Emphasizes positive opportunities and employee engagement leading to improved morale, productivity, quality of work and profit. Reduces disruptive aspects in the change process and allows you to adjust quickly to changing conditions.
To maintain a competitive advantage, organizations must embrace change and align organizational goals and processes. Company-wide Alignment Provides alignment from the leadership team to the employees.
Improved Communication Allows you to plan for a more efficient communication strategy helping to minimize resistance to change. Employee Satisfaction Emphasizes positive opportunities and employee engagement leading to improved morale, productivity, quality of work and profit. Creates an Agile Culture Reduces disruptive aspects in the change process and allows you to adjust quickly to changing conditions. White arrow. Red arrow. Engaging with a professional organization with a proven track record increases the success factor by 3X!
Why Our Customers Refer Us. Video Poster. We have 18 different divisions and a number of different product lines and our organization serves individual businesses and financial institutions so we have quite a diversity in our employee base. DiSC has really given us a way to be able to get employees working together across those lines. The program helps emerging leaders understand their strengths and opportunities early in their career. In this case it is possible to replay the revision and migrate it to Git.
They can be directly mapped to submodules in Git, as the data model is the same. A project can have another project added as a subproject in specific revision. It results in a directory in the workspace. It is the same in Git. They can be created on any object in the Synergy database. It gives special meaning to the development process which can be hard to redo in Git. It is not so much related to the migration itself, but how the development process adapted to working in Git.
The above should show that while you may lack a one to one mapping from Synergy to Git, you can make reasonable choices that allow us to migrate. Since projects and their revisions are the unit for migration, let us dig a bit deeper into how to do the migration. Firstly, you need to figure out which projects from which databases you would like to migrate. You might already have a sense of what to migrate, but I recommend querying the databases for projects in order to avoid missing some.
The databases might have been around for longer than the people working in the teams currently. You need to assess the projects to determine if they are targeted for migration or can be skipped. Some projects have subprojects and you must determine how to migrate those. It should either be preserved as a submodule or it should be a subdirectory. Working in a client-server SCM has usually given patterns of storing artifacts, dependencies and tools in the source. It does not fit well with a distributed source control system like Git as you carry, by default, the whole history of commits and files with you.
The size of the repository itself, but also the increase in size per revision, gives the first indication if the repository is sustainable in the long run. Actions to remediate this can vary from removing files, adding to artifact manager, adding to Git Large Files System LFS or submodules. It is hard to say up front which solution is best for each file or area. That evaluation and actions should be decided within the organization. As mentioned above, the files, tasks and baselines cannot be migrated to Git as such, but they contain a lot of relevant information.
The baseline object contains this information and it can be added to an annotated tag along with the commit message, which is great, as these are searchable via Git, but also parsable by Git repository managers. It will give you a traceability bridge from Synergy to Git. You can migrate the Synergy tasks and Rational Change problems to your task management tool. The tasks can include information about the assignee, the release, a description and file lists.
Usually, repository managers and task management systems have integrations, so you can reference tasks in commit messages. It is then possible to use this method to link together the project revisions migrated and tasks in the task management system. It will give great traceability to the historic revisions. Synergy tasks were migrated to Jira as stories along with FixVersions and components. Experience over the years tells me that you will have to tune the migration machinery a few times to get it right.
It is an iterative process. There are decisions that need to be made, which is related to processes and structure. In all likelihood you are changing the engine of the car while you are driving, so you should expect to rehearse the migration several times. Technically, you can compare the files and structures between a revision taken out of Synergy and a tag taken out of Git.
Can we build and verify the software? Can you generate documentation, produce artifacts and releases? In terms of process, you need to go through a full development and delivery lifecycle in Git to see that you are able to work from the Git base.
In the previous sections, I highlighted challenges and potential solutions as a result of the different data models. Also, groupthink—the pressure to conform—may cause the group to strive for harmony instead of evaluating information and alternative courses of action honestly and objectively.
Organizations strive to achieve positive synergy or strategic fit by combining multiple products, business lines, or markets. One way to achieve positive synergy is by acquiring related products, so that sales representatives can sell numerous products during one sales call.
Rather than having two representatives make two sales calls to a potential customer, one sales representative can offer the broader mix of products. Mergers and acquisitions are corporate-level strategies designed to achieve positive synergy. Negative synergy is also possible at the corporate level. Downsizing and the divestiture of businesses is in part the result of negative synergy. For instance, Kimberly-Clark Corporation set out to sharpen its emphasis on consumer and health care products by divesting its tiny interests in business paper and pulp production.
According to the company, the removal of the pulp mill will enhance operational flexibility and eliminate distraction on periphery units, thus allowing the corporation to concentrate on a single, core business activity.
The intended result of many business decisions is positive synergy. Managers expect that combining employees into teams or broadening the firm's product or market mix will result in a higher level of performance.
However, the mere combination of people or business elements does not necessarily lead to better outcomes, and the resulting lack of harmony or coordination can lead to negative synergy. Debbie D. Corning, P.
Gupta, D. Kreps, G. Organizational Communication. Boston: Addison-Wesley, Lehman, C. Business Communication. Millman, G.
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