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Gen2gen Implementation Roadmap

Transcript: Gen2gen Implementation Roadmap This roadmap outlines the key phases and objectives for the Gen2gen project, spearheaded by Milind Shirolkar, Senior Manager of IT at BID. The timeline includes the development of an intelligence layer and a focus on data integration and processing, targeting completion by Q4 2025. Project Lead: Milind Shirolkar Milind Shirolkar serves as the Project Lead for the Gen2gen Implementation Roadmap. As a Senior Manager in IT at BID, he is responsible for overseeing the development and execution of the project phases, ensuring that initiatives are aligned with organizational goals and timelines. Project Leadership Responsibilities: Oversight and Coordination Under Milind's leadership, the project aims to enhance data intelligence and integration processes. His role involves coordinating teams, managing resources, and driving innovation within the project's scope. Gen2gen Implementation Roadmap A Strategic Guide to Data Integration and Intelligence Layer Development Gen2gen Implementation Roadmap Key milestones for the Gen2gen project guided by Project Lead Milind Shirolkar, Sr. Mgr. IT, BID. October 2025 Q4 2025 October 2025 Initiate the development of the Intelligence Layer. Establish OTMM connectivity and document integration. Complete the PubMed data ingestion pipeline, handling over 6 million articles. Q4 2025 Goals Complete PubMed Data Ingestion Intelligence Layer Development Establish OTMM Connectivity Completion of the PubMed data ingestion pipeline will provide access to a vast array of research articles, improving information retrieval. Development of the Intelligence Layer is pivotal for enhancing data analysis capabilities. Establishing OTMM connectivity is crucial for seamless data exchange and integration within the system. Next Steps in Gen2gen Implementation Roadmap The next steps involve crucial developments in the Gen2gen project, focusing on intelligence layer creation and data integration. By Q4 2025, the team aims to complete the PubMed data ingestion pipeline, which includes over 6 million articles, and establish OTMM connectivity. Complete PubMed Data Ingestion Pipeline (6M+ Articles) The development of the PubMed data ingestion pipeline will enable the processing and integration of over 6 million articles, enhancing the intelligence layer of the Gen2gen project. This robust pipeline is crucial for ensuring seamless access to valuable research data. Data Integration & Processing Establish OTMM Connectivity Establishing OTMM connectivity is essential for the integration of various data sources within the Gen2gen project. This connectivity ensures that all data flows efficiently, facilitating enhanced analysis and reporting capabilities. OTMM Connectivity Clear Documentation Seamless Integration Documentation will provide clear guidelines and protocols for utilizing OTMM, facilitating easier onboarding and maintenance. The OTMM connectivity will ensure seamless integration between various systems, improving data flow and accessibility. Current State of Data Ingestion Expected Outcomes After Implementation The current state involves limited data access with manual processes. The existing pipeline is unable to handle a large volume of articles efficiently, leading to delays and incomplete data integration. Post-implementation, the new ingestion pipeline will automate the process, allowing for seamless integration of over 6 million PubMed articles. This will enhance data accessibility and improve processing times significantly.

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

2025 Roadmap Implementation

Transcript: Implementing the Roadmap: 2025-2026 Assemble Commission subgroup focused on data standards Data Health IT Data Governance Workgroup to focus on data standards (2.1) Complete landscape analysis of relevant standards for workgroup consideration (2.1) Ties to goals 2 and 3 Key Activities: HIT standards subgroup Data mapping strategy Cybersecurity protocols and training Health data exchange framework State agency working group Explore partnerships to leverage existing frameworks for Colorado Community of Practice (COP) (3.3) Propose details for partnership to eHealth Commission (3.3) Establish CoSHIE advisory council(s) or other panel(s) to support the Proof of Concept projects (1.1) Rural Data Mapping Analysis (2.2) Present findings of Rural Data Mapping Analysis to Rural Steering Committee (2.2) From Rural Steering Committee, present prioritized strategy to eHealth Commission (2.2, 2.4) Develop state agency working group (2.5) From eHealth Commission, present prioritized strategy to workgroup (2.5) Community Ties to Goals 1 and 3 Corresponding Key Activities: Community advisory panels Continuous improvement framework OeHI project dashboard Stakeholder engagement Add 2 or more community members/patient representatives to each workgroup, when revant (1.1, 3.2) Develop continuous improvement framework for Commission review (1.2) Enact framework for OeHI (1.2) Develop impact and implications of health IT framework for Commission review (3.1) Develop resource page on OeHI website (3.4) Enact framework for OeHI (3.1) Prioritize adding cybersecurity protocols and resources first (2.3) Commission to prioritize quarterly training opportunities to be provided or shared (3.4) Develop OeHI Project Dashboard for Commission review (1.3) Innovation Publish Dashboard on OeHI website Ties to Goals 2 and 3 Key Activities: Stakeholder engagement Framework for impact and implications of health IT AI Community of Practice Ongoing training and resources on responsible innovation Opportunities to support local innovation and support under-resourced organizations Framework for future OeHI projects and funding Decision workflow for OeHI project funding Develop framework for future OeHI projects and funding (3.6) Build local innovation and under-resourced partners into framework (3.5) Present framework to eHealth Commission (3.6) Enact framework for OeHI (3.6) Develop decision workflow based on framework (3.7) Enact decision workflow for OeHI projects (3.7)

Project Implementation Roadmap

Transcript: Implementation Timeline A detailed view of the project phases and milestones over the six-month period. Month 5 Month 6 Month 1 Month 2 Month 3 Month 4 Execution begins, focusing on the first set of deliverables. Monitoring and adjustments made based on performance metrics. Project initiation, including stakeholder meetings and resource allocation. Completion of planning phase, with project requirements and timelines defined. Continued execution with emphasis on stakeholder feedback and iteration. Final evaluations, project closure, and delivery of outcomes. Resources Required Initiation Phase The initiation phase involves defining the project at a broad level, establishing its feasibility, and securing necessary approvals. This sets the foundation for a successful project. Planning Phase During the planning phase, detailed project plans are developed, including timelines, resource allocations, and risk assessments. This is essential for guiding the project toward its objectives. Execution Phase Key Phases of the Project The execution phase involves putting the project plan into action by coordinating resources and tasks. This phase focuses on delivering the project outputs as per the defined requirements. Monitoring Phase Monitoring is crucial to track project progress against the plan. It involves regular reviews, performance assessments, and ensuring that the project remains on schedule and within budget. Closure Phase Human Resources Financial Investment Technological Support Closure marks the completion of the project, where final deliverables are handed over, project performance is evaluated, and lessons learned are documented for future projects. Human resources will include skilled personnel necessary for the execution of tasks and responsibilities in various phases of the project. A financial investment is essential for covering costs such as salaries, equipment, and other operational expenses throughout the project lifecycle. Technological support includes software and hardware required to enhance productivity and ensure effective communication among team members. Reactive Risk Management Proactive Risk Management Reactive risk management focuses on dealing with risks after they have materialized. This includes creating contingency plans, adjusting timelines and resources, and implementing corrective actions to minimize impact on the project. Proactive risk identification involves assessing potential challenges that may arise during the project. This includes analyzing historical data, consulting stakeholders, and creating a comprehensive risk register to capture all uncertainties. Improved Efficiency The project aims to streamline processes, leading to a reduction in time and resource wastage, ultimately improving overall efficiency. Project Implementation Roadmap Increased Stakeholder Satisfaction Expected Outcomes Enhancing communication and addressing stakeholder needs will lead to higher satisfaction levels among all parties involved. Enhanced Project Deliverables With a focus on quality and timely delivery, the project will result in deliverables that meet or exceed expectations, thereby enhancing the project's overall impact. A Comprehensive Guide to Successful Project Execution Conclusion and Next Steps The implementation roadmap outlines a structured approach that ensures successful project delivery. Key next steps include engaging stakeholders to gather insights and aligning resources to meet project demands. Project Implementation Roadmap This roadmap details the strategic steps necessary for executing the project effectively, ensuring all phases are addressed systematically and efficiently.

powerpoint template

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