Wednesday, July 21, 2010
Tuesday, July 20, 2010
Oracle University iLearning Course
Oracle® Unified Method (OUM) Training and Accreditation Program
Running Your Business
Effective Communication and Facilitation
Professional Skills
Skillsoft Session
Vision and Planning
Coaching Your Team
Building Your Oracle Network
Strategic Thinking
- Level 3 - Gathering Requirements using OUM
- Level 4D - Application Implementation Delivery Readiness
- Level 4D - Business Intelligence and Enterprise Performance Management Delivery Readiness
Running Your Business
- Business Synchronization Process
- Finance Essentials (Harvard Manage Mentor)
- Hiring (Harvard Manage Mentor)
- Preparing a Business Plan (Harvard Manage Mentor)
- Solving Business Problems (Harvard Manage Mentor)
Effective Communication and Facilitation
Professional Skills
Skillsoft Session
Vision and Planning
Coaching Your Team
Building Your Oracle Network
Strategic Thinking
- Thinking Strategically (OK)
- What Is Systems Thinking? (OK)
- The Fundamentals of Effective Thinking (OK)
- Developing and Deploying Strategic Plans
- Effective Relationships with Business Partners
- Effective Interfunctional Relationships (OK)
- 1.2 The Way Organizations Work
- The Principles of Financial Management
- The Communication of a Shared Vision (2010/08/25 OK)
- The Basics of Budgeting
- Retention Strategies
- Objective Setting - Performance Management
- Bridge the Expectations Gap
- Inclusion and Employee Engagement: A Business Strategy
- Group Problem Solving and Decision Making
- Improving Your Cross-cultural Communications
- Emotionally Intelligent Leadership
- Leadership Development for Technical Professionals
- Leadership Essentials: Building Your Influence as a Leader
- Leadership Essentials: Creating Your Own Leadership Development Plan
- Leadership Essentials: Leading Innovation
- Leadership and Change
- Leading Your Talent Kickoff eClass
- The Imperatives of Innovation and Leadership in Strategy
- The Model Leader
Writing for Business
Steps for Planning Your Writing Task
- Clarify your purpose for writing.
- to inform
- to request
- to analyze
- to recommend
- to respond
- Analyze your audience.
- Will my readers be receptive, indifferent, or resistant to my proposal?
- What do my readers already know about the subject?
- How much technical information do my readers understand?
- What is my readers’ style, and how can I match it?
- What’s in it for my readers?
- Isolate and refine your bottom line.
- The bottom line is your one key message that you want your readers to remember. The sooner you can distill your key message into one or two sentences, the easier it will be to write your document. If you find that you have two unrelated key messages, write two documents. Stick to one topic per document to get the fastest response.
- Plan your writing strategy
- Am I the right person to communicate this information?
- Do I need to include a separate cover letter with my document?
- Which method of transmission should I use? E-mail? Courier?
- Is the timing too early? Or is it too late to send the message at all?
- Put your message in focus.
- The most common mistake writers make: they avoid analyzing their readers and defining their purpose. Without a clear picture of their readers, many writers focus their documents on their own agendas and neglect their readers’ needs.
- Another problem: Writers are often unclear about what they want to say. When the writer is unclear, how can the reader understand?
- Did you write what your reader needed to see? Did you state your key message?
- Review for clarity.
- Is my information accurate?
- Is my information complete?
- Did I label action requests and deadlines?
- Did I headline next steps?
- Sequence your key message strategically.
- What is the one thing you want your reader to remember? This is your key message, or bottom line. In most cases, you want to position your key message at the top of your document. When the key message is buried, chances are your reader will skim right over it.
- If you’ve determined that your reader will probably be unreceptive to your ideas, position your key message strategically—where it will have the best chance of being read and considered
- Be sure you answer, "So what?"
- If your key message is that you need more time to complete work on a project, don’t just stop once you’ve explained that. Answer the "So what?" question.
- What will happen if you don’t get the time?
- Who will your extension affect?
- Will it affect other projects you’re working on?
- How will it affect your reader?
- Instead of: Option A is better than Option B. Write: Option A is better than Option B because it will save us 30% of our annual overhead costs.
- Design for visual impact.
- Headlines to highlight your most important points
- Sentences that are no more than 20 words long
- Short paragraphs and groups of sentences: 5 to 6 lines maximum
- Careful use of space
- Bullets or numbers for lists within sentences
- Bold and italic typeface to make important information stand out.
- Match your tone to your audience.
- Many writers use stuffy or outdated language because they think it will make them sound smart. For the same reason, many writers choose the longer, more complicated word or phrase over the short, simple word.
- Adopt the active voice.
- What’s wrong with the line above? It’s written in the passive voice. A headline with more impact would read: "Too many writers use the passive voice." The key difference between active and passive sentences: an active sentence has an active participant doing something.
- Check for conciseness.
- Did I limit my paragraphs to 6 lines?
- Did I focus my paragraphs on one thought only?
- Did I limit my sentences to 15 to 20 words?
- Did I eliminate as many unnecessary words as I could?
- Edit for accuracy.
- An accurate document uses correct grammar, punctuation, and spelling.
Making a Presentation
Different types of presentations
- Information delivery. Communication about plans, policies, and procedures.
- Sales. Benefits, features, and reasons to buy.
- Persuasion. Reasons to pursue a particular idea or path.
- Status report. The progress of a project, a task force, or product sales.
- Product demonstration. How something works.
- Business plan or strategy. What to do next. What the goals are.
Define your objective
- "Why am I making this presentation?"
- "What do I want my audience to do as a result?"
Understand your audience
Determining Content and Structure
Stage one. Define your key messages
Stage two. , identify the facts that support your messages
Stage three. Finally, identify where it is important to get audience participation, reactions, agreement, or buy-in.
Steps for Setting Up a Presentation
Define your objectives.
Select a strategy that matches your objective.
Get to know your audience.
Match your presentation to your audience.
Steps for Creating a Presentation
Brainstorm ideas.
Identify your messages and supporting facts.
Select the number of points that will make the case to your audience within the given time.
Organize your points.
Prepare a list of possible questions and objections, and decide how you will address them if they arise.
Prepare your visuals and support materials
Steps for Practicing and Evaluating
Rehearse.
Gather feedback prior to your presentation.
Evaluate the progress of your presentation while it is in process.
Evaluate your presentation after you have finished
iLearning ANALYTICAL THINKING
- Couse Objectives
- Understanding HOW analytical thinking WORKS
- Identify SPECIFIC TOOLS and TECHNIQUES
- FRAMEWORK for managing project issues
- Scientific approach to problem solving
- Defining the problem
- Problem Identification
- Observes a discrepancy between the way things are and the way things ought to be
- Getting to the ROOT of PROBLEM
- Fishbone Diagram (Cause and Effect Diagram)
- Five Why's
- Basic Question to support the Root Cause Techniques
- WHO is causing the problem ?
- WHAT will happen if this prolem is not solved ?
- WHERE does this problem ocuur ?
- WHEN does this problem occur ?
- WHY is this problem occurring ?
- HOW should the process or system work ?
- Formulating the Hypotheses
- Main techniques and methods
- Issue Diagram
- Brainstorming
- Issue Diagram - Identify the issues
- Develop a comprehensive list
- REduce the comprehensive list (no duplicates)
- Get down to a major issues list
- Issue Diagram -Hypotheses
- Issue Diagram - Framing the Key Questions
- Collecting the facts
- Getting to the facts
- collecting factual information is necessary
- Frist critical step to identify what information is required and develop a collection technique
- Different problem - Different data - Different colclection technique
- Combining a number of different techniques
- Data collection is a critical stage in problem solving
- Using the issue Diagram to identify data and nformation needs
- Data Collection technique (Technique and tools)
- Using available information
- Checklist
- Data compilation forms
- Observing
- Eyes and ears
- Data compilation forms
- Interviewing
- Interview guide
- Data compilation forms
- Administering Written Questionnaires
- Survey
- Questionnaire
- Conduction Focus Groups
- Flip Charts
- Conducting the Analysis
- Sequential Steps
- Make sure you know what you are trying to solve
- Match up the clearly defined questionor issue with appropriate analytical tools
- Go out and collect the facts
- Verify the facts
- Analytical technique
- Benchmarking : What performance areas are weak?
- SWOT : What are the core competencies of the client?
- Force Field Analysis : What forces can influence the problem ?
Cost Benefit Analysis : All the minuses against all the pluses- Impact Analysis : Potential effect of the proposed solution
- Pareto Analysis : What are the most important issues ?
- Benchmarking
Measures and compares your performance against other similar activities
Differences - possible performance issues
Difficult to collect comparable data
Comparing “best in class” is better
SWOT
Identifies Strengths, Weaknesses, Opportunities, and Threats
Most common analytical tool for strategic planning
Subjective
Easy to understand and follow
Very useful for identifying the core competencies of any organization
Force Field (Positive-Negative)
Shows significant forces that impact the problem
Forces tend to be those factors that promote or hinder a solution to a problem
Prioritize forces between direct and indirect
Brainstorm to generate ideas to list all forces
Cost Benefit
Identify all expected costs and benefits
Costs includes all tangible outlays and intangible /qualitative factors
Compare using a set of decision criteria
Look at the net changes between making the decision vs. not making the decision
Impact Analysis
Identifies broad and diverse effects with a problem proposed solution
Answers certain questions
Objective is to minimize adverse or negative impacts going forward
Very useful in assessing risk of different proposed solutions
Pareto Analysis
Quantifies what is most important on a graph
This technique is also known as the 80/20 rule.
Puts focus on the significant problems or issues
Problems or issues based on a common and measurable attribute
Must categorize problems or issues
Plot the data and rank according to frequency
Developing the Solution- Basic Concepts
Select and plan the solution
Use a solution rating matrix to weigh different solutions
Solutions should have support from your previous analysis
Test your solutions as much as you can
Key Messages
Not possible 100% out-of-the box solutions
No solution is a guarantee
You need to get buy-in and commitment from the client
Be prepared with an implementation plan
Five Step Process
Define the Problem
Test in the form of Hypothesis
Focus on Facts
Analysis (Various Analytical Tools)- Recommend a Solution
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