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SDI Qualifications – what’s the value?

SDI Analyst (Qualified) Logo

Many years ago I was asked if SDI qualifications, or indeed, any IT support qualifications, were worth it. My answer then, as now, was: Yes, yes – a thousand times YES!

There are indeed many different types of support skills qualifications, ranging from interpersonal skills to the very technical – and all are worth having if they add value to the role of the individual and the team – and that the organisation benefits from the skills and knowledge acquired.

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Posted in Qualifications.

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Continual Improvement – Easy as 1-2-3 – using COBIT Implementation

COBIT implementation

Our corporate visions including the words “continual Improvement” are a strong positive statement – a clearly defined goal.  To continually look for opportunities that fuel effectiveness and strengthen our company.

It provides us a direction to improve – and model our personal behavior and work culture.  A model that helps us deal with the accelerating pace of business with information and technology; and services.  It helped us create innovations such as Automated Teller Machines and Airport Check-in Kiosks, and will help us create new products and services in the future.

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Posted in COBIT 5, Qualifications.

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Bob’s guide to successful Change Management: Creating & maintaining a high-performing Change team

How does this compare to forming Team GB for the Olympics? 

Before I get into this, I should let you know that I was thinking about high-performing teams and came up with the idea of linking to the highly topical Team GB success in the Rio Olympics. So that’s how we get to the starting point for this blog.

So every 4 years there’s a global change event called the Olympics. What an impact this makes on the host country, the global athlete community and associated commercial impact. But is it really every four years or is it always with us but surfaces to global consciousness in the fourth year?

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Posted in Change Management, Qualifications.

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Bob’s guide to successful Change Management: Using Change history to shape the coming Change

“Those who cannot remember the past are condemned to repeat it.” : The Life of Reason (1905-1906)

George Santayana (16 December 1863 in Madrid, Spain26 September 1952 in Rome, Italy) was a philosopher, essayist, poet and novelist.

Wikipedia, accessed 2 August, 2016

plus ça change, plus c’est la même chose[1]—”the more it changes, the more it’s the same thing”, usually translated as, “the more things change, the more they stay the same.”

Les Guêpes, January 1849 .

Jean-Baptiste Alphonse Karr (24 November 1808 – 29 September 1890) was a critic and author.

Wikipedia, accessed 2 August, 2016

So, for more than a hundred years, Karr and Santayana have been advising us to apply Lessons Learned.

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Posted in Change Management, Qualifications.

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My experience with the Business Relationship Management Professional (BRMP®) course – BRMConnect Sydney 2016

Special thanks to this blog’s author Jason Ernst, Business Relationship Manager for Faculty of Medicine, Nursing and Health Sciences, Flinders University  

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Having always considered myself a business relationship expert, I was looking forward to attending the BRMP® course held at Sydney’s BRM Connect 2016 and gaining my certification, followed by the conference thereafter. The course, designed to help maximize Business Relationship Management capability in organizations, was set to deliver some interesting and challenging methodologies – not only regarding business relationship management, but strategy and planning as well. I was also keenly interested in the business development of converging IT and business partner requirements within my current workplace.

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Posted in Events, Qualifications.

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Bob’s guide to successful Change Management: plans & reality are often different – a case for reality-based planning

Setting the scene:

PLAN: Written account of intended future course of action (scheme) aimed at achieving specific goal(s) or objective(s) within a specific timeframe. It explains in detail what needs to be done, when, how, and by whom, and often includes best case, expected case, and worst-case scenarios.

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Posted in Change Management, Qualifications.

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ISO/IEC 20000 – Requirements for improvement

 

Requirements for improvement

There are many specific requirements for improvement in ISO/IEC 20000-1.  The service management system (SMS) when fully implemented will ensure that there is continual improvement. It is easy to point to clause 4.5.5, Maintain and improve the SMS (Act), which contains the main requirements for improvements. But where do these improvements come from?

Sources of improvements

The most obvious source of improvements is audits – either internal or external audits. But there are also many other sources:

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Posted in ISO Schemes.

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Assessing culture and ethics with COBIT 5

 

Three questions:

  1. Why have culture and ethics hit the board agenda?
  2. What is the relationship between them?
  3. How can firms assess them?

I have given thought to these questions for some time.  As a passionate advocate of good governance to promote the right business behaviours, I have long said firms need to achieve Responsible Capitalism, a term promoted by the Institute of Business Ethics earlier in July.

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Posted in COBIT 5.

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Bob’s guide to successful Change Management: People First & Process Second

ChangeManagement600

Why take this strategic approach for implementing effective organisational change management?

Basically it’s the smart option – yet it is rarely acted upon. Oh yes – organisations say they do this….but do they really?

How many of us either implementing or affected by organisational change attend a ‘Town Hall’ Meeting where senior people present a slide deck of the changes at a relatively high level, deliver some motivational rationale for the changes and either ask for or assume buy-in to the proposed new world order?

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Posted in Change Management.

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Best practice for Business Analysts in an Agile world

agileba blog

Effective business analysis skills are widely regarded in project management and product development circles as being critical in helping organizations to achieve their business goals.

Through analysis of the organization’s needs and the alignment of business projects to these needs, the business analyst’s role is to facilitate solutions to business problems. This may involve:

  • Strategic analysis, modelling strategic themes and drivers
  • Business capability modelling – modelling what the business does (conceptual activity models), as opposed to how it does it (physical process models)
  • Process and value stream (value chain) mapping
  • Skills and competency mapping
  • Process re-definition / re-engineering
  • Data definition and events identification
  • Liaison between different business and technical disciplines
  • Requirements engineering
  • Discovery and definition of cost-effective, valuable solutions to business needs

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Posted in Agile, Qualifications.

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