The document outlines the major steps to create an One Page Management System (OPMS) to accomplish a mission. It involves identifying the mission, things to do, barriers/threats, strengths/resources, weaknesses, opportunities, events and milestones. It then involves developing models and linking elements under different dimensions like planning, information, marketing, production and problem solving systems. The process takes 1-2 months for initial understanding but subsequent OPMS are faster as models and understanding are already developed. It is an iterative process to identify weaknesses and overcome barriers to progress towards the mission.
This 3 sentence document discusses how liking and loving someone differ. When you like someone, you accept their faults but still see them as imperfect. However, when you love someone, you embrace and accept them fully, faults and all. Loving someone means taking them as a whole, not in spite of or despite their flaws.
1) O documento descreve dois decretos aprovados pelo Conselho de Ministros de Cabo Verde relacionados a empréstimos internacionais.
2) O primeiro decreto aprova um empréstimo de €12,8 milhões da Espanha para financiar a construção de uma instalação de refrigeração no Porto do Mindelo.
3) O segundo decreto aprova um empréstimo de $7,9 milhões do Banco Mundial para apoiar o orçamento do governo.
Este documento presenta varios lugares turísticos e históricos de Medellín, Colombia, como el Acuario Explora, el Desfile de Silleteros, el Orquideorama del Jardín Botánico Joaquín Antonio Uribe, la Plaza de Cisneros, y el Edificio Inteligente de Empresas Públicas de Medellín. También promueve los sitios web www.viztaz.com.co y www.guiaturisticademedellin.com para ver más imágenes de la Medellín moderna y antigua.
The document discusses chatter theory and how cutting parameters affect machining dynamics at high speeds. It defines chatter as a self-excited vibration between the tool and workpiece during cutting. Chatter can be problematic for high-speed machining. The stability lobe diagram shows the limits of axial depth of cut for different spindle speeds to avoid chatter based on the machine's oriented frequency response function. Process damping provides stability at low speeds by interfering between the tool and workpiece surfaces.
This document discusses key aspects of managing successful service delivery projects. It emphasizes the importance of: having clear project definitions and scope; securing early support from senior management and stakeholders; appointing an experienced project manager to oversee the team and ensure tasks are completed on time and budget. Effective communication with all parties through the project lifecycle is also vital, such as listening to stakeholders and providing regular updates tailored to their needs. Defining the project scope upfront through discussion helps ensure a shared understanding of goals and deliverables.
This 3 sentence document discusses how liking and loving someone differ. When you like someone, you accept their faults but still see them as imperfect. However, when you love someone, you embrace and accept them fully, faults and all. Loving someone means taking them as a whole, not in spite of or despite their flaws.
1) O documento descreve dois decretos aprovados pelo Conselho de Ministros de Cabo Verde relacionados a empréstimos internacionais.
2) O primeiro decreto aprova um empréstimo de €12,8 milhões da Espanha para financiar a construção de uma instalação de refrigeração no Porto do Mindelo.
3) O segundo decreto aprova um empréstimo de $7,9 milhões do Banco Mundial para apoiar o orçamento do governo.
Este documento presenta varios lugares turísticos e históricos de Medellín, Colombia, como el Acuario Explora, el Desfile de Silleteros, el Orquideorama del Jardín Botánico Joaquín Antonio Uribe, la Plaza de Cisneros, y el Edificio Inteligente de Empresas Públicas de Medellín. También promueve los sitios web www.viztaz.com.co y www.guiaturisticademedellin.com para ver más imágenes de la Medellín moderna y antigua.
The document discusses chatter theory and how cutting parameters affect machining dynamics at high speeds. It defines chatter as a self-excited vibration between the tool and workpiece during cutting. Chatter can be problematic for high-speed machining. The stability lobe diagram shows the limits of axial depth of cut for different spindle speeds to avoid chatter based on the machine's oriented frequency response function. Process damping provides stability at low speeds by interfering between the tool and workpiece surfaces.
This document discusses key aspects of managing successful service delivery projects. It emphasizes the importance of: having clear project definitions and scope; securing early support from senior management and stakeholders; appointing an experienced project manager to oversee the team and ensure tasks are completed on time and budget. Effective communication with all parties through the project lifecycle is also vital, such as listening to stakeholders and providing regular updates tailored to their needs. Defining the project scope upfront through discussion helps ensure a shared understanding of goals and deliverables.
The document provides an overview of the One Page Management System (OPMS) software. Some key points:
- OPMS is a problem solving and decision making tool developed based on Professor John Warfield's Interactive Management system and general systems theory.
- It can help individuals and groups access their full capabilities and genius to effectively accomplish missions.
- OPMS works by creating lists and models across dimensions like things to do, barriers, strengths, weaknesses, opportunities, and milestones to integrate all aspects of a mission.
- Using OPMS workshops, users can identify an agreed upon mission, develop action plans, and design systems to accomplish the mission to a higher level of effectiveness than conventional methods.
How To Build A Credible Performance Measurement BaselineGlen Alleman
IPM 2009 presentation. The Performance Measurement Baseline is the collection of the Cost, Schedule, and Technical Performance Measures for the program - used to make management decisions.
How To Build A Credible Performance Measurement Baselineguest9da059
IPM 2009 Conference briefing. The Performance Measurement Baseline is the project controls vehicle that connects Cost, Schedule, and Technical Performance in a single database.
The Unified Process (UP) is a popular iterative software development process for building object-oriented systems. It is flexible and incorporates best practices from other agile methods. The UP consists of four phases - Inception, Elaboration, Construction, and Transition. The Inception phase involves establishing an initial vision, scope, and feasibility of the project through analyzing a portion of requirements and risks. A decision is made whether to proceed further with more detailed planning in the Elaboration phase.
The waterfall, a commonly misapprehended methodological conceptAxel Vanhooren
Waterfall as methodological concept; right usage of methodologies; purpose of phases; possibilities for flexibility, continuous improvement, scalability, fast delivery, iterations, continuous testing, advantages & disadvantages, ...
Is your ladder leaning against the right wall?Stephen Morris
Measurements and KPIs are crucial for our ability to improve. Used in the right way, they provide a vital ability for us to ‘see’ where we are, they enable feedback and allow us to make adjustments to ourselves, teams and businesses. The right measures can even be inspiring and unifying.
However, picking the wrong measures or applying them without consideration can limit performance and promote behaviours you don’t want (or more commonly, didn’t expect).
ISG: TechChange Presentation on M&E MIS SystemsMichael Klein
The document discusses planning and implementing an M&E (monitoring and evaluation) MIS (management information system) for projects. It notes that historically monitoring has taken a backseat to evaluation, but adaptive management and agile programming now demand iterative data collection. An M&E MIS can provide timely data for decision-makers if planned properly from the start with clear objectives, management responsibilities, and evaluation targets. Key steps include assessing existing systems, developing functional specifications, and managing organizational change. The tool's success depends on how problems are defined, how the system is used, and whether data collection and review processes are in place.
PROBLEMS ARE THE GOLDEN EGGS
problems??? day by day in our proffessional life we faces so many problems, but didn't recognize about the problem. Because we are habituate to facing to problems, if we want to solve the problems, first we can feel YES am facing a problem then you have a chance to solve it... after that we should find is it REPEATATIVE problem or New problem, on the bases of the issue we can take further steps, how to break it. how to analyse, how to find countermeasure, how to check is it suitable or not, how to make standard
This document discusses ways to improve software productivity. It notes that while hardware productivity has increased dramatically over time, software productivity has improved much more slowly. The document explores ways to better measure and analyze software productivity, noting that lines of code is commonly used but has limitations. It discusses analyzing productivity based on factors like programming language experience, team skills, and project size. Improving areas like requirements analysis, reuse, and team skills can significantly boost productivity.
Hopmere, Michael Its Better Building 080410mhopmere
Short practical presentation given in Montreal in 2008 - identifying \'missing links\' in your PM organisation, assessing their impact and filling the gaps.
The Disaster Recovery Plan Sumanth Lagadapati[email protecte.docxtodd241
The Disaster Recovery Plan
Sumanth Lagadapati
[email protected]
Introduction
Many companies don’t have a disaster recovery plan often there is a desire for a DRP.
The level of effort and\or cost required to create DRP can cause this project to have a low priority relative to other more immediate projects.
A DRP is viewed as "nice to have" or "just insurance that will not be used ", and not as a critical business component.
That is, until there is a failure that causes a significant outage or loss of data (often at a significant cost to the business).
It is my opinion that every company could benefit from both a disaster recovery plan and a business continuity plan (BCP)
Investing in a DRP and BCP is just as an important for most business in my opinion.
Where do you start?
The first step is to create a DR team and this includes an:
Executive sponsor.
DR coordinator.
Team leaders (there will be several groups and possibly subgroups).
Team members.
This people should be designated as either primary or backup for position, with every position having more than one person assigned this to minimize people as a single point of failure.
The goal is to have the expertise to help develop the various recovery procedures, and is committed to success of the overall effort.
Where do you start? cont…
The next step is to define business goals.
The goal should address items such as:
What functional areas need to be recovered?
What length of time is acceptable for recovery?
What amount of data loss is acceptable?
This often involves prioritization and a cost-benefit analysis to determine the worth of recovery (i.e. something that may be premature at this phase of the project).
Understand the business goals and objectives
To find out what that really entails you must know:
What are the critical systems?
What are the key processes and applications?
What are the dependencies on other systems?
This includes:
Data transfers.
Manual processes
Remote processing
Then documents these processes.
Because there is interaction with dependencies on other systems and user interface, and the sensitivity of the data.
Once the systems have been identified, attempt to quantify their impact relative to the overall business goals.
Identify specific requirements
Everyone involve with this effort (including upper management within a company) needs to have a single vision of what success look like, without this you risk wasting time and money on a plan that may be viewed as a failure.
Identify key personnel
These people may not be part of the DR team, but they are important. (For example who has the authority to declare a disaster?)
This list should be maintained both by name and by role; it should be validated and updated frequently.
Identify single point of failure
The overall goal of this step is to mitigate unnecessary risk.
The scope of this effort includes people, software, equipment, and infrastructure.
It i.
Sheet2ScoresMaxActualComments1. Effort Estimate. Estimate the e.docxbjohn46
Sheet2ScoresMaxActualComments1. Effort Estimate. Estimate the effort necessary to complete the project. The estimate should be in units of days or fractions of days. All work to determine the effort should be shown. Provided estimate55Included software development tasks in estimate1010Broke down software development tasks1010Included standard software development phases1010Included project management tasks1010Broke down project management tasks1010Included other tasks (e.g., training)1010Used method described in #4552. Assumptions: Document the assumptions made to determine the effort estimate in a list. 10103. Describe the method(s) used to determine the effort estimate. 10104. Identify and describe the advantages and disadvantages of the method(s) used.10100100100Second submission90%90
Sheet3
Windshield Survey
Assignment Guidelines
A. Windshield Survey
The Windshield Survey is comprised of general qualitative observations that give you a snapshot of the community that you can capture as you drive/walk through the community. The demographic data can be obtained online, through the public library, county or township administration buildings. Please address the following in a narrative format following APA guidelines:
1. Geographical description
· Boundaries, geographical, political, or economic, how is it seen.
· Housing an zoning
· Sign of decay
2. Health Resources
a. Type of services available: health department, private MD, dentist, hospital clinic,
b. pharmacy, health promotion, mental health
c. School and occupational health services
d. Official and voluntary services
e. Self help and support groups
f. Service organizations, faith-based programs
g. Stores (grocery, retail, drug, dry cleaning, etc.
h. Transportation
3. Citizen safety and protective services
a. Police and fire
b. Shelters for victims of abuse
c. Others: neighborhood watch etc.
4. Services provided by senior citizens senior centers, meals on wheels, transportation, day care, long term care.
a. Parks and recreational areas
5. Community welfare services beyond city/state aid as provisions for emergency food, shelter and clothing.
Below please see the rubric that will be used to grade your survey and due date instructions.
Assignment must be presented in an essay style using APA format in the required Arial 12 font with minimum of 1000 words.
Project 1 – Estimating Project EffortLearning Objectives
This project has been designed to re-enforce the following concepts of developing software solutions:
· Requirements Elicitation
· Requirements Analysis
· Functional Decomposition
· Task Identification
· Effort Estimating
In addition, students will be introduced to the reality of quickly developing effort estimates with poor, incomplete and possibly conflicting information. Scenario
The Project Management Institute (PMI) has invited your company to respond to their Request for Proposal (RFP) regarding the deve.
Adapting Lean to Six Sigma DMAIC Flow with Matt Hansen at StatStuffMatt Hansen
This document describes how Lean tools and concepts can be adapted to the Six Sigma DMAIC methodology for problem resolution. It provides examples of specific Lean tools that can be used at each stage of the DMAIC process, including value stream mapping in the Measure phase, identifying waste and non-value-added steps in the Analyze phase, developing a new process map in the Improve phase, and using control charts and standard operating procedures in the Control phase. The document emphasizes that Lean problem resolution follows the same basic 5 steps as DMAIC and provides a framework for integrating Lean thinking into a Six Sigma improvement project.
Carl Gustav Hempel (1905 – 1997) posed a paradox. If we want to prove the hypotheses such as “all ravens are black,” we can look for many ravens and determine of they all meet the blackness criteria.
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
“ help.mbaassignments@gmail.com ”
or
Call us at : 08263069601
Performance-Based Project Management® id s deliverables based approach to project success. Deliverables start with the needed capabilities that the project produces to meet the mission objectives or fulfill a business case.
These deliverables fulfill the requirements, assessed through Measures of Effectiveness and Measures of Performance
This document discusses the importance of putting "management" into requirements management. It notes that while requirements engineering tools and processes have been adopted, many software projects still fail due to poor requirements management. The document advocates for establishing requirements baselines and metrics to monitor and control the requirements process. It provides examples of how measuring requirements can help managers prevent failures by spotting issues early. The document recommends identifying key information needs, establishing a requirements baseline plan, monitoring actual progress against the plan, and taking action when exceptions occur. Overall, it promotes an active, measurement-based approach to requirements management to improve project outcomes.
The question – what does Done Look Like? – was asked every week on the program that changed my life as a Program Manager. Rocky Flats Environmental Technology Site (RFETS) was the marketing term for the 3rd worst toxic waste site on the planet. RFETS was a nuclear bomb manufacturing plant, built in 1951, operating until 1989, and closed in 2005. I served as the VP of Program Management of the ITC (Information Technology and Communications) group, providing ERP, purpose built IT, voice, and data systems for 5,000 employees and contractors of the Bomb Factory.
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART INDIA MATKA KALYAN SATTA MATKA 420 INDIAN MATKA SATTA KING MATKA FIX JODI FIX FIX FIX SATTA NAMBAR MATKA INDIA SATTA BATTA
The document provides an overview of the One Page Management System (OPMS) software. Some key points:
- OPMS is a problem solving and decision making tool developed based on Professor John Warfield's Interactive Management system and general systems theory.
- It can help individuals and groups access their full capabilities and genius to effectively accomplish missions.
- OPMS works by creating lists and models across dimensions like things to do, barriers, strengths, weaknesses, opportunities, and milestones to integrate all aspects of a mission.
- Using OPMS workshops, users can identify an agreed upon mission, develop action plans, and design systems to accomplish the mission to a higher level of effectiveness than conventional methods.
How To Build A Credible Performance Measurement BaselineGlen Alleman
IPM 2009 presentation. The Performance Measurement Baseline is the collection of the Cost, Schedule, and Technical Performance Measures for the program - used to make management decisions.
How To Build A Credible Performance Measurement Baselineguest9da059
IPM 2009 Conference briefing. The Performance Measurement Baseline is the project controls vehicle that connects Cost, Schedule, and Technical Performance in a single database.
The Unified Process (UP) is a popular iterative software development process for building object-oriented systems. It is flexible and incorporates best practices from other agile methods. The UP consists of four phases - Inception, Elaboration, Construction, and Transition. The Inception phase involves establishing an initial vision, scope, and feasibility of the project through analyzing a portion of requirements and risks. A decision is made whether to proceed further with more detailed planning in the Elaboration phase.
The waterfall, a commonly misapprehended methodological conceptAxel Vanhooren
Waterfall as methodological concept; right usage of methodologies; purpose of phases; possibilities for flexibility, continuous improvement, scalability, fast delivery, iterations, continuous testing, advantages & disadvantages, ...
Is your ladder leaning against the right wall?Stephen Morris
Measurements and KPIs are crucial for our ability to improve. Used in the right way, they provide a vital ability for us to ‘see’ where we are, they enable feedback and allow us to make adjustments to ourselves, teams and businesses. The right measures can even be inspiring and unifying.
However, picking the wrong measures or applying them without consideration can limit performance and promote behaviours you don’t want (or more commonly, didn’t expect).
ISG: TechChange Presentation on M&E MIS SystemsMichael Klein
The document discusses planning and implementing an M&E (monitoring and evaluation) MIS (management information system) for projects. It notes that historically monitoring has taken a backseat to evaluation, but adaptive management and agile programming now demand iterative data collection. An M&E MIS can provide timely data for decision-makers if planned properly from the start with clear objectives, management responsibilities, and evaluation targets. Key steps include assessing existing systems, developing functional specifications, and managing organizational change. The tool's success depends on how problems are defined, how the system is used, and whether data collection and review processes are in place.
PROBLEMS ARE THE GOLDEN EGGS
problems??? day by day in our proffessional life we faces so many problems, but didn't recognize about the problem. Because we are habituate to facing to problems, if we want to solve the problems, first we can feel YES am facing a problem then you have a chance to solve it... after that we should find is it REPEATATIVE problem or New problem, on the bases of the issue we can take further steps, how to break it. how to analyse, how to find countermeasure, how to check is it suitable or not, how to make standard
This document discusses ways to improve software productivity. It notes that while hardware productivity has increased dramatically over time, software productivity has improved much more slowly. The document explores ways to better measure and analyze software productivity, noting that lines of code is commonly used but has limitations. It discusses analyzing productivity based on factors like programming language experience, team skills, and project size. Improving areas like requirements analysis, reuse, and team skills can significantly boost productivity.
Hopmere, Michael Its Better Building 080410mhopmere
Short practical presentation given in Montreal in 2008 - identifying \'missing links\' in your PM organisation, assessing their impact and filling the gaps.
The Disaster Recovery Plan Sumanth Lagadapati[email protecte.docxtodd241
The Disaster Recovery Plan
Sumanth Lagadapati
[email protected]
Introduction
Many companies don’t have a disaster recovery plan often there is a desire for a DRP.
The level of effort and\or cost required to create DRP can cause this project to have a low priority relative to other more immediate projects.
A DRP is viewed as "nice to have" or "just insurance that will not be used ", and not as a critical business component.
That is, until there is a failure that causes a significant outage or loss of data (often at a significant cost to the business).
It is my opinion that every company could benefit from both a disaster recovery plan and a business continuity plan (BCP)
Investing in a DRP and BCP is just as an important for most business in my opinion.
Where do you start?
The first step is to create a DR team and this includes an:
Executive sponsor.
DR coordinator.
Team leaders (there will be several groups and possibly subgroups).
Team members.
This people should be designated as either primary or backup for position, with every position having more than one person assigned this to minimize people as a single point of failure.
The goal is to have the expertise to help develop the various recovery procedures, and is committed to success of the overall effort.
Where do you start? cont…
The next step is to define business goals.
The goal should address items such as:
What functional areas need to be recovered?
What length of time is acceptable for recovery?
What amount of data loss is acceptable?
This often involves prioritization and a cost-benefit analysis to determine the worth of recovery (i.e. something that may be premature at this phase of the project).
Understand the business goals and objectives
To find out what that really entails you must know:
What are the critical systems?
What are the key processes and applications?
What are the dependencies on other systems?
This includes:
Data transfers.
Manual processes
Remote processing
Then documents these processes.
Because there is interaction with dependencies on other systems and user interface, and the sensitivity of the data.
Once the systems have been identified, attempt to quantify their impact relative to the overall business goals.
Identify specific requirements
Everyone involve with this effort (including upper management within a company) needs to have a single vision of what success look like, without this you risk wasting time and money on a plan that may be viewed as a failure.
Identify key personnel
These people may not be part of the DR team, but they are important. (For example who has the authority to declare a disaster?)
This list should be maintained both by name and by role; it should be validated and updated frequently.
Identify single point of failure
The overall goal of this step is to mitigate unnecessary risk.
The scope of this effort includes people, software, equipment, and infrastructure.
It i.
Sheet2ScoresMaxActualComments1. Effort Estimate. Estimate the e.docxbjohn46
Sheet2ScoresMaxActualComments1. Effort Estimate. Estimate the effort necessary to complete the project. The estimate should be in units of days or fractions of days. All work to determine the effort should be shown. Provided estimate55Included software development tasks in estimate1010Broke down software development tasks1010Included standard software development phases1010Included project management tasks1010Broke down project management tasks1010Included other tasks (e.g., training)1010Used method described in #4552. Assumptions: Document the assumptions made to determine the effort estimate in a list. 10103. Describe the method(s) used to determine the effort estimate. 10104. Identify and describe the advantages and disadvantages of the method(s) used.10100100100Second submission90%90
Sheet3
Windshield Survey
Assignment Guidelines
A. Windshield Survey
The Windshield Survey is comprised of general qualitative observations that give you a snapshot of the community that you can capture as you drive/walk through the community. The demographic data can be obtained online, through the public library, county or township administration buildings. Please address the following in a narrative format following APA guidelines:
1. Geographical description
· Boundaries, geographical, political, or economic, how is it seen.
· Housing an zoning
· Sign of decay
2. Health Resources
a. Type of services available: health department, private MD, dentist, hospital clinic,
b. pharmacy, health promotion, mental health
c. School and occupational health services
d. Official and voluntary services
e. Self help and support groups
f. Service organizations, faith-based programs
g. Stores (grocery, retail, drug, dry cleaning, etc.
h. Transportation
3. Citizen safety and protective services
a. Police and fire
b. Shelters for victims of abuse
c. Others: neighborhood watch etc.
4. Services provided by senior citizens senior centers, meals on wheels, transportation, day care, long term care.
a. Parks and recreational areas
5. Community welfare services beyond city/state aid as provisions for emergency food, shelter and clothing.
Below please see the rubric that will be used to grade your survey and due date instructions.
Assignment must be presented in an essay style using APA format in the required Arial 12 font with minimum of 1000 words.
Project 1 – Estimating Project EffortLearning Objectives
This project has been designed to re-enforce the following concepts of developing software solutions:
· Requirements Elicitation
· Requirements Analysis
· Functional Decomposition
· Task Identification
· Effort Estimating
In addition, students will be introduced to the reality of quickly developing effort estimates with poor, incomplete and possibly conflicting information. Scenario
The Project Management Institute (PMI) has invited your company to respond to their Request for Proposal (RFP) regarding the deve.
Adapting Lean to Six Sigma DMAIC Flow with Matt Hansen at StatStuffMatt Hansen
This document describes how Lean tools and concepts can be adapted to the Six Sigma DMAIC methodology for problem resolution. It provides examples of specific Lean tools that can be used at each stage of the DMAIC process, including value stream mapping in the Measure phase, identifying waste and non-value-added steps in the Analyze phase, developing a new process map in the Improve phase, and using control charts and standard operating procedures in the Control phase. The document emphasizes that Lean problem resolution follows the same basic 5 steps as DMAIC and provides a framework for integrating Lean thinking into a Six Sigma improvement project.
Carl Gustav Hempel (1905 – 1997) posed a paradox. If we want to prove the hypotheses such as “all ravens are black,” we can look for many ravens and determine of they all meet the blackness criteria.
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
“ help.mbaassignments@gmail.com ”
or
Call us at : 08263069601
Performance-Based Project Management® id s deliverables based approach to project success. Deliverables start with the needed capabilities that the project produces to meet the mission objectives or fulfill a business case.
These deliverables fulfill the requirements, assessed through Measures of Effectiveness and Measures of Performance
This document discusses the importance of putting "management" into requirements management. It notes that while requirements engineering tools and processes have been adopted, many software projects still fail due to poor requirements management. The document advocates for establishing requirements baselines and metrics to monitor and control the requirements process. It provides examples of how measuring requirements can help managers prevent failures by spotting issues early. The document recommends identifying key information needs, establishing a requirements baseline plan, monitoring actual progress against the plan, and taking action when exceptions occur. Overall, it promotes an active, measurement-based approach to requirements management to improve project outcomes.
The question – what does Done Look Like? – was asked every week on the program that changed my life as a Program Manager. Rocky Flats Environmental Technology Site (RFETS) was the marketing term for the 3rd worst toxic waste site on the planet. RFETS was a nuclear bomb manufacturing plant, built in 1951, operating until 1989, and closed in 2005. I served as the VP of Program Management of the ITC (Information Technology and Communications) group, providing ERP, purpose built IT, voice, and data systems for 5,000 employees and contractors of the Bomb Factory.
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART INDIA MATKA KALYAN SATTA MATKA 420 INDIAN MATKA SATTA KING MATKA FIX JODI FIX FIX FIX SATTA NAMBAR MATKA INDIA SATTA BATTA
During the budget session of 2024-25, the finance minister, Nirmala Sitharaman, introduced the “solar Rooftop scheme,” also known as “PM Surya Ghar Muft Bijli Yojana.” It is a subsidy offered to those who wish to put up solar panels in their homes using domestic power systems. Additionally, adopting photovoltaic technology at home allows you to lower your monthly electricity expenses. Today in this blog we will talk all about what is the PM Surya Ghar Muft Bijli Yojana. How does it work? Who is eligible for this yojana and all the other things related to this scheme?
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
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Adani Group's Active Interest In Increasing Its Presence in the Cement Manufa...Adani case
Time and again, the business group has taken up new business ventures, each of which has allowed it to expand its horizons further and reach new heights. Even amidst the Adani CBI Investigation, the firm has always focused on improving its cement business.
The Most Inspiring Entrepreneurs to Follow in 2024.pdfthesiliconleaders
In a world where the potential of youth innovation remains vastly untouched, there emerges a guiding light in the form of Norm Goldstein, the Founder and CEO of EduNetwork Partners. His dedication to this cause has earned him recognition as a Congressional Leadership Award recipient.
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1. MAJOR STEPS INVOLVED IN CREATING AN OPMS
The major steps involved in creating an OPMS for a Mission are explained
in outline. It has been found that first-time users take generally around 1-2
months (of ½ to 1 hour a day) to arrive at an adequate understanding to
enable them to continue thereafter on their own). This much time is required
NOT because of any difficulty in the process of creating an OPMS!
The time involved represents the difficulties we face in properly identifying
our weaknesses (arriving at a consensus if a group is involved) and then in
taking effective steps to overcome those weaknesses.
Subsequent One Page Management Systems created will generally work
out much more speedily, as many of the models and much of the
understanding required has already been generated in the first OPMS.
When an OPMS is actually constructed for any Mission, clicking on the names within the
names in the dimensions shown in the OPMS would lead to the specific models/lists of
elements related to those names. (Note - this feature is not yet implemented in the current
version of the software).
(For illustration, a prototype OPMS for a general Mission is shown below,
and the major ‘Steps to create an OPMS’ are listed after the illustration).
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2. ONE PAGE MANAGEMENT SYSTEM – Prototype
Mission: “ TO -----------------------------------------------------------”
A: THINGS TO DO B: BARRIERS/THREATS
• ISM ∧ Action Plan • FR with “Barriers”
• Field Representation • Problematique + Resolution
(FR)
Structure
C(i): STRENGTHS/RESOURCES (Available)
• OF with Strengths/Resources available for Mission
C(ii): STRENGTHS/RESOURCES (Required)
• OF with Strengths/Resources required to accomplish Mission
D: WEAKNESSES
• ISM/OF with “Weaknesses (which could impact Mission)
• Problematique + Resolution Structure
E(i): OPPORTUNITIES F: EVENTS
• ISM/OF with “Opportunities” • PERT Charts/CPM of nts
Gantt Charts, Resources, .
of conventional Project
E(ii): OPPORTUNITIES – Preparation Required
(to avail of Opportunities)
• ISM/OF
SYSTEM TIE-LINE
G: PLANNING SYSTEM H: INFORMATION SYSTEMS
• Planning Models • Information System Models
(Databases)
I: MARKETING SYSTEMS J: PRODUCTION SYSTEM
• Marketing Models • Models relating to Production
System
(Databases)
K: PROBLEM-SOLVING SYSTEM L: LEARNING SYSTEM
• P-S System is built into the OPMS •Learning System is built into the
OPMS
M: MONITORING & EVALUATION N: FINANCE CONTROL
SYSTEM SYSTEM
• All reports for monitoring & • All Books of Accounts,
evaluating progress Financial Ledgers
Balance Sheets, P&L
Accounts,
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Financial audit,
O: OTHER
3. Note: Each item under the various ‘dimensions’ above is a model of the kind of
elements described in the title of the respective dimension. Each such model explicitly
shows the relationship of the various elements comprising it to each other and to the
global ‘Mission’.
Creating the OPMS
Step 1: Identify a desirable Mission M:
MISSION: “______________________________________________”
(In case you have a problem, just put it into ‘Mission’ format. Various
examples of ‘Missions’ are available in various examples illustrated).
Step 2: THINGS TO DO (to accomplish Mission):
Generated from “1st Fundamental Trigger Question”:
“What, in your opinion, are the THINGS TO DO to accomplish
the above Mission?”
Step 3: Action Planning:
We shall construct an Interpretive Structural Model (ISM) with the
responses to above 1st Trigger Question. This ISM (which is technically
known as an ‘Intent Structure’) will develop into the ongoing Action Plan for
the Mission.
The participants in the Mission should spend about 20-30 minutes each day
to develop models relating to progress in their individual parts of this Mission
(as seen in their individual One Page Management Systems that should start
developing as the organization works towards the global Mission). As a
whole, the organization should meet from time to time, as found convenient,
to model progress towards the global Mission.
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4. Step 4: Identifying DIFFICULTIES, BARRIERS and THREATS – and
overcoming them
These are generated from the “2nd Fundamental Trigger Question”:
“What, in your opinion, are the BARRIERS, DIFFICULTIES &
THREATS that may hinder or prevent accomplishment of the
chosen Mission?”
Generally, responses to the above trigger question may be:
a) converted into appropriate THINGS TO DO, which would then be
integrated into the ongoing Action Plan
b) inserted into a Field Representation – the OPMS software will then
help users create Dimension Titles for the Field Representation and
also to link up various elements in the Field with appropriate
relationships. Various other actions are to be done with Field
Representations, which are described in our Workbook.
c) These BARRIERS, DIFFICULTIES & THREATS are also most usefully
inserted into a ‘Problematique’ (the governing relationship of which is
“aggravates”). It takes a while to learn to develop and use a
problematique effectively, but it will be well worth the effort, for the
reasons noted in our ‘Basic Presentation’, a copy of which is provided
for reference.
The above exercises would help us identify and implement, on a
continuing basis, means to overcome BARRIERS, DIFFICULTIES and
THREATS discovered during our progress towards our Mission.
Step 5: Identifying STRENGTHS (available/required)
Generated from “3rd Fundamental Trigger Question”:
“What, in your opinion, are the STRENGTHS (available/
required) that could help accomplishment of the chosen
Mission?”
Responses to the above Trigger Question, if sizable in number, may be
inserted into a Field Representation.
The STRENGTHS identified as “Required, not available” would be
translated into appropriate THINGS TO DO format and integrated into the
ongoing Action Plan to enable users find ways to develop the required
STRENGTHS.
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5. Step 6: Identifying WEAKNESSES – and overcoming them
Generated from “4th Fundamental Trigger Question”:
“What, in your opinion, are the WEAKNESSES that may
hinder or prevent accomplishment of the chosen Mission?”
The means of handling WEAKNESSES are exactly the same as we have for
handling BARRIERS, etc. That is, responses to the above trigger question
would be:
a) converted into appropriate THINGS TO DO, which would then be
integrated into the ongoing Action Plan
b) inserted into a Field Representation – the OPMS software will then
help users create Dimension Titles for the Field Representation and
also to link up various elements in the Field with appropriate
relationships. Various other actions are to be done with Field
Representations, which are described in our Workbook.
c) These WEAKNESSES are also most usefully inserted into a
‘Problematique’ (the governing relationship of which is
“aggravates”). It takes a while to learn to use a problematique
effectively, but it will be well worth the effort, for reasons cited in our
‘Basic Presentation’, a copy of which has been provided with our
Workbook.
The above exercises help us identify and implement, on a continuing
basis, means to overcome WEAKNESSES discovered during our
progress towards our Mission.
For individuals as well as for organisations, correct identification of
BARRIERS & WEAKNESSES (and defining ways to overcome them)
is often a very long and painful task – particularly when
organisational Barriers and Weaknesses are derived from an
individual’s Weaknesses. It could take months – sometimes people
NEVER learn to get over their Weaknesses even when they cause
disaster. In fact, most (man-made) disasters are caused precisely
because people have not learned how to handle their existing
Weaknesses!
Step 7: Identifying OPPORTUNITIES available
Generated from “5th Fundamental Trigger Question”:
“What, in your opinion, are the OPPORTUNITIES available
that may help accomplishment of our chosen Mission? – and
what are the THINGS TO DO to avail the OPPORTUNITIES
discerned?”
Responses to above trigger question are inserted into a Field Representation
showing OPPORTUNITIES available – and THINGS TO DO to avail the
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6. OPPORTUNITIES identified. The THINGS TO DO to avail the
OPPORTUNITIES are also integrated into the Action Plan, to enable us to
see how we may work towards availing of the OPPORTUNITIES that arise.
Step 8: Identifying EVENTS & MILESTONES
Generated from “6th Fundamental Trigger Question”:
“What, in your opinion, are the EVENTS/MILESTONES
that may occur during our progress towards our chosen
Mission?”
Responses to above trigger question are inserted into PERT/Gantt Charts (as
is done in the conventional ‘Project Management’ software, to show the
status of Milestones during progress towards our Mission.
We observe here that the conventional Project Management software deals
only with this single dimension of the OPMS (namely, the EVENTS
Dimension). Obviously the name ‘Project Management’ software is a serious
misnomer for such software – which may accurately be called ‘Event
Management’ software.
The OPMS may be seen to fulfill the role of true Project Management, as it
enables users to see all dimensions relating to a specified Mission.
However, we prefer to regard the OPMS as an ‘aid to problem-solving and
decision making’ (which includes ‘Project Management’, and much else
besides).
Step 9, et seq: ‘System’ Dimensions of the OPMS
When sufficient numbers of elements have been generated in response to the
Six Fundamental Trigger Questions as described above (and, further, those
elements have been appropriately inserted into models AND linked up), the
users would find it necessary and useful to start working on the ‘System
Dimensions’ of the OPMS:
• PLANNING SYSTEM(S)
• INFORMATION SYSTEM(S)
• MARKETING SYSTEM
• PRODUCTION SYSTEM (for manufacturing organizations. For
educational institutions, research institutions, etc., the title of this dimension
may be modified appropriately).
PROBLEM SOLVING SYSTEM AND LEARNING SYSTEM:
•
The OPMS itself defines these two systems, and no work is required to be done
by users in regard to these two closely coupled systems)
• MONITORING & EVALUATION SYSTEMS
• FINANCE CONTROL SYSTEM
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7. • OTHER(s) (as required)
The OPMS would help users develop all above dimensions.
In general, the models in these ‘system’ dimensions of the OPMS are small,
but powerful, ‘meta models’ derived from the larger models appearing above
the System Tie Line. It is generally found that these models start developing
effectively, in a very natural way after a certain ‘richness of connection’ has
been established between the fundamental models above the System Tie
Line.
The models within the OPMS are models of human perceptions relating to
the chosen Mission. The purpose of creating such models is primarily to
show a simple ‘action path’ to each person involved in accomplishment of
the Mission. That is, these models show what each person and each group
involved should do each day in pursuit of the Mission. The THINGS TO
DO identified in the Action Planning structure as ‘FOCUS elements’ are the
crucial activities at any point of time – these would be just a few (typically,
3 to 5 each day). These focus elements will naturally change from time to
time as we progress towards accomplishment of the Mission.
****
From:
G.S. Chandy
Intelligent Systems for U and Me
Bangalore, India
Currently camped at – Mumbai
C/o Sahi Oretrans Pvt Ltd
30 Western India House
Sir P.M. Road, Fort
Mumbai – 400 001, India
Tel.: +91-22-40335424 (direct)
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