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[Rico's List] Rico's List » Blog Archive » Using Agile Project Management to ...: Title: Using Agile Project Management to Increase Organizational Value; 60 minutes, 1.0 PDU Location: http://bit.ly/dosK2d Link out: Click here Date:... ... There's a relatively new software tool on the market - a tool which had it's funding pulled after failing to make it big in 6 years, and was rescued from the rubbish bin by someone with practically no project management knowledge. Sounds like a disaster? Actually, Bob Light sounds like just the kind of person

[Free as in Freedom] Free as in Freedom: Enterprise 2.0 - Community Spaces can lead to ...: Which is to say for example, that it's absolutely OK for a team to set up their own wiki or workspace and do so with minimal friction, but when some team knowledge becomes organisational wisdom the team has the incentive to contribute to the organisational knowledge base. The challenge for knowledge managers is to make this contribution as easy as possible so that people don't have to make the same effort twice and the structure doesn't come in the way of knowledge sharing.

[ThinkingShift] Leveraging Web 2.0 tools « ThinkingShift: identifies Paul Dorset’s PKM model with its 7 skills (problem solving, communication, creativity, analysis, learning, mental agility, reflection).  His research student did a global survey on PKM and results show PKM skills and awareness plays important role in KM processes.

[Free Quality News Daily - FreePressIndex] Jump Start Microsoft Sharepoint Knowledge Management Using ...: Hamburg, 2010-03-17 - Microsoft SharePoint technology is increasingly used in SMEs and larger companies as a business collaboration platform for the enterprise and the web, to connect and empower people, to cut costs with a unified infrastructure, to implement solutions for collaboration, document management, enterprise content and records management, business intelligence, forms service and company-wide search.

[Enterprise Resilience Management Blog] Enterprise Resilience Management Blog: Breaking Down Silos: "How many capabilities are locked away, underleveraged in organizational or industry silos? Who hasn't suffered a severe case of innovator's envy, coveting access to information and capabilities that seem so tantalizingly close?

[KuTenk.Business Success Center.Life Success Coach.Career Success Resources.Cheap Bargain Discount Bookstores.Engineering Books.Management Books.Business Books.Computer Books.] The Decision Model: A Business Logic Framework Linking Business ...: How to Create Agile Alignment of Enterprise Execution Capabilities with Strategy. Knowledge Assessment Review and Management Audit. Organizational Knowledge Management Strategic Dilemmas. RF Power Amplifier Behavioral Modeling | by ...

[kjokom] kjokom » Blog Archive » The Typology of Intellectual Capital and ...: Since the rating of the hotels was based on the facilities and the services provided, intellectual capital would enhance their positions in that category.  The requirement of the rating can be met by any hotel as long as they have the financial capabilities.  However, what makes the hotel different from one another in the same rating depends on the intellectual capital that is manifested into the services provided.  The evidence from this study indicates that structural capital and human capital are significant in managing knowledge in Malaysian hotel industry.  Furthermore, these findings also revealed that these two capitals are necessary to initiate relational capital in the organizations.

[Sales Enablement in a Sales 2.0 world] Let's look at the Knowledge Management or Sharing aspect of Sales ...: Which is to say for example, that it’s absolutely OK for a team to set up their own wiki or workspace and do so with minimal friction, but when some team knowledge becomes organisational wisdom the team has the incentive to contribute to the organisational knowledge base. The challenge for knowledge managers is to make this contribution as easy as possible so that people don’t have to make the same effort twice and the structure doesn’t come in the way of knowledge sharing.

[Organizational Agility] Organizational Agility » Blog Archive » Collaborative ...: The Organizational Project Management Maturity Model (OPM3®) from the Project Management Institute (PMI) is the standard for organizations looking to improve their capability to deliver their strategies through projects. By treating all of the organization’s projects as investments in an overall portfolio and applying best practices to manage those initiatives at multiple levels, organizations can achieve their objectives and align their resources to work on things that matter the most.

[Elisabeth Goodman's Blog] High performing organisations: interweaving process improvement ...: Steven Spear emphasizes that problems are to be welcomed as an opportunity to continue learning.  Each problem should be treated as a “consequence of imperfect people trying to design perfectly something very complex”.  By studying problems, rather than working around them or firefighting, the individual’s and the organisation’s knowledge, and the processes that they operate can continue to improve. The mastery of the complex interactions between people, processes, and what people are working on is never complete.

[Siteworx *Focus] Tim McLaughlin Shares His Knowledge with EContent : Content ...: The March edition of EContent magazine has been released featuring an article on Content Management. “Content Management Trends and Innovations” by Sue Marquette Poremba reveals the organizational agility tactics needed in today’s business environment for success.

[KuTenk.Business Success Center.Life Success Coach.Career Success Resources.Cheap Bargain Discount Bookstores.Engineering Books.Management Books.Business Books.Computer Books.] Knowledge Management Strategies for Business Development | by Meir ...: Linking Exploration and Exploitation Capabilities with the Process of Knowledge Development and with Organizational Facilitators

[InfoQ Personalized Feed for Fergus Neff] InfoQ: Is the Agile Community Being Unreasonable?: As a PMP who regularly teaches PMI Certification courses based on the PMBOK, a PMO executive and as the leader of my company's development organizations Agile transformation (over 1500 development associates), I agree with Dave's statements. I recognize that many of his comments are a little tongue-in-cheek and meant to call out the ridiculous stance that by the book PMs sometimes take when being resistant to the change that they should be leading, not impeding.

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