides attachment for the pectoral girdle and upper limb. It has a broad base and a somewhat narrower superior apex; it is rhythmically expanded by the respiratory muscles to create a vacuum that draws air into the lungs.
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9. execute the plan-> manage implementation & change
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management
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Figure 10.1 Network of stakeholders(Gray & Larson, 2006, p314)
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You Car Will Kill You
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attribute
1
attribute
2
attribute
3
attribute
5
1 - low
5 - high
3 - medium
bank’
s perf
orm
ance
[Kim & Mauborgne (2002) Charting Your Company's Future]
draw a value proposition
attribute
4
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131
Establishing a Performance Standard
• A performance standard translates customer needs into quantified requirements for our product or process
Better Throughput
% Trained
CustomerNeed
CTQ
Product/Process
Characteristic
Measure
Specification/ToleranceLimit(s)
Target 95 %
90%
No. Trained against no. identified for training in a
chosen subject
Defect Definition Below 90%
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Customer satisfaction
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insert
¥€$
:-)
Learningperspective
Processperspective
Customerperspective
Financialperspective
Acquiring knowledge
Summarizing knowledge
Customer satisfaction
Profitable growth
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The “Products”
Flickr: tfyn soldierant driki dgray_xplane
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Beijing 2008
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Unclear use of colors
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141Entire contents © 2007 Forrester Research, Inc. All rights reserved.
Facebook’s international age distribution
Source: Facebook internal data, September 2007
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Chinese police parade during an anti-terrorism drill for the 2008 Beijing Olympic Games in Xian, in China's Shaanxi province on June 11, 2008. China is staging a week of anti-terrorism drills, dubbed "Great Wall 5", ahead of the Beijing Olympics next month.
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Too many colors
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5. chose suitable design-> decide
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150
BananaBanana
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151
Project Prioritization Matrix
The desirability of a project increases as you move from the lower right to the upper left, and as the circle gets larger
Low Med Hi EFFORT
Low
Med
Hi
IMPA
CT
Low
Med
Hi
Probability of SuccessIncreasing
Desirability
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Which ones are most important for projects?
Technical skills People Skills
Budgeting, Scheduling, Documenting
Leading, Motivating, Listening, Empathising
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Ultimately all causal paths lead to financial measures
Financial perspective
Customer perspective
Process perspective
Learning perspective
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AreaProject name
Estimated workload
Value Proposition
Project V110 man/days
Project V2120 man/days
Distribution Channels
Project C138 man/days
…
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