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PLC: Implementation Roadmap

Transcript: Evaluation Methods References DuFour, R., DuFour, R., Eaker, R., and Many, T. (2006). Learning by doing: A handbook for professional learning communities at work. Bloomington, IN: Solution Tree Press. DuFour, R., Eaker, R., and DuFour R. (2005). On common ground: A power of professional learning communities. Bloomington, IN: Solution Tree Press. Roberts, S. and Pruitt, E. (2009). Schools as professional learning communnities: Collaborative activities and strategies for professional development. San Juan Schools. (2011). Professional learning communities: A focus on student learning. Retrieved from https://www.youtube.com/watch?v=36:tuaailm4 Term: 3-5 Yrs Turning Data into Information The Strategic Planninng Committee (SPC) which is comprised of the committee chairs will assess the current strategic plan for relevancy and alignment with desired outcomes The SPC will determine what components of the plan to keep or drop The SPC will also determine if new components need to be created The SPC will also assess the feasibiity of the Strategic Plan The revised plan will include smart goals which will drive the work of each committee towards committee goals Term: 2 Yrs . Term: 1 Yr Pre-Assessments. Mid-Year Assessments. Post Assessments. Evaluations. Rubrics Implementation Roadmap Using School Improvement Goals to Drive Team Goals . Ensure mutual understanding that the chief duty of a board member is resource development. Implement a board member agreement to build accountability. Effective Communication . Committees will define their purpose within the context of the organization Committees will coordinate and advance corresponding focus areas for the organization Committees will make data-based recommendations to the full board Clearly Defined Outcomes Board President and Administration Intervention Strategies . Term: 6 Mos - 1 Yr Board President, Committe Chairs and Administration Director and Committee Chairs Board and Staff Professional Learning Community Term: 9 Mos Laying the Foundation Director and Committee Chairs The full board will discuss and review the Quality Assurance report data from the previous year and the new report expectations Committees will focus on certain components of the report to determine how to use the data to improve the organization's performance in a certain area Committees will use the data to develop strategies for improvement Board and Staff Monitoring Each Student's Learning Response to Intervention Model The full board will review existing norms, make adjustments where needed, and adhere to the norms The full board will develop norms for addressing conflicts The full board will develop norms for addressing lack of participation The full board will develop norms for maintaining good communication Committeess will analyze relevant data from the previous quality assurance report Committees will identify deficiencies and areas that need improvement Committee chairs will collaborate to develop a comprehensive plan to improve quality assurance scores Term: 6 Mos Board and Staff Term: 1 Yr Note: This presentation will subsitute student learning for committee learning and engagement. DuFour Professional Learning Community Model Strengthen knowledge and understanding of board member expectations Redefine the role of board members to meet organizational needs Provide intense board training Align committee functions with desired outcomes Develop and adopt resource development strategies Develop a sustainability plan Term: 1 Yr Board President and Committee Chairs Systematic Intervention Building a Collaborative Culture

CSDM Implementation Roadmap

Transcript: CSDM Implementation Phases: Crawl, Walk, Run, Fly Implementation Roadmap and Additional Suggestions The implementation of CSDM can be structured into four key phases: Crawl, Walk, Run, and Fly. The Crawl phase focuses on governance and planning, allowing organizations to lay a solid foundation. In the Walk phase, organizations integrate tooling and initiate data quality and compliance processes. The Run phase emphasizes advanced CSDM alignment, ensuring robust operational practices. Finally, the Fly phase represents a focus on continuous improvement and innovation, unlocking the full potential of CSDM. Continuous Improvement and Change Management The CSDM implementation roadmap outlines a structured approach to integrating the Common Service Data Model, ensuring that IT services align with business goals effectively. By focusing on continuous improvement and stakeholder communication, organizations can enhance their configuration management processes significantly. Continuous improvement is essential for effective CMDB alignment with CSDM. Implementing robust change management practices ensures that all stakeholders adapt to changes seamlessly. Organizations should regularly assess their data quality and enhance processes based on feedback and evolving business needs. This approach fosters a culture that embraces innovation and agility. Stakeholder Communication and Success Metrics Monitoring Effective communication with stakeholders is critical to the success of CSDM implementation. Regular updates and transparent processes involve all relevant parties, including IT leadership and service owners. Monitoring success metrics allows organizations to gauge progress, identify areas for enhancement, and ensure alignment with strategic objectives. This data-driven approach supports informed decision-making throughout the implementation process. Role of Risk and Compliance Officers Risk and Compliance Officers are essential in managing regulatory requirements and mitigating risks associated with data management. They ensure that CMDB processes meet compliance standards and that any identified risks are addressed through appropriate governance frameworks. Their input contributes to building a resilient data management practice that supports business objectives. Stakeholder Engagement for Success The Importance of IT Leadership Engaging stakeholders at all levels is critical for the success of the CSDM implementation. Collaboration among Enterprise Architects, IT Leadership, Configuration Managers, and Risk Officers fosters an environment of shared understanding and accountability. Regular communication and feedback loops ensure that stakeholders remain informed and aligned with project goals, ultimately resulting in a more effective outcome. IT Leadership is instrumental in driving CSDM initiatives from a strategic standpoint. Their support is vital for resource allocation, process governance, and fostering a culture that embraces data-driven decision-making. Service Owners, who have deep insights into service delivery, also play a critical role in ensuring that services align with business needs and that their dependencies are accurately reflected in the CMDB. Enterprise Architect and Configuration Manager Roles Identifying Relevant Stakeholders The Enterprise Architect plays a crucial role in aligning IT strategy with business goals. They ensure that the architecture of information systems supports organizational objectives. The Configuration Manager is responsible for maintaining the integrity of the CMDB, overseeing the data modeling process, and ensuring accurate records of all Configuration Items (CIs). Together, both roles are integral to bridging the gap between technology and business requirements. Effective implementation of CSDM relies heavily on identifying the right stakeholders who can influence or contribute to the process. The involvement of various key roles ensures alignment with strategic goals and enhances collaboration throughout the implementation phases. Foundation Layer Implementation Service Mapping and Governance In this phase, aligning the CMDB with the CSDM is prioritized. Initiatives for improving data quality are implemented, which include standardizing data entry and validation processes. Establishing a robust foundation is key to supporting other layers of service management effectively. Service mapping is essential for visualizing the relationships between business services, applications, and infrastructure components. Implementing governance structures ensures accountability and strategic oversight throughout the CMDB lifecycle. This phase reinforces the entire data architecture, facilitating better decision-making and operational efficiency. Planning and Preparation Phases of Implementing CMDB This initial phase is crucial for engaging key stakeholders, ensuring their input shapes the project scope. A thorough assessment of the current state of data management practices is

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Implementation Roadmap

Transcript: BESPOKE LEARNING IMPLEMENTATION ROAD MAP First Meetings Points of Interest For 2022 we met with parents midway through Grade 8 but in future this will be done at the start of Term 3 as this is more age-appropriate. Our 2022 group will have follow-up meetings in July 2023 to readjust and refocus, aside from continuously observing and noting changes in focus and interests in each of the learners. This data will be kept on file as part of their learner profile. Teachers meet up! Teacher meets Discuss Grade 8 & 9 interest range Devise learning path for each learner based on data from profile Identify integration options within Proficiencies and Experiential learning spaces e.g. Science, Maths, Thematics and Stappie-Stappie to cover various aspects of the overall learning programme in its theory and practical application contexts. Identify and budget for external resources, either human or electronic or physical Identify overall theme for the term that will include the SDGs, and accommodate learners’ bespoke learning plans. Dashboard view Feedback to Parents An outline of the learning plan with main goals identified to be compiled Learner input required in some instances - this will remain a working document Shared with parents Bespoke programme Bespoke Planning 2022 Teachers will plan independently and in collaboration with each other to ensure: Curricular learning goals are met within the subject Integration aspects are designed and optimised for each subject involved Clear and robust academic experiences that will accommodate the learners’ individual focus areas within the overarching theme Clear and SMART goals co-created with learners to ensure the individual focus is always at the core of learning What will learning look like? RESOURCES BUDGET Experience! DIGITAL PHYSICAL HUMAN R R R Resource 1 Resource 2 Resource 3 Resource 4 Resource 1 Resource 2 Resource 3 Resource 4 Resource 1 Resource 2 Resource 3 Resource 4 ACTUAL ACTUAL ACTUAL CURRICULUM GOALS Subject theory and application Green Skills and Values SDG-based where appropriate Inquiry-based approach which caters for learner-led learning A shared context derived from the experiential subjects' themes, SDGs and learner focus area. PROFICIENCIES Pricing Option 2 EXPERIENTIAL Pricing Option 3 EXAMPLE Handling Questions Reflections Conversation 1 Conversation 1 Conversation 2 Conversation 2 Conversation 3 Conversation 3 Close the Deal Notify Finance Team Send to client Draw up contract Countersign Pass to manager for approval Time Revisions

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