These are two separate yet continuing projects from the attached files of deliverable #1 and #2. So the pages for each deliverable (#3 and #4) would be 8 pages, as of total of 16 pages. I'm attaching...

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1. Executive Sponsor Meeting Slide Deck
The executive sponsor is a senior executive who supervises the company 1® platform support team, which is in charge of developing, sustaining, and expanding company 1 like a business strategic platform. The executive sponsor is in charge of ensuring that the company 1 strategic roadmap is aligned with quantifiable business goals. The executive sponsor also sets the strategic focus and purpose for the platform support team, then works with executive colleagues to articulate the value of company 1 and eliminate organizational impediments.
Since they are accountable for proving the Now Platform relevance ®'s to the rest of the company, the company 1 executive sponsor is a crucial partner to the platform team.
Employ an executive sponsor to help you effect innovation and overcome obstacles. The executive sponsor is in place to assure that performance meets corporate objectives and adds value. To get the executive sponsor's support and prepare them for this journey:
· Describe the executive corporate sponsor responsibilities so that they are aware of their responsibilities.
· A
ange a timetable with the executive sponsor to keep them up to date on the entire company 1 project and work through any issues that arise.
· Demonstrate an awareness of the Platform and be aware of the execution of strategic specifics by training the ES.
· Create an action plan that outlines the steps that the executive sponsor should take and the decisions that they must make.
· Evangelize positive stories, establish solid business cases and roadmaps, and secure more executive sponsors to support the executive sponsor's efforts to promote the usage of the Now Platform to other business units.
Describing the requirements of the executive sponsor.
It's vital to establish the tasks and responsibility of your company 1 executive sponsor after you've found one. These definitions assist you in setting expectations with your executive sponsor and guiding them through the steps necessary to influence the Now Platform vision and plan. Define the responsibility for overseeing the company 1 strategic roadmap and ensuring that it is aligned with demonstrable business results, which may include:
Developing the vision and strategy for the Now Platform program team.
In charge of defining the platform team charter – The team charter is a legal statement that serves as the team's or project's genuine "North Star." It explains the team's mission, scope of operations, goals, and repercussions, among other things time constraints if nescessary.
· Developing company 1 as a major integrated service and developing its commercial placement inside the
oader organizational design
· Developing and confirming corporate goals (e.g., transformation) and a benefit creation plan to expand the company 1 strategic plan (e.g., IT productivity up 20 percent )
· Collaboration with the sustenance team to ensure that the team's and platform's capabilities are in line with the company's strategic vision.
· Considering the system owner's and system team's strengths
Encouraging modifications and/or extensions to the system support staff in collaboration with the platform owner to improve the platform's capacity to execute
· Directing and playing an active role in the company 1 global administration assess (i.e., the executive steering board), which includes:
· Make the executive vision clear.
· Encourage cooperation with the company.
· Guarantee that the goal is ca
ied out.
· Providing assistance to the OCM program team through activities that promote agile methodologies (e.g., contributing to the stakeholder analysis, contributing the OCM plan, and publicly supporting and delivering messaging that supports necessary change)
The financing for the company 1 strategic plan has been approved (s)
1. Define the roles and meet with the executive sponsor to discuss them.
2. Provide training to the executive sponso
3. Develop an executive action plan.
4. Work with the executive sponsor to expand company 1 adoption
Describes the responsibilities of the executive sponsor. (Continued)
· Establish the duties for overseeing the company 1 strategic roadmap and ensuring that it is aligned with quantifiable business results; such roles may include
· Handling the company 1 budget and organising the priority of budget requests.
· Serving as the executive source of authorization and last point of a
itration for all Cu
ently Platform actions and strategies
· Describe how a successful executive sponsor sounds like, including:
· Participating effectively in the team's planning process
· To obtain support, effectively conveying how company 1 solutions can address their peers' business problems, highlighting positive stories and the benefit already seen through company 1 implementation.
· Increasing system adoption in other sections of the company where company 1 may
ing value
· Spreading the gospel for company 1's ability to facilitate corporate restructuring
· Determining when and where tactical decision-making and permissions linked to company 1 governance should be delegated.
· Identify which candidates for the executive sponsor job are available, such as:
· VP or managing analyst of apps, chief technology officer (CTO)
· Architecture VP or managing analyst
C-level managers make the ideal executive sponsors since they have more exposure to their C-suite peers, have more insight into the group's overall strategy, and have more clearance and persuasion authority (e.g., providing easier access to the CFO to gain budget approvals.)
1. Define the responsibilities and meet with the executive sponso
2. Train the executive sponso
3. Create an action plan for the executive sponso
4. Work with the executive sponsor to expand company 1 adoption.
An executive sponsor's effectiveness throughout life transitions is determined by the following ten critical activities:
· Establishing and expressing a clear and appealing vision for the transformation, demonstrating how it connects to the company's goal.
· Obtaining senior and line leadership motivation and loyalty. Workers would like to learn about the shift from senior leadership and their immediate manager. Have you given your management team the tools they need to succeed?
· Building and sustaining a feeling of urgency and importance of a need for transformation as a transformation promoter.
· Addressing those who are resisting change and paving the way for it to succeed.
· Setting new standards through serving as a genuine role model for new habits and "talking the talk."
· To use a variety of media and offering good channels for efficient 2 communication to communicate about the changes on a regular basis. Be willing to listen and receive comments.
· Frontline managers should be trained, mentored, and coached, and they should be available during the transition. Creating and sustaining a strong coalition of leaders who are committed.
· Assuring that means for transformation are available, particularly personnel and training; this includes finance. Are you making the necessary investments and offering the necessary tools for success?
· Integrating the group's architecture, atmosphere, and incentive systems with the change program, particularly in terms of strategic planning.
· Assuring that the project remains aligned with the other organisational activities and the organisational strategic goals.
2.
Risk Assessment
After determining the existence of potential dangers, the task force examines each one according to the chance that a risk event will transpire and the potential for failure that is associated with it. Not all risks are equally dispersed over the environment. The likelihood of certain hazard events occu
ing is substantially higher than that of others, therefore the associated costs might vary greatly. The very next step in the risk assessment study is to evaluate the risk in terms of the severity of any conceivable loss to the project as well as the possibility that it will actually happen.
Risk Reduction
Following the identification and evaluation of the risk, the project team creates a risk management plan, that is a strategy for reducing the effect of an unforeseen event. The development team uses a variety of strategies to reduce risk:
· Avoiding dange
· Sharing the risk
· Risk mitigation
· Shift of risk
An effective contingency plan usually involves finding an alternative strategy that...