The document discusses when outsourcing stops making sense based on a case study of EMD Serono outsourcing biostatistics and programming work to Cytel. While outsourcing can provide cost savings and access to specialized skills, outsourcing for cost alone is risky. The case study shows how EMD Serono and Cytel worked together to thoughtfully plan and adaptively implement the outsourcing arrangement to ensure quality delivery and flexibility. This allowed EMD Serono to gain cost savings without compromising standards.
Your Challenge
As the market evolves, capabilities that were once cutting edge become default and new functionality becomes differentiating.
Vendors use a lot of marketing jargon, buzzwords, and statistics to sell their solutions, making objective evaluation rather difficult.
The endpoint protection (EPP) market is overcrowded and fragmented, resulting in information overload and consequently, a difficult vendor assessment.
Disparate product solutions are being bundled into one-off solutions or suites, often resulting in less efficient solutions than the more niche players.
Imminent obsolescence is an issue. Previous EPP solutions have not adapted with the rapidly evolving threat landscape and are no longer relevant, resulting in breaches or vulnerabilities.
Critical Insight
Don’t let vendors and market reports define your endpoint protection needs. Identify the use cases and corresponding feature sets that best align with your risk profile before evaluating the vendor marketspace.
Your security controls are diminishing in value (if they haven’t already). Develop a strategy that accounts for the rapid evolution and imminent obsolescence of your endpoint controls. Plan for future needs when making purchasing decisions today.
Endpoint protection is a matter of defense in depth and risk modelling, there is no silver bullet protection and mitigation solution. As end-client-technology providers release regular product/software updates, security tools will become outdated. Multiyear endpoint protection commitments will leave you playing a constant game of catch up.
Impact and Result
The solution is a holistic internal security assessment that not only identifies, but satisfies, your desired endpoint protection feature set with the corresponding endpoint protection suite and a comprehensive implementation strategy.
Use this blueprint to walk through the steps of selecting and implementing an endpoint protection solution that best aligns with your organizational needs.
When assessing the possibility to in- or outsource often matrixes are used. The two axes of a matrix are however hardly sufficient to capture the complexity of a sourcing decision. More effective are so called sourcing decision trees. This presentations outlines one of them.
Your Challenge
Companies are approving more projects than they can deliver. Most organizations say they have too many projects on the go and an unmanageable and ever-growing backlog of things to get to.
While organizations want to achieve a high throughput of approved projects, many are unable or unwilling to allocate an appropriate level of IT resourcing to adequately match the number of approved initiatives.
Portfolio management practices must find a way to accommodate stakeholder needs without sacrificing the portfolio to low-value initiatives that do not align with business goals.
Our Advice
Critical Insight
Failure to align projects with strategic goals and resource capacity are the most common causes of portfolio waste across organizations. Intake, approval, and prioritization represent the best opportunities to ensure this alignment.
More time spent with stakeholders during the ideation phase to help set realistic expectations for stakeholders and enhance visibility into IT’s capacity and processes is key to both project and organizational success.
Too much intake red tape will lead to an underground economy of projects that escape portfolio oversight, while too little intake formality will lead to a wild west of approvals that could overwhelm the PMO. Finding the right balance of intake formality for your organization is the key to establishing a PMO that has the ability to focus on the right things.
Impact and Result
Eliminate off-the-grid initiatives by establishing a centralized intake process that funnels requests into a single channel.
Improve the throughput of projects through the portfolio by incorporating the constraint of resource capacity to cap the amount of project approvals to that which is realistic.
Silence squeaky wheels and overbearing stakeholders by establishing a progressive approval and prioritization process that gives primacy to the highest value requests.
When we hear “values,” we interpret it in three different ways: cultural norms, metrics for tradeoffs (if you happen to be a decision analyst), or distinguishing between means and ends (if you’ve read “Value-Focused Thinking”). This talk will share a fourth way of hearing the term “values,” offering an interpretation of values as “meta-strategy” by understanding intrinsic purpose. Exploring intrinsic purpose is unfamiliar territory, and stories will be shared on how such an exercise helped unlock the creative juice of an organization, gave dignity to their work and transformed their frame. Along the way, a $2 million portfolio turned into a $30 million portfolio. That story and other experiments in mapping the values of organizations will be shared. A reformulation of the six elements of decision quality along the head and heart dimensions will also be offered.
Your Challenge
As the market evolves, capabilities that were once cutting edge become default and new functionality becomes differentiating.
Vendors use a lot of marketing jargon, buzzwords, and statistics to sell their solutions, making objective evaluation rather difficult.
The endpoint protection (EPP) market is overcrowded and fragmented, resulting in information overload and consequently, a difficult vendor assessment.
Disparate product solutions are being bundled into one-off solutions or suites, often resulting in less efficient solutions than the more niche players.
Imminent obsolescence is an issue. Previous EPP solutions have not adapted with the rapidly evolving threat landscape and are no longer relevant, resulting in breaches or vulnerabilities.
Critical Insight
Don’t let vendors and market reports define your endpoint protection needs. Identify the use cases and corresponding feature sets that best align with your risk profile before evaluating the vendor marketspace.
Your security controls are diminishing in value (if they haven’t already). Develop a strategy that accounts for the rapid evolution and imminent obsolescence of your endpoint controls. Plan for future needs when making purchasing decisions today.
Endpoint protection is a matter of defense in depth and risk modelling, there is no silver bullet protection and mitigation solution. As end-client-technology providers release regular product/software updates, security tools will become outdated. Multiyear endpoint protection commitments will leave you playing a constant game of catch up.
Impact and Result
The solution is a holistic internal security assessment that not only identifies, but satisfies, your desired endpoint protection feature set with the corresponding endpoint protection suite and a comprehensive implementation strategy.
Use this blueprint to walk through the steps of selecting and implementing an endpoint protection solution that best aligns with your organizational needs.
When assessing the possibility to in- or outsource often matrixes are used. The two axes of a matrix are however hardly sufficient to capture the complexity of a sourcing decision. More effective are so called sourcing decision trees. This presentations outlines one of them.
Your Challenge
Companies are approving more projects than they can deliver. Most organizations say they have too many projects on the go and an unmanageable and ever-growing backlog of things to get to.
While organizations want to achieve a high throughput of approved projects, many are unable or unwilling to allocate an appropriate level of IT resourcing to adequately match the number of approved initiatives.
Portfolio management practices must find a way to accommodate stakeholder needs without sacrificing the portfolio to low-value initiatives that do not align with business goals.
Our Advice
Critical Insight
Failure to align projects with strategic goals and resource capacity are the most common causes of portfolio waste across organizations. Intake, approval, and prioritization represent the best opportunities to ensure this alignment.
More time spent with stakeholders during the ideation phase to help set realistic expectations for stakeholders and enhance visibility into IT’s capacity and processes is key to both project and organizational success.
Too much intake red tape will lead to an underground economy of projects that escape portfolio oversight, while too little intake formality will lead to a wild west of approvals that could overwhelm the PMO. Finding the right balance of intake formality for your organization is the key to establishing a PMO that has the ability to focus on the right things.
Impact and Result
Eliminate off-the-grid initiatives by establishing a centralized intake process that funnels requests into a single channel.
Improve the throughput of projects through the portfolio by incorporating the constraint of resource capacity to cap the amount of project approvals to that which is realistic.
Silence squeaky wheels and overbearing stakeholders by establishing a progressive approval and prioritization process that gives primacy to the highest value requests.
When we hear “values,” we interpret it in three different ways: cultural norms, metrics for tradeoffs (if you happen to be a decision analyst), or distinguishing between means and ends (if you’ve read “Value-Focused Thinking”). This talk will share a fourth way of hearing the term “values,” offering an interpretation of values as “meta-strategy” by understanding intrinsic purpose. Exploring intrinsic purpose is unfamiliar territory, and stories will be shared on how such an exercise helped unlock the creative juice of an organization, gave dignity to their work and transformed their frame. Along the way, a $2 million portfolio turned into a $30 million portfolio. That story and other experiments in mapping the values of organizations will be shared. A reformulation of the six elements of decision quality along the head and heart dimensions will also be offered.
Disasters could cripple your organization, suspending mission-critical processes and disrupting service to your customers. These disasters could be man-made or natural in nature.
The Business Continuity Plan addresses an organization’s ability to continue functioning when normal operations are disrupted. A Disaster Recovery Plan is used to define the resources, action, tasks, and data required to manage the business recovery process in the event of a disaster.
In this workshop you learn to identify vulnerabilities and implement appropriate countermeasures to prevent and mitigate threats to your mission-critical processes. You will learn techniques for creating a business continuity plan (BCP) and the methodology for building an infrastructure that supports its effective implementation.
Benefits of Attending:
Using a carefully selected case study, course participants will:
- Create, document and test continuity arrangements for an organization
- Perform a risk assessment and Business Impact Assessment (BIA) to identify vulnerabilities
- Select and deploy an alternate site for continuity of mission-critical activities
- Identify appropriate strategies to recover the infrastructure and processes
- Organize and manage recovery teams
- Test and maintain an effective recovery plan in a rapidly changing technology environment
Exclusive:
- Bring your BCP/DRP for private consultation review
- BCP/DRP Step-by-step Guide
- BCP/DRP templates and worksheets to aid you in applying and putting into practice what you have learned from this workshop
- FREE CD containing course material, case studies, and other related items of the training workshop
Who should attend:
- Vice Presidents, Directors, General Managers
- Chief Information Officers
- Chief Security Officers
- Chief Information Security Officers
- Chief Technology Officers
- Heads of Departments in Information Security Management
Contact Kris at kris@360bsi.com to register.
Business Continuity & Disaster Recovery Planning, 23 - 25 February 2016 Kuala...360 BSI
Disasters could cripple your organization, suspending mission-critical processes and disrupting service to your customers. These disasters could be man-made or natural in nature.
The Business Continuity Plan addresses an organization’s ability to continue functioning when normal operations are disrupted. A Disaster Recovery Plan is used to define the resources, action, tasks, and data required to manage the business recovery process in the event of a disaster.
In this workshop you learn to identify vulnerabilities and implement appropriate countermeasures to prevent and mitigate threats to your mission-critical processes. You will learn techniques for creating a business continuity plan (BCP) and the methodology for building an infrastructure that supports its effective implementation.
Benefits of Attending:
Using a carefully selected case study, course participants will:
- Create, document and test continuity arrangements for an organization
- Perform a risk assessment and Business Impact Assessment (BIA) to identify vulnerabilities
- Select and deploy an alternate site for continuity of mission-critical activities
- Identify appropriate strategies to recover the infrastructure and processes
- Organize and manage recovery teams
- Test and maintain an effective recovery plan in a rapidly changing technology environment
Exclusive:
- Bring your BCP/DRP for private consultation review
- BCP/DRP Step-by-step Guide
- BCP/DRP templates and worksheets to aid you in applying and putting into practice what you have learned from this workshop
- Online access to course materials, case studies, and other related items of the training workshop
Who should attend:
- Vice Presidents, Directors, General Managers
- Chief Information Officers
- Chief Security Officers
- Chief Information Security Officers
- Chief Technology Officers
- Heads of Departments in Information Security Management
Contact Kris at kris@360bsi.com to register.
“You can download this product from SlideTeam.net”
Here is our professional-looking Risk Assessment Step Powerpoint Presentation Slides for risk identification and prioritization. Evaluate the risk and decide on precaution with this easy to understand risk management process steps presentation deck. The risk process steps PowerPoint complete deck has forty five content ready slides like risk management introduction, types of risks, risk categories, stakeholder’s management and engagement, risk appetite and tolerance, procedure, risk management plan, risk identification, risk register, risk assessment, risk analysis, risk response plan, risk response matrix, risk control matrix, risk items tracking, tools and practices, risk impact & profitability analysis, risk mitigations strategies, plans, qualitative and quantitative risk analysis, etc. All PowerPoint templates of risk identification process presentation are easy to customize, edit them as per your specific project needs. Download easy to use risk mitigation plan PPT slides to make your business presentation more effective. Get to grapple with the actual facts due to our Risk Assessment Step Powerpoint Presentation Slides. Be able to figure out the ballgame. https://bit.ly/3EdeeEU
It's time to say 'bye' to KPIs - An introduction to DBPMCamryn Brown
The business environment is increasingly volatile, uncertain, complex and ambiguous (VUCA). Decision-making is an ever more difficult task - it must be effective and fast! As such, decision-makers now need more than an "indication" of what factors are key to understanding and managing performance. They need information that is accurate, complete, timely *and* that is ready-to-use without leaps of interpretation or inference.
The good news is that EY has a market-leading method to design and deliver the context and connectedness that transform indicators into truly useful decision-making insights. Our Driver-based Performance Management (DBPM) method identifies the internal and external factors that have a quantifiable impact on performance against strategy and quantifies those impacts.
This results in a structured model of business performance, which is more useful in much the same way that a completed jigsaw puzzle is more easily interpreted than a jumble of jigsaw pieces. Used consistently across backwards- and forwards-looking performance processes, debate can focus on the decision rather the data and what it might mean.
A versatile information technology management professional with experience delivering quality business and technology solutions in a variety of industries and environments. Performed in many roles including Project Management Consultant, Information Systems Director, Service Delivery Manager, and Enterprise Application Architect. Experienced in driving the implementation of Internet, client/server, mainframe, network / infrastructure and multi-platform technologies. Expertise in a wide a variety of methodologies ranging from Waterfall to Agile Scrum.
Business Continuity & Disaster Recovery Planning, 30 November - 02 December 2...360 BSI
Disasters could cripple your organization, suspending mission-critical processes and disrupting service to your customers. These disasters could be man-made or natural in nature.
The Business Continuity Plan addresses an organization’s ability to continue functioning when normal operations are disrupted. A Disaster Recovery Plan is used to define the resources, action, tasks, and data required to manage the business recovery process in the event of a disaster.
In this workshop you learn to identify vulnerabilities and implement appropriate countermeasures to prevent and mitigate threats to your mission-critical processes. You will learn techniques for creating a business continuity plan (BCP) and the methodology for building an infrastructure that supports its effective implementation.
Benefits of Attending:
Using a carefully selected case study, course participants will:
- Create, document and test continuity arrangements for an organization
- Perform a risk assessment and Business Impact Assessment (BIA) to identify vulnerabilities
- Select and deploy an alternate site for continuity of mission-critical activities
- Identify appropriate strategies to recover the infrastructure and processes
- Organize and manage recovery teams
- Test and maintain an effective recovery plan in a rapidly changing technology environment
Exclusive:
- Bring your BCP/DRP for private consultation review
- BCP/DRP Step-by-step Guide
- BCP/DRP templates and worksheets to aid you in applying and putting into practice what you have learned from this workshop
- Online access to course materials, case studies, and other related items of the training workshop
Who should attend:
- Vice Presidents, Directors, General Managers
- Chief Information Officers
- Chief Security Officers
- Chief Information Security Officers
- Chief Technology Officers
- Heads of Departments in Information Security Management
Contact Kris at kris@360bsi.com to register.
Moving the intellectual competence and operational dynamics of a firm to the hall of excellence wherein every key player and work process fit into intelligence best practices.
By Leonard Oruko and Howard Elliott.
Presented at the ASTI-FARA conference Agricultural R&D: Investing in Africa's Future: Analyzing Trends, Challenges, and Opportunities - Accra, Ghana on December 5-7, 2011. http://www.asti.cgiar.org/2011conf
Strategic imperative digital transformation in capital projectsEndeavor Management
Radical changes to megaproject delivery will bring first adopters a distinct competitive edge, while writing the epitaph of those who stay stuck in legacy ineffective practices. Whether you are an operating asset owner or an EPC, you are confronted with reinventing the core of your capital projects delivery through digital solutions. Such strategic transformation requires holistic change that focuses not only on installation of a new software application, but also on people and work processes to achieve a sustained, culturally intrinsic result from new technology .
Today, project services staff with specialist skills in the IT, science, engineering and healthcare industries are among our most in-demand recruitment segments world wide.
Workforce analysts predict that this employee segment will be the source of the largest job growth over the next decade.
Regardless of whether you’re seeking senior project management experts with critical niche vertical experience, or higher-end professionals in support roles within technical projects, demand will likely outstrip supply for the foreseeable future.
In this highly competitive job segment, workforce solutions must not only be well-planned and responsive, but they must also be cost-effective and deliver high-quality results.
Disasters could cripple your organization, suspending mission-critical processes and disrupting service to your customers. These disasters could be man-made or natural in nature.
The Business Continuity Plan addresses an organization’s ability to continue functioning when normal operations are disrupted. A Disaster Recovery Plan is used to define the resources, action, tasks, and data required to manage the business recovery process in the event of a disaster.
In this workshop you learn to identify vulnerabilities and implement appropriate countermeasures to prevent and mitigate threats to your mission-critical processes. You will learn techniques for creating a business continuity plan (BCP) and the methodology for building an infrastructure that supports its effective implementation.
Benefits of Attending:
Using a carefully selected case study, course participants will:
- Create, document and test continuity arrangements for an organization
- Perform a risk assessment and Business Impact Assessment (BIA) to identify vulnerabilities
- Select and deploy an alternate site for continuity of mission-critical activities
- Identify appropriate strategies to recover the infrastructure and processes
- Organize and manage recovery teams
- Test and maintain an effective recovery plan in a rapidly changing technology environment
Exclusive:
- Bring your BCP/DRP for private consultation review
- BCP/DRP Step-by-step Guide
- BCP/DRP templates and worksheets to aid you in applying and putting into practice what you have learned from this workshop
- FREE CD containing course material, case studies, and other related items of the training workshop
Who should attend:
- Vice Presidents, Directors, General Managers
- Chief Information Officers
- Chief Security Officers
- Chief Information Security Officers
- Chief Technology Officers
- Heads of Departments in Information Security Management
Contact Kris at kris@360bsi.com to register.
Business Continuity & Disaster Recovery Planning, 23 - 25 February 2016 Kuala...360 BSI
Disasters could cripple your organization, suspending mission-critical processes and disrupting service to your customers. These disasters could be man-made or natural in nature.
The Business Continuity Plan addresses an organization’s ability to continue functioning when normal operations are disrupted. A Disaster Recovery Plan is used to define the resources, action, tasks, and data required to manage the business recovery process in the event of a disaster.
In this workshop you learn to identify vulnerabilities and implement appropriate countermeasures to prevent and mitigate threats to your mission-critical processes. You will learn techniques for creating a business continuity plan (BCP) and the methodology for building an infrastructure that supports its effective implementation.
Benefits of Attending:
Using a carefully selected case study, course participants will:
- Create, document and test continuity arrangements for an organization
- Perform a risk assessment and Business Impact Assessment (BIA) to identify vulnerabilities
- Select and deploy an alternate site for continuity of mission-critical activities
- Identify appropriate strategies to recover the infrastructure and processes
- Organize and manage recovery teams
- Test and maintain an effective recovery plan in a rapidly changing technology environment
Exclusive:
- Bring your BCP/DRP for private consultation review
- BCP/DRP Step-by-step Guide
- BCP/DRP templates and worksheets to aid you in applying and putting into practice what you have learned from this workshop
- Online access to course materials, case studies, and other related items of the training workshop
Who should attend:
- Vice Presidents, Directors, General Managers
- Chief Information Officers
- Chief Security Officers
- Chief Information Security Officers
- Chief Technology Officers
- Heads of Departments in Information Security Management
Contact Kris at kris@360bsi.com to register.
“You can download this product from SlideTeam.net”
Here is our professional-looking Risk Assessment Step Powerpoint Presentation Slides for risk identification and prioritization. Evaluate the risk and decide on precaution with this easy to understand risk management process steps presentation deck. The risk process steps PowerPoint complete deck has forty five content ready slides like risk management introduction, types of risks, risk categories, stakeholder’s management and engagement, risk appetite and tolerance, procedure, risk management plan, risk identification, risk register, risk assessment, risk analysis, risk response plan, risk response matrix, risk control matrix, risk items tracking, tools and practices, risk impact & profitability analysis, risk mitigations strategies, plans, qualitative and quantitative risk analysis, etc. All PowerPoint templates of risk identification process presentation are easy to customize, edit them as per your specific project needs. Download easy to use risk mitigation plan PPT slides to make your business presentation more effective. Get to grapple with the actual facts due to our Risk Assessment Step Powerpoint Presentation Slides. Be able to figure out the ballgame. https://bit.ly/3EdeeEU
It's time to say 'bye' to KPIs - An introduction to DBPMCamryn Brown
The business environment is increasingly volatile, uncertain, complex and ambiguous (VUCA). Decision-making is an ever more difficult task - it must be effective and fast! As such, decision-makers now need more than an "indication" of what factors are key to understanding and managing performance. They need information that is accurate, complete, timely *and* that is ready-to-use without leaps of interpretation or inference.
The good news is that EY has a market-leading method to design and deliver the context and connectedness that transform indicators into truly useful decision-making insights. Our Driver-based Performance Management (DBPM) method identifies the internal and external factors that have a quantifiable impact on performance against strategy and quantifies those impacts.
This results in a structured model of business performance, which is more useful in much the same way that a completed jigsaw puzzle is more easily interpreted than a jumble of jigsaw pieces. Used consistently across backwards- and forwards-looking performance processes, debate can focus on the decision rather the data and what it might mean.
A versatile information technology management professional with experience delivering quality business and technology solutions in a variety of industries and environments. Performed in many roles including Project Management Consultant, Information Systems Director, Service Delivery Manager, and Enterprise Application Architect. Experienced in driving the implementation of Internet, client/server, mainframe, network / infrastructure and multi-platform technologies. Expertise in a wide a variety of methodologies ranging from Waterfall to Agile Scrum.
Business Continuity & Disaster Recovery Planning, 30 November - 02 December 2...360 BSI
Disasters could cripple your organization, suspending mission-critical processes and disrupting service to your customers. These disasters could be man-made or natural in nature.
The Business Continuity Plan addresses an organization’s ability to continue functioning when normal operations are disrupted. A Disaster Recovery Plan is used to define the resources, action, tasks, and data required to manage the business recovery process in the event of a disaster.
In this workshop you learn to identify vulnerabilities and implement appropriate countermeasures to prevent and mitigate threats to your mission-critical processes. You will learn techniques for creating a business continuity plan (BCP) and the methodology for building an infrastructure that supports its effective implementation.
Benefits of Attending:
Using a carefully selected case study, course participants will:
- Create, document and test continuity arrangements for an organization
- Perform a risk assessment and Business Impact Assessment (BIA) to identify vulnerabilities
- Select and deploy an alternate site for continuity of mission-critical activities
- Identify appropriate strategies to recover the infrastructure and processes
- Organize and manage recovery teams
- Test and maintain an effective recovery plan in a rapidly changing technology environment
Exclusive:
- Bring your BCP/DRP for private consultation review
- BCP/DRP Step-by-step Guide
- BCP/DRP templates and worksheets to aid you in applying and putting into practice what you have learned from this workshop
- Online access to course materials, case studies, and other related items of the training workshop
Who should attend:
- Vice Presidents, Directors, General Managers
- Chief Information Officers
- Chief Security Officers
- Chief Information Security Officers
- Chief Technology Officers
- Heads of Departments in Information Security Management
Contact Kris at kris@360bsi.com to register.
Moving the intellectual competence and operational dynamics of a firm to the hall of excellence wherein every key player and work process fit into intelligence best practices.
By Leonard Oruko and Howard Elliott.
Presented at the ASTI-FARA conference Agricultural R&D: Investing in Africa's Future: Analyzing Trends, Challenges, and Opportunities - Accra, Ghana on December 5-7, 2011. http://www.asti.cgiar.org/2011conf
Strategic imperative digital transformation in capital projectsEndeavor Management
Radical changes to megaproject delivery will bring first adopters a distinct competitive edge, while writing the epitaph of those who stay stuck in legacy ineffective practices. Whether you are an operating asset owner or an EPC, you are confronted with reinventing the core of your capital projects delivery through digital solutions. Such strategic transformation requires holistic change that focuses not only on installation of a new software application, but also on people and work processes to achieve a sustained, culturally intrinsic result from new technology .
Today, project services staff with specialist skills in the IT, science, engineering and healthcare industries are among our most in-demand recruitment segments world wide.
Workforce analysts predict that this employee segment will be the source of the largest job growth over the next decade.
Regardless of whether you’re seeking senior project management experts with critical niche vertical experience, or higher-end professionals in support roles within technical projects, demand will likely outstrip supply for the foreseeable future.
In this highly competitive job segment, workforce solutions must not only be well-planned and responsive, but they must also be cost-effective and deliver high-quality results.
Who we are and what we can do for your company.
We believe that prosperity must include company and workers.
We face every challenge with the right thinking and tool: Lean Six Sigma, simulation, design of experiments, change management, training.
Best Practices for Implementing Self-Service AnalyticsMattSaxton5
Self-service analytics is generally recognized as a valuable asset within corporate strategies, and it’s easy to see why: it provides process experts with the user-friendly tools they need to tackle their day-to-day challenges. It allows problems to be resolved faster and frees up central analytics groups to focus on other pressing issues.
In this ebook, we will share five key learnings from some of our most successful customers in order to help you drive your self-service analytics journey towards success.
Learn more about advanced industrial analytics at www.trendminer.com
Quant Labs, the research division of Quant Foundry has developed an operational risk model that supports the COO to pin point areas of process weaknesses. The model continuously learns the business operating model and enables the COO to target investment under different strategic scenarios.
IT Optimization: Navigation Fiscal AusterityOmar Toor
The Federal Government faces a situation similar to that of the private sector in the early 2000s. Many corporations experienced rapid growth in the late 1990s. Companies spent tens of millions of dollars on ERP, CRM, and other enterprise IT systems. As the below graphic illustrates, large enterprise systems grew corporate expense budgets at an unprecedented rate in the form of support, maintenance, enhancement, operations, and amortization. The late 1990’s technology and dot com busts, multiple downturns, and a recession caused industry to change their spending habits and drive cost out of their baseline. Some succeeded, many failed, and a few went bankrupt.
The question is whether Federal COOs, CFOs, and CIOs will wait for OMB to levy cuts on them or whether Federal executives will act to address the systemic drivers of IT expense so they are ready to respond to the inevitable round of forthcoming budget cuts. In the words of George Bernard Shaw, “The possibilities are numerous once we decide to act and not react.” Acting now could protect agency missions and even redirect additional funds to critical needs. If CFOs and CIOs wait for the inevitable budget mandate, it will be too late to identify waste - and the only thing left to cut will be investment dollars.
www.pwc.com/publicsector
CSMT 442 Top of FormConstruction Management IIBottom of FormMargenePurnell14
CSMT 442: Top of Form
Construction Management II
Bottom of Form
Homework 4 : 30 points
answer all questions
1- What are the Stages of a VE study?
2- what does SWOT stand for? What is there purpose?
3- What would you do as a project manager if you have a great worker that was unsafe but has never had an accident in his twenty year career but he started to encourage new employee to be unsafe how can you convince the employee to reject his idealism?
4- How much retainage is usually taken out each pay period? When will the GC get the funds back?
5- tell me in your own words what the best qualities that you already have developed an what's your weaknesses? how can your weakness is hurt your leadership and what must you do to improve those weaknesses?
6- What are the keys to a successful project? how can you turn unsuccessful project into a successful project?
Chapter 14 office of CIO
Today we find that certain trends, such as globalization, mergers and acquisitions, competition for market position and market share, regulatory compliance, and maintaining strategic advantage, have become cornerstones in radically shaping business dynamics.1 Agility, having a holistic view of the enterprise, doing more with less, and lean methodologies have become more than just buzzwords in the corporate IT world. As a result, CIOs and their leadership teams are demanding that IT investments be spent wisely and that there is a compelling business case that demonstrates why they need to approve and fund new IT projects and justifies the risks and rewards. Many global corporations have launched dedicated efforts and/or disciplines by forming enterprise architecture departments, program management offices, or strategic planning groups.2 These disciplines exist at various levels of maturity ranging from intermediate for some to advanced for others. These disciplines typically work in concert with each other. The goals are many, including, but not limited to, rationalization of the IT landscape; building the next generation of the core competencies; leveraging real-world guidelines and applying industry best practices; and identification, prioritization, and management of portfolio investments in order to assess value, increase efficiencies, and realize long-term gains. The content described in this chapter represents the results of such rationalization efforts for a global corporation, which led to: the key recommendations in the form of the creation of various project proposals and business cases; provision of project oversight by establishing cross-functional organizational structures, processes, and governance mechanisms to maintain alignment over time; adoption of standard software suppliers; and creation of integration competency centers (ICCs). Situation For the aforementioned global corporation, the information landscape was comprised of the multifaceted portfolio of tools, applications, and projects across data warehouses (DWs), data marts, mas ...
HR departments struggle to get effective HR reporting solutions. Discover how a new breed of solution has revolutionised reporting frameworks at 2 of Australia\’s major banks.
Mission statement To help our clients and our people excel. We ar.docxaltheaboyer
Mission statement: To help our clients and our people excel. We are one of the lead business advisory organisations
Vision statement: To be the standard of excellence, first choice of all the most sort after clients and talent
Core values:
1. Commitment to each other
2. Integrity
3. Outstanding value to clients
4. Strength from cultural diversity
Our Aims
· Greater employee relationships and engagement
· Use technology to have a more fluid workplace across country lines and domestic locations
· Increase standard of employee productivity
Aim 1 – greater employee relationships and engagement
· Key objectives – raise the culture of inclusivity, diversity and equality; more in-depth and larger relationships built in the company across departments and levels of management
· Indicative measures of success – Increased diversity profile of staff promoted into senior roles, more cross department collaborations, turnover rates
Aim 2 – create a borderless organisation
· Key objectives – use technology to have a more fluid workplace across country lines and domestic locations, offices in more countries, one interconnected system of telecoms
· Indicative measures of success - more acquisitions and mergers, new markets are entered, more collaboration across cities and continents
Aim 3 – Increase standard of employee productivity
· Key objectives – develop a clear understanding of what high performance is to each department, clear approach to identification and development of talent
· Indicative measures of success - Turnover rates, number of internal promotions
Introduction
There are many trends that are conspiring in the world of work, that will directly affect individuals, organisations and institutions. The different types of trends that are occurring are distribution of population, social changes, service sector increase, technology and more generational diversity in the workplace. We currently live in a world where technology and its applications move at a very fast pace and this can have both adverse and positive impacts on society and the economy. For example, allowing new industries and markets to emerge or causing industries to become obsolete. To thrive in such a world and lead in the markets, individuals and services must innovate equally to maintain pace to prevent replacement in such a market. This is especially true for the service industry, where processes have been streamlined and become more efficient due to technological advancement. The bigger the company, the more impact the ever-changing technological landscape will have on business affairs and Deloitte are a very good example of this.
To ensure that the strategies enforced by the company are in line with their goals, the implications that are faced must be identified and addressed both from organisational and individual perspectives. Individuals may face increased use of technology leading to lack of interpersonal skills, reduction in jobs, inequality, ali ...
Example – Bigger, Better, Faster and Stronger .docxcravennichole326
Example – Bigger, Better, Faster and Stronger
Student 1
Walden University
WMBA-6990-6, Capstone
Instructor: Dr. Ed Dixon
Table of Contents
Executive Summary .........................................................................................................................1
Summary ....................................................................................................................................1
Recommendations ......................................................................................................................1
Risk and Mitigation Strategies ...................................................................................................2
Strategy Map ....................................................................................................................................3
References ........................................................................................................................................4
Appendix ..........................................................................................................................................5
Company Selection ....................................................................................................................6
Mission, Vision, and Values ......................................................................................................6
Internal Strategy Analysis Tools ................................................................................................8
P.E.S.T. and Stakeholder Strategy Analysis ............................................................................11
Competitive Strategy Analysis ................................................................................................14
Key Success Factor Strategy Analysis .....................................................................................16
Company-Wide Strategy ..........................................................................................................19
Executive Summary
Summary
Example is service provider to the Health and Human Services industries of government
entities (Example, 2014). Domestically, the growth of the industry is very slow. Internationally,
the growth of the industry is increasing. One of the challenges of working in the industry is the
lack of product differentiation. The services required by the government are tightly controlled
and, therefore, competitors tend to provide the services in a very similar manner. The similarity
of the services provided to governments gives a great deal of leverage to the clients and promotes
competition primarily on price. Through competition on price, the margins continually decrease
for the competitive field. Example needs to grow the value of the firm. Achieving an increase in
value requires differentiation of product and service and growth of the target market. .
Factory Supply Best Quality Pmk Oil CAS 28578–16–7 PMK Powder in Stockrebeccabio
Factory Supply Best Quality Pmk Oil CAS 28578–16–7 PMK Powder in Stock
Telegram: bmksupplier
signal: +85264872720
threema: TUD4A6YC
You can contact me on Telegram or Threema
Communicate promptly and reply
Free of customs clearance, Double Clearance 100% pass delivery to USA, Canada, Spain, Germany, Netherland, Poland, Italy, Sweden, UK, Czech Republic, Australia, Mexico, Russia, Ukraine, Kazakhstan.Door to door service
Hot Selling Organic intermediates
The prostate is an exocrine gland of the male mammalian reproductive system
It is a walnut-sized gland that forms part of the male reproductive system and is located in front of the rectum and just below the urinary bladder
Function is to store and secrete a clear, slightly alkaline fluid that constitutes 10-30% of the volume of the seminal fluid that along with the spermatozoa, constitutes semen
A healthy human prostate measures (4cm-vertical, by 3cm-horizontal, 2cm ant-post ).
It surrounds the urethra just below the urinary bladder. It has anterior, median, posterior and two lateral lobes
It’s work is regulated by androgens which are responsible for male sex characteristics
Generalised disease of the prostate due to hormonal derangement which leads to non malignant enlargement of the gland (increase in the number of epithelial cells and stromal tissue)to cause compression of the urethra leading to symptoms (LUTS
HOT NEW PRODUCT! BIG SALES FAST SHIPPING NOW FROM CHINA!! EU KU DB BK substit...GL Anaacs
Contact us if you are interested:
Email / Skype : kefaya1771@gmail.com
Threema: PXHY5PDH
New BATCH Ku !!! MUCH IN DEMAND FAST SALE EVERY BATCH HAPPY GOOD EFFECT BIG BATCH !
Contact me on Threema or skype to start big business!!
Hot-sale products:
NEW HOT EUTYLONE WHITE CRYSTAL!!
5cl-adba precursor (semi finished )
5cl-adba raw materials
ADBB precursor (semi finished )
ADBB raw materials
APVP powder
5fadb/4f-adb
Jwh018 / Jwh210
Eutylone crystal
Protonitazene (hydrochloride) CAS: 119276-01-6
Flubrotizolam CAS: 57801-95-3
Metonitazene CAS: 14680-51-4
Payment terms: Western Union,MoneyGram,Bitcoin or USDT.
Deliver Time: Usually 7-15days
Shipping method: FedEx, TNT, DHL,UPS etc.Our deliveries are 100% safe, fast, reliable and discreet.
Samples will be sent for your evaluation!If you are interested in, please contact me, let's talk details.
We specializes in exporting high quality Research chemical, medical intermediate, Pharmaceutical chemicals and so on. Products are exported to USA, Canada, France, Korea, Japan,Russia, Southeast Asia and other countries.
Anti ulcer drugs and their Advance pharmacology ||
Anti-ulcer drugs are medications used to prevent and treat ulcers in the stomach and upper part of the small intestine (duodenal ulcers). These ulcers are often caused by an imbalance between stomach acid and the mucosal lining, which protects the stomach lining.
||Scope: Overview of various classes of anti-ulcer drugs, their mechanisms of action, indications, side effects, and clinical considerations.
Report Back from SGO 2024: What’s the Latest in Cervical Cancer?bkling
Are you curious about what’s new in cervical cancer research or unsure what the findings mean? Join Dr. Emily Ko, a gynecologic oncologist at Penn Medicine, to learn about the latest updates from the Society of Gynecologic Oncology (SGO) 2024 Annual Meeting on Women’s Cancer. Dr. Ko will discuss what the research presented at the conference means for you and answer your questions about the new developments.
MANAGEMENT OF ATRIOVENTRICULAR CONDUCTION BLOCK.pdfJim Jacob Roy
Cardiac conduction defects can occur due to various causes.
Atrioventricular conduction blocks ( AV blocks ) are classified into 3 types.
This document describes the acute management of AV block.
TEST BANK for Operations Management, 14th Edition by William J. Stevenson, Ve...kevinkariuki227
TEST BANK for Operations Management, 14th Edition by William J. Stevenson, Verified Chapters 1 - 19, Complete Newest Version.pdf
TEST BANK for Operations Management, 14th Edition by William J. Stevenson, Verified Chapters 1 - 19, Complete Newest Version.pdf
1. When Outsourcing Stops Making
Sense
A Case Study To Help You Consider Your Options
29 January, 2014
Michael Weitz
Global Marketing Director, Cytel Inc.
3. What You Will Learn
Outsourcing is a fact of life as it offers important benefits:
1. Cost savings, 2. Labor flexibility, 3. Access to specialized skills
Outsourcing for cost alone is risky – short-run benefits are reversed
quicker than it takes to realize meaningful gains
Simple ROI calculations and auction-style bidding – to reduce costs –
don’t provide an adequate picture nor a good way to choose your
outsourcing partner
Outsourcing – domestic and offshore – works in many situations when
thoughtfully planned and adaptively implemented
3
4. Since 1987…
Our mission: improving biopharma and device development success rates.
We do this by improving our client’s clinical trials primarily through innovative
application of statistical science, process and data management technologies.
Cytel 2014
5. 1. Reduced costs (53%)
2. Improved quality (43%)
3. Improved efficiency in use of internal staff (43%)
4. Access to operational expertise (43%)
5. Process improvement (30%)1
5
Why do sponsors say they outsource?
1 Avoca: Strategic Partnerships Under Scrutiny: Are They Working and How Long Does It Take?
Executive Summary of The Avoca Group’s 2012 Industry Survey Research
http://www2.theavocagroup.com/content/documents/files/Executive_Summary_-_2012_Industry_Survey.pdf
6. 5
Does it work most of the time?
1 Avoca Consortium of Quality, Quality Summit Report, 2012, http://www2.theavocagroup.com/the-avoca-
quality-consortium/consortium-news-and-updates/the-avoca-2012-quality-summit-report
59% of sponsors said after 3yrs they were getting
worse quality than in-house 1
7. 7
Maybe we have it backwards?
Ranking outsourcing benefits compare to internal hiring
1. Access to highly specialized capabilities1
2. Increase core competency focus - delegate non-core activities
3. Better workload peaks & troughs flexibility
4. Near-term gross margin incentives
5. Speed - faster implementation time with a “ready team”
6. Reduced tax, energy, collateral costs
7. Lower cost of labor
1 Clinical support functions requiring advanced skills/services including PK/PD analysis, biostatistics,
SAS programming, medical writing, data management, DMC/DSMB experience, clinicians, site
selectors/monitors, patient recruiters.
9. • Outsource for increased workload flexibility
• Outsource to gain skills you do not have
• Outsource to increase home-team’s focus on work you cannot outsource
• Set expectations appropriately:
– Plan start-up time realistically
– Expect significant cultural, communication issues, plan to recognize and train
– Selectively transfer your home and offshore staff
• Consider partners not only reputable, but demonstrable experience in your
field
• Together, establish detailed governance, define– success AND failure,
contingencies
• Closely Adjust – conduct interim analyses – early and often
10
Avoid the Problems & Reap the Benefits
DO
10. • Outsource for short-term cost savings
• Select your partner on price alone
• Outsource if it would result in depletion of core competencies
• Expect immediate, dramatic gains
• Leap competencies - Don’t expect your IT provider to do statistical
programming
• Expect outsourcing to solve your workflow or underlying process problems
10
Avoid the Problems & Reap the Benefits
DON’T
11. Reduced constraints on movement of capital and goods
– Reduced banking regulations, increasingly global flow of electronic funds
– Increased ease, decreased costs of transportation
Radically decreasing communication costs
– These act to reduce geographic concentration of industrial development
– And lower the cost to spread ideas & practice which results in improved
coordination and efficiency within corporations across countries
Increased technology enables more tasks efficiently offshored
– A SAS program written in Massachusetts can run trial analysis in India
Wage convergence is probably not an issue yet
– monetary policy and politics could change that quickly
Increased educational investment & social incentives technical & scientific capability –
but recognize gaps between education and experience
Evolving regulatory labor flow constraints: H1B fluxuations
10
Be Aware of the Trends - and Changing Trends
Global forces are driving outsourcing … Not tactical decisions
12. 12
Less regulation on movement of capital & goods, radical
decrease communications costs, massive increase in
available compute power …
Moore’s Law: Graphic courtesy Intel
…spread ideas & practices, improve coordination and
efficiency within corporations & across countries
…creating new competitive opportunities
13. 15
Immigration Reforms
1. Current USA Immigration Reform proposals1 will affect
offshore business
2. Restrictions on the placement H-1B employees at the client’s
location increases costs & puts offshore model at risk
3. Indian outsourcing providers evaluate options such as
acquisitions and larger presence in smaller US cities
1 “This bill negatively affects many of the largest companies in the US who
use our services because of the shortage of science, technology, engineering,
maths graduates in the USA,” said R Chandrasekaran, group chief executive at
Cognizant
Publication: The Economic Times Mumbai; Date: May 13, 2013
14. Labor Arbitrage & Communications Trends
Morgan Stanley Chief Economist, Stephen Roach believes labor
arbitrage occurs when barriers to international trade are lowered.
Barriers to the trade of intellectual work - essentially,
work performed on a computer – are greatly reduced
by:
• the advent of high speed/capacity internet
• much lower costs of telecommunications
• secure and near-instantaneous document transfer
There’s no turning back – we’re in an age of
distributed accomplishment…
But… to be effective, worthwhile the effort must be
inline with the underlying forces, truly collaborative,
transparent
15. 14
Economics: Wage Convergence
… wiping out the benefit of labor arbitrage-based outsourcing and with
it the competitiveness and industrial base of the developed economies
17. 16
Boosting EMD Serono’s Biostatistics &
Programming with a Cytel “Extension Arm”
Sponsor’s Challenge
EMD Serono is conducting clinical studies
in multiple therapeutic areas, including
oncology and multiple sclerosis.
The company seeks a flexible, scalable
resourcing model to meet additional R&D
demands without raising head-count.
To increase their biostats and programming
capacity, EMD Serono turns to Cytel.
The Cytel-staffed “extension arm”must:
• lower costs, yet deliver qualified clinical
stats and SAS and R talent
• adhere to EMD Serono standards
• limit start-up disruptions
18. 17
Creating the External Arm
Team-building for EMD Serono
Co-develop start-up strategy – together,
construct a plan addressing typical
outsourcing challenges – especially
requisite skill level fulfillment and
synchronizing distributed work centers.
Monitor and adapt - progress and
quality of the extension team’s work is
carefully monitored both by both Cytel
and EMD Serono managers.
Responses
Assemble qualified team - Cytel
assembles a team of qualified
biostatisticians and SAS and R
programmers from our Indian offices.
21. 20
Outsourcing Outcome
Flexible Stats & Programming Capacity
Outcomes
The extension team is now
functionally integrated with EMD
Serono’s own biostatisticians and
statistical programmers in Europe
and the US.
The additional resources also can
flexibly scale to cope with future or
resource bottlenecks anticipated or
unforeseen.
The EMD Serono project is a great example of
setting expectations realistically and
managing the delivery carefully …
… with the result that cost savings are a
consequence of the decision without
compromising the quality and flexibility
Serono demanded.
Ajay Sathe
Chief Executive, Indian Operations
Cytel Inc.
22. 21
Summary
The offshore/outsourcing model brings benefits that are here to stay:
1. Cost savings, 2. Greater labor flexibility, 3. Access to specialized skills
Don’t outsource for cost benefit alone…the short-run benefits may be reversed by
economic or political challenges quicker than it takes to realize true gains
Elementary ROI calculations alone won’t reveal the truth…
Start-up costs realities, bridging the experience chasm, effective managerial overhead,
large relative regional productivity differences, rework or non-tangible drawbacks such
progressive relationships, staff turn-over, cultural barriers
…are much more nuanced, meaningful
Use a common-sense approach between outsourcing and offshoring tuned for your
unique situation – not a cookie-cutter that may have worked for someone else
23. Thank you.
Your comments or questions?
29 January, 2014
Michael Weitz
Global Marketing Director, Cytel Inc.
25. 13
Technology enables more tasks to be
offshored
Chief Economist with Morgan Stanley, Stephen Roach:
“The internet has forever changed the competitive
climate for most white-collar knowledge workers.
Courtesy of near-ubiquitous connectivity, the
output of the knowledge-worker can now be
emailed to a desktop anywhere in the world.
That brings low-cost, well-trained, highly-
educated workers in Bangalore, Shanghai, and
Eastern and Central Europe into the global
knowledge-worker pool.”