This document discusses the balanced scorecard, a performance management tool created by Robert Kaplan and David Norton. It describes the four perspectives of the balanced scorecard: financial, customer, internal business processes, and learning and growth. Key performance indicators are provided for each perspective. The balanced scorecard allows companies to translate their strategy into tangible objectives and measures across all important parts of their organization. It also helps ensure the various programs and initiatives of a company are aligned and focused on achieving the overall strategy.
The document discusses the balanced scorecard approach to performance management. It provides background on the balanced scorecard, describing its origins in a 1992 article. The balanced scorecard measures performance across four perspectives: financial, customer, business processes, and learning and growth. Benefits include focusing the organization on key goals and integrating initiatives. The document applies the balanced scorecard framework to instruction and teaching, measuring quality, student/instructor satisfaction, and budgets. It raises the question of whether instructional programs are properly balanced across these perspectives.
Baldrige Education Criteria for Performance ExcellenceMarko Wolf-Pany
The document discusses the Baldrige Education Criteria for Performance Excellence, which are standards based on the Malcolm Baldrige National Quality Award for evaluating and improving organizational performance in the education field. It provides background on Marko Wolf-Pany and his experience in process improvement, project management, and the Baldrige program. The criteria follow a framework of planning, delivery, and evaluation.
"State of the Practice Frameworks", CWCC PMI, Annual Professional Development & Career Fair, SFU - Simon Fraser University - Harbour Centre Campus Friday, September 26, 2008
This report summarizes the performance of initiatives at Telekom Malaysia Berhad (TM) in June 2012. The monthly technical resolution rate was 84%, exceeding the target of 80% but the percentage of points of contact (POC) completed for the Priority Technical Support (PTS) project was 60%, below the target of 100%. To improve PTS, workarounds may be needed using available resources due to dependencies on other parties. For the TSI Team Competency Analysis initiative, a competency framework and preliminary assessment model were designed but the percentage completed was only 35% due to the initiative's critical nature and dependencies on other projects like PTS.
This document provides information about a 3-day training course on preparing for the Project Management Professional (PMP) certification exam. The course will cover the key concepts and processes needed to understand the PMP exam, provide sample questions and a practice exam, and help attendees create a personalized study plan. It will be held in Arlington, VA in October 2010. Attendees will learn about the latest PMBOK guide, tips for passing the exam, and how to apply and prepare to take the PMP exam.
This 3-day course provides 18 hours of education to help participants prepare for the Project Management Professional (PMP)® certification exam. The course covers all five process groups and nine knowledge areas from the Project Management Body of Knowledge (PMBOK)® Guide. Participants will learn essential terminology, tools, techniques, and tips to navigate the exam topics and pass on the first attempt. They will gain practice with sample exam questions and a full-length mock exam. The course is designed for project managers, program managers, analysts and other professionals interested in obtaining their PMP certification.
This 3-day course provides 18 hours of education to help participants prepare for the Project Management Professional (PMP)® certification exam. The course covers all five process groups and nine knowledge areas from the Project Management Body of Knowledge (PMBOK)® Guide, with a focus on terminology, tools, techniques, sample questions, and a full-length practice test. Instructors provide tips for effective exam preparation and help create individualized study plans. Course topics include project integration, scope, time and cost management, quality management, human resource management, communication management, and risk management. Upon completion, participants will understand what to study for the exam and how to apply for and pass the PMP® exam.
The document discusses the balanced scorecard approach to performance management. It provides background on the balanced scorecard, describing its origins in a 1992 article. The balanced scorecard measures performance across four perspectives: financial, customer, business processes, and learning and growth. Benefits include focusing the organization on key goals and integrating initiatives. The document applies the balanced scorecard framework to instruction and teaching, measuring quality, student/instructor satisfaction, and budgets. It raises the question of whether instructional programs are properly balanced across these perspectives.
Baldrige Education Criteria for Performance ExcellenceMarko Wolf-Pany
The document discusses the Baldrige Education Criteria for Performance Excellence, which are standards based on the Malcolm Baldrige National Quality Award for evaluating and improving organizational performance in the education field. It provides background on Marko Wolf-Pany and his experience in process improvement, project management, and the Baldrige program. The criteria follow a framework of planning, delivery, and evaluation.
"State of the Practice Frameworks", CWCC PMI, Annual Professional Development & Career Fair, SFU - Simon Fraser University - Harbour Centre Campus Friday, September 26, 2008
This report summarizes the performance of initiatives at Telekom Malaysia Berhad (TM) in June 2012. The monthly technical resolution rate was 84%, exceeding the target of 80% but the percentage of points of contact (POC) completed for the Priority Technical Support (PTS) project was 60%, below the target of 100%. To improve PTS, workarounds may be needed using available resources due to dependencies on other parties. For the TSI Team Competency Analysis initiative, a competency framework and preliminary assessment model were designed but the percentage completed was only 35% due to the initiative's critical nature and dependencies on other projects like PTS.
This document provides information about a 3-day training course on preparing for the Project Management Professional (PMP) certification exam. The course will cover the key concepts and processes needed to understand the PMP exam, provide sample questions and a practice exam, and help attendees create a personalized study plan. It will be held in Arlington, VA in October 2010. Attendees will learn about the latest PMBOK guide, tips for passing the exam, and how to apply and prepare to take the PMP exam.
This 3-day course provides 18 hours of education to help participants prepare for the Project Management Professional (PMP)® certification exam. The course covers all five process groups and nine knowledge areas from the Project Management Body of Knowledge (PMBOK)® Guide. Participants will learn essential terminology, tools, techniques, and tips to navigate the exam topics and pass on the first attempt. They will gain practice with sample exam questions and a full-length mock exam. The course is designed for project managers, program managers, analysts and other professionals interested in obtaining their PMP certification.
This 3-day course provides 18 hours of education to help participants prepare for the Project Management Professional (PMP)® certification exam. The course covers all five process groups and nine knowledge areas from the Project Management Body of Knowledge (PMBOK)® Guide, with a focus on terminology, tools, techniques, sample questions, and a full-length practice test. Instructors provide tips for effective exam preparation and help create individualized study plans. Course topics include project integration, scope, time and cost management, quality management, human resource management, communication management, and risk management. Upon completion, participants will understand what to study for the exam and how to apply for and pass the PMP® exam.
This document provides information about an 18-hour training course to help participants prepare for the Project Management Professional (PMP) certification exam. The course will be held from May 17-19, 2010 in Arlington, VA and will cover the key topics and knowledge areas covered on the PMP exam, including project integration, scope, time and cost management, quality management, human resource management, communication management, risk management, and procurement management. The course will provide an overview of the PMP exam format and requirements, sample questions, and test taking strategies. Participants will learn effective study techniques and create a personalized study plan.
STAG is a test engineering company established in 2000 with offices in Bangalore and Chennai. It uses a method-centered approach to test engineering called STEM, which is a collection of disciplines and workflows executed over three phases to foster a scientific way of thinking and disciplined approach. STEM promises high early stage defect detection, higher quality software, deskilling and team scaling, and better return on investment on tooling.
The document discusses the Business Operating Success Strategies (BOSS), a new initiative at Kennedy Space Center Launch Services Program to standardize and improve consistency in mission management. It provides an overview of BOSS, including its purpose to align activities with requirements and increase accountability. It outlines how compliance will be achieved through checklists and schedules. Responsibility for implementation and updates is assigned, and next steps are to obtain feedback and measure BOSS' effectiveness.
The document discusses changes made to NASA's Safety and Mission Assurance (S&MA) paradigm following several accidents and reports. It outlines how S&MA was reorganized at Marshall Space Flight Center to improve expertise, resources, and inclusion in technical decisions. S&MA now takes an integrated, in-line approach to projects through activities like hazard analysis, risk assessment, and participating in working groups. This early involvement has impacted vehicle designs and produced risk-based products to meet new safety and reliability requirements for programs like Constellation's Ares I.
National Aeronautics and Space Administration (NASA) Goddard Space Flight Center's Innovative Partnerships Program (IPP) seeks to form partnerships to enhance future mission capabilities. The IPP acts as a facilitator and catalyst by bringing parties together, implementing new approaches, and identifying ways for partnerships to benefit NASA, partners, and taxpayers. The presentation provides an example partnership between NASA and Carnegie Mellon University's Robotics Institute to demonstrate how innovative partnerships can leverage resources and accelerate technology maturation.
Instructional designers are often called upon to act as project leads and project managers on e-learning projects, yet they rarely receive formal project management training. There are unique project management issues related to e-learning and unique ways of adapting project management techniques and tools to address those issues. In this 2012 webinar I delivered at an eLearning Guild Online Forum, I discuss a variety of best practices related to managing stakeholders; managing process dependencies, collaborations, and handoffs; and managing quality issues related to interactivity, media, and contextualization.
The document discusses lessons learned from turbulence experienced during a NASA aeronautics research project. Key points include: a new project manager was selected who was unfamiliar with the role and processes, which led to leadership issues; the program was undergoing changes that created an unclear vision and shifting requirements, adding turbulence; clear communication between project leadership and open discussion of challenges is important for navigating periods of turbulence; selecting candidates well-suited for open roles and providing needed training and mentoring can help address issues that arise.
The document discusses project management at NASA. It provides definitions of projects and project management, and traces the evolution of project management from ancient times to the present. It also discusses frameworks for classifying projects based on their complexity, novelty, and pace. Specifically, it introduces the NCTP model for distinguishing project types and analyzing which project management approach is optimal. It analyzes examples like the Denver airport and space shuttle projects using this framework. Finally, it considers some limitations of current project management approaches.
This document provides information about an 18-hour PMP exam prep course taking place from May 17-19, 2010 in Arlington, VA. The course will help participants learn about the PMP exam format, PMBOK terminology and knowledge areas, tips for passing the exam, and include practice questions. It will cover topics like project integration, scope, time and cost management, quality management, communications, and risk management. The document provides logistical information about the venue, hotel, tuition rates, and registration.
This 3-day course provides 18 hours of education to help students prepare for the Project Management Professional (PMP)® certification exam. On the first day, students learn about the five process groups and nine knowledge areas of the PMBOK® Guide, tips for passing the exam, and practice sample questions. The second day covers topics like project cost management, quality management, and communication management. The third day focuses on risk management and allows more sample question practice. Attendees include project managers, program managers, analysts, and other professionals interested in project management. Completing the course provides a foundation to understand PMP exam content and create a personalized study plan.
Case Study on Business Communication Training - by projectingITprojectingIT
This presentation covers excerpt of the "Training Assessment Report" prepared by projectingIT and sent to our client. The presentation covers following aspects
# Training Assessment Steps
1] Reaction and Planned Action
2] Learning
3] Course Content
4] Trainer Feedback
5] Participant Feedback
# Training Effectiveness Measurements
Visit our website to know more
The SAFE II Project aimed to enhance sexual and reproductive health and rights (SRHR) for youth across Europe through better cooperation among EU countries. The project had five implementation packages focused on policy guidance, qualitative research, good practices, stakeholder involvement, and youth participation. Partners in different countries led activities like advocating for policy changes, conducting research, implementing youth-friendly services, engaging stakeholders, and empowering youth. The goal was to promote rights-based approaches, understand youth needs, improve access to SRHR services and information, and increase commitment to supporting youth SRHR.
Ix564 unit 4 - team project - design & layout finallkwashbu
The document discusses internal processes for designing and managing features of a learning management system (LMS). It outlines considerations for highlighted features, tests, gradebooks, discussion boards, and collaborating tools. It also covers internal processes for access rights, integrating tools like PowerPoint presentations and Blackboard Collaborate, and adding content like tests and discussion questions. External processes focus on the user experience, including launching the LMS and determining user access.
The document discusses upcoming changes to NASA's independent review policies and processes. Some of the key changes include standardizing terms of reference, implementing a 1-step or 2-step review timeline, updating required lifecycle products, revising review criteria and maturity tables, and changes to review team composition and decision memos. The changes aim to improve the effectiveness and efficiency of NASA's review processes.
The document discusses an operational framework for organizations. It defines an operational framework as the policies, standards, processes, procedures, training, and tools that govern how an organization carries out its work. It provides examples of how an operational framework would be applied to a project human resource management process, including relevant policies, standards, procedures, training, and tools. The presentation aims to help organizations improve operations by clearly defining and communicating the elements that comprise their operational framework.
Our presentation on M&E for the Strengthening the Dairy Value Chain project in Bangladesh, delivered at the Market Engagement and Learning Event, September 2012.
The document provides an overview of managing business intelligence projects successfully using PRINCE2 methodology. It discusses key success factors such as solid requirements, controlled project environment, and delegating powers to the project sponsor. It then describes the customized PRINCE2 processes used in BI projects including starting up a project, initiating a project, directing a project, controlling project stages, managing product delivery, managing stage boundaries, and closing a project. It also outlines the responsibilities of the project board, project sponsor, senior user, senior supplier, project manager, and team manager in the project organization.
Exigen Services is an IT company that specializes in transformations. It provides opportunities for students through internships and career development programs. Employees have opportunities to grow within projects, through rotations between roles, and training programs. The company evaluates employees annually and provides recommendations to help employees optimize their professional growth through competency models, career planning, and performance reviews.
The document discusses NASA's independent review process for programs and projects. It aims to ensure the highest probability of mission success. Key points:
1. Independent reviews are conducted by Standing Review Boards at each project life-cycle milestone to objectively assess technical approach, schedule, resources, risk, and management approach.
2. Reviews provide independent validation of projects' readiness to proceed and reassure stakeholders that commitments can be delivered. Preparing for reviews allows holistic project examination.
3. Reviews follow NASA governance involving senior management, technical authorities, and decision authorities. Standing Review Boards comprised of independent experts conduct the actual reviews.
4. The process helps ensure projects receive independent assurance they are on
The document provides an update on the Flexible and Online program at a Change Champions meeting. It discusses the program's status and delivery, with 75% of projects completed including new tools and strategies. It also details changes to the Program Management Office structure and governance model to provide more centralized project delivery and oversight through a new director role. Upcoming projects discussed include the Approvals project and Revitalising Learning.
Sala is an adept multi-tasker with experience leading multi-cultural engineering and IT projects. He has a strong background in project management, manufacturing operations, and information technology. Sala holds a PhD in Economics from Gdansk University and masters and bachelors degrees in mechanical engineering. He is looking for a company that rewards hard work, creativity, and commitment.
M&E, photography and success stories documentationJosiah Mukoya
The document provides an overview of a training for local partners of Mercy Corps on monitoring and evaluation systems development, photography documentation, and documenting success stories. The training aims to strengthen partners' ability to monitor and evaluate their youth programs, which seek to address unemployment and its role in violence. It covers key M&E concepts like monitoring, evaluation, and indicators. It also outlines the M&E plan and tools for Mercy Corps' LEAP II youth program, and roles for collecting and reporting data.
This document provides information about an 18-hour training course to help participants prepare for the Project Management Professional (PMP) certification exam. The course will be held from May 17-19, 2010 in Arlington, VA and will cover the key topics and knowledge areas covered on the PMP exam, including project integration, scope, time and cost management, quality management, human resource management, communication management, risk management, and procurement management. The course will provide an overview of the PMP exam format and requirements, sample questions, and test taking strategies. Participants will learn effective study techniques and create a personalized study plan.
STAG is a test engineering company established in 2000 with offices in Bangalore and Chennai. It uses a method-centered approach to test engineering called STEM, which is a collection of disciplines and workflows executed over three phases to foster a scientific way of thinking and disciplined approach. STEM promises high early stage defect detection, higher quality software, deskilling and team scaling, and better return on investment on tooling.
The document discusses the Business Operating Success Strategies (BOSS), a new initiative at Kennedy Space Center Launch Services Program to standardize and improve consistency in mission management. It provides an overview of BOSS, including its purpose to align activities with requirements and increase accountability. It outlines how compliance will be achieved through checklists and schedules. Responsibility for implementation and updates is assigned, and next steps are to obtain feedback and measure BOSS' effectiveness.
The document discusses changes made to NASA's Safety and Mission Assurance (S&MA) paradigm following several accidents and reports. It outlines how S&MA was reorganized at Marshall Space Flight Center to improve expertise, resources, and inclusion in technical decisions. S&MA now takes an integrated, in-line approach to projects through activities like hazard analysis, risk assessment, and participating in working groups. This early involvement has impacted vehicle designs and produced risk-based products to meet new safety and reliability requirements for programs like Constellation's Ares I.
National Aeronautics and Space Administration (NASA) Goddard Space Flight Center's Innovative Partnerships Program (IPP) seeks to form partnerships to enhance future mission capabilities. The IPP acts as a facilitator and catalyst by bringing parties together, implementing new approaches, and identifying ways for partnerships to benefit NASA, partners, and taxpayers. The presentation provides an example partnership between NASA and Carnegie Mellon University's Robotics Institute to demonstrate how innovative partnerships can leverage resources and accelerate technology maturation.
Instructional designers are often called upon to act as project leads and project managers on e-learning projects, yet they rarely receive formal project management training. There are unique project management issues related to e-learning and unique ways of adapting project management techniques and tools to address those issues. In this 2012 webinar I delivered at an eLearning Guild Online Forum, I discuss a variety of best practices related to managing stakeholders; managing process dependencies, collaborations, and handoffs; and managing quality issues related to interactivity, media, and contextualization.
The document discusses lessons learned from turbulence experienced during a NASA aeronautics research project. Key points include: a new project manager was selected who was unfamiliar with the role and processes, which led to leadership issues; the program was undergoing changes that created an unclear vision and shifting requirements, adding turbulence; clear communication between project leadership and open discussion of challenges is important for navigating periods of turbulence; selecting candidates well-suited for open roles and providing needed training and mentoring can help address issues that arise.
The document discusses project management at NASA. It provides definitions of projects and project management, and traces the evolution of project management from ancient times to the present. It also discusses frameworks for classifying projects based on their complexity, novelty, and pace. Specifically, it introduces the NCTP model for distinguishing project types and analyzing which project management approach is optimal. It analyzes examples like the Denver airport and space shuttle projects using this framework. Finally, it considers some limitations of current project management approaches.
This document provides information about an 18-hour PMP exam prep course taking place from May 17-19, 2010 in Arlington, VA. The course will help participants learn about the PMP exam format, PMBOK terminology and knowledge areas, tips for passing the exam, and include practice questions. It will cover topics like project integration, scope, time and cost management, quality management, communications, and risk management. The document provides logistical information about the venue, hotel, tuition rates, and registration.
This 3-day course provides 18 hours of education to help students prepare for the Project Management Professional (PMP)® certification exam. On the first day, students learn about the five process groups and nine knowledge areas of the PMBOK® Guide, tips for passing the exam, and practice sample questions. The second day covers topics like project cost management, quality management, and communication management. The third day focuses on risk management and allows more sample question practice. Attendees include project managers, program managers, analysts, and other professionals interested in project management. Completing the course provides a foundation to understand PMP exam content and create a personalized study plan.
Case Study on Business Communication Training - by projectingITprojectingIT
This presentation covers excerpt of the "Training Assessment Report" prepared by projectingIT and sent to our client. The presentation covers following aspects
# Training Assessment Steps
1] Reaction and Planned Action
2] Learning
3] Course Content
4] Trainer Feedback
5] Participant Feedback
# Training Effectiveness Measurements
Visit our website to know more
The SAFE II Project aimed to enhance sexual and reproductive health and rights (SRHR) for youth across Europe through better cooperation among EU countries. The project had five implementation packages focused on policy guidance, qualitative research, good practices, stakeholder involvement, and youth participation. Partners in different countries led activities like advocating for policy changes, conducting research, implementing youth-friendly services, engaging stakeholders, and empowering youth. The goal was to promote rights-based approaches, understand youth needs, improve access to SRHR services and information, and increase commitment to supporting youth SRHR.
Ix564 unit 4 - team project - design & layout finallkwashbu
The document discusses internal processes for designing and managing features of a learning management system (LMS). It outlines considerations for highlighted features, tests, gradebooks, discussion boards, and collaborating tools. It also covers internal processes for access rights, integrating tools like PowerPoint presentations and Blackboard Collaborate, and adding content like tests and discussion questions. External processes focus on the user experience, including launching the LMS and determining user access.
The document discusses upcoming changes to NASA's independent review policies and processes. Some of the key changes include standardizing terms of reference, implementing a 1-step or 2-step review timeline, updating required lifecycle products, revising review criteria and maturity tables, and changes to review team composition and decision memos. The changes aim to improve the effectiveness and efficiency of NASA's review processes.
The document discusses an operational framework for organizations. It defines an operational framework as the policies, standards, processes, procedures, training, and tools that govern how an organization carries out its work. It provides examples of how an operational framework would be applied to a project human resource management process, including relevant policies, standards, procedures, training, and tools. The presentation aims to help organizations improve operations by clearly defining and communicating the elements that comprise their operational framework.
Our presentation on M&E for the Strengthening the Dairy Value Chain project in Bangladesh, delivered at the Market Engagement and Learning Event, September 2012.
The document provides an overview of managing business intelligence projects successfully using PRINCE2 methodology. It discusses key success factors such as solid requirements, controlled project environment, and delegating powers to the project sponsor. It then describes the customized PRINCE2 processes used in BI projects including starting up a project, initiating a project, directing a project, controlling project stages, managing product delivery, managing stage boundaries, and closing a project. It also outlines the responsibilities of the project board, project sponsor, senior user, senior supplier, project manager, and team manager in the project organization.
Exigen Services is an IT company that specializes in transformations. It provides opportunities for students through internships and career development programs. Employees have opportunities to grow within projects, through rotations between roles, and training programs. The company evaluates employees annually and provides recommendations to help employees optimize their professional growth through competency models, career planning, and performance reviews.
The document discusses NASA's independent review process for programs and projects. It aims to ensure the highest probability of mission success. Key points:
1. Independent reviews are conducted by Standing Review Boards at each project life-cycle milestone to objectively assess technical approach, schedule, resources, risk, and management approach.
2. Reviews provide independent validation of projects' readiness to proceed and reassure stakeholders that commitments can be delivered. Preparing for reviews allows holistic project examination.
3. Reviews follow NASA governance involving senior management, technical authorities, and decision authorities. Standing Review Boards comprised of independent experts conduct the actual reviews.
4. The process helps ensure projects receive independent assurance they are on
The document provides an update on the Flexible and Online program at a Change Champions meeting. It discusses the program's status and delivery, with 75% of projects completed including new tools and strategies. It also details changes to the Program Management Office structure and governance model to provide more centralized project delivery and oversight through a new director role. Upcoming projects discussed include the Approvals project and Revitalising Learning.
Sala is an adept multi-tasker with experience leading multi-cultural engineering and IT projects. He has a strong background in project management, manufacturing operations, and information technology. Sala holds a PhD in Economics from Gdansk University and masters and bachelors degrees in mechanical engineering. He is looking for a company that rewards hard work, creativity, and commitment.
M&E, photography and success stories documentationJosiah Mukoya
The document provides an overview of a training for local partners of Mercy Corps on monitoring and evaluation systems development, photography documentation, and documenting success stories. The training aims to strengthen partners' ability to monitor and evaluate their youth programs, which seek to address unemployment and its role in violence. It covers key M&E concepts like monitoring, evaluation, and indicators. It also outlines the M&E plan and tools for Mercy Corps' LEAP II youth program, and roles for collecting and reporting data.
The early stages of the growth of a technical writing function in India. Successes and challenges in globalization.
Keynote at STC India Conference, Hyderabad, India, December 2005
The document outlines OpenERP's approach to project support for partners, describing the various phases of a project from initial gap analysis and estimation through development, testing, deployment, and post-deployment support, with OpenERP assisting partners at each stage to help ensure project success. It emphasizes that both OpenERP and its partners have a shared responsibility in delivering projects to clients to strengthen the OpenERP brand.
This is the presentation from the February Catalyze Webcast. Barb Carkenord from B2T Training presented her surefire strategies for improving communications with stakeholders.
Demystifying the SEI CMMI Requirements Management & Requirements Development ...Marko Wolf-Pany
The document summarizes Marko Wolf-Pany's presentation on demystifying the SEI CMMI requirements management and requirements development process areas. The presentation agenda includes typical problems in the software life cycle, the operational framework, an overview of CMMI for Development version 1.2, and descriptions of the requirements management and requirements development process areas.
In this presentation, we provide the details of an ecosystem to foster scholarly work at an educational institution. Various research and funding processes are outlined to set up and execute a successful operational model.
The document provides an overview of a PMP lecture based on the PMBoK Edition 7. It contains 6 sections that cover project management basics, the paradigm shift in project management evolution, the project performance domains, tailoring projects, models in project management, and methods and artifacts. It also includes slides on PMP exam tips. The slides statistics section indicates the number of slides in each section, with the largest sections being on the project performance domains and models in project management.
This document discusses best practices in project management. It outlines that there are established standards and frameworks like PMBOK and PRINCE2 that provide formal best practices. However, some prefer an intuitive "lone ranger" approach. The best approach lies in the middle, combining formal knowledge of standards with experience-based practices. Interpersonal or "soft" skills are also an important missing ingredient to project management success. Specific best practices highlighted include investing in detailed planning, prioritizing communication, and conducting risk analysis.
The document provides an overview of the Alberta Natural Gas and Conventional Oil Investment Competitiveness Study 2009. The study aims to determine if Alberta is competitive for investment in the natural gas and conventional oil sectors. Key steps in the study include collecting data from industry, analyzing factors of competitiveness, engaging stakeholders, and developing conclusions and recommendations. The project will analyze economic and financial aspects of investment competitiveness through interviews, workshops, and focus groups with government, industry, and financial sectors.
This document outlines the define phase of an 8-step continuous process improvement (CPI) roadmap. The define phase includes activities like identifying problems, validating the problem statement, establishing strategic alignment, gathering customer input, and creating a goal statement. It also lists required deliverables for the define tollgate, such as a problem statement, goal statement, project scope, timeline, and high-level process map. The document provides an overview of the key elements and documentation needed to properly define a CPI project.
The document discusses Imperial College Consultants' role in managing projects funded by the European Union's FP7 framework. ICON acts as a consortium manager, coordinating non-research activities like budgeting, reporting, dissemination, and intellectual property planning. As the manager, ICON recruits staff, organizes meetings, communicates between partners, handles finances, and sets up websites and document sharing systems. The document outlines ICON's involvement from the proposal through execution phases of FP7 projects and notes some best practices and lessons learned for effective consortium management.
7th OECD Regional Policy Network Meeting on Sustainable Infrastructure - Mr. Roderick Planta, Assistant Secretary, Investment Programming Group,
National Economic and Development Authority (NEDA), Philippines
Response to Mid-Term Evaluation - Swaziland Agricultural Development ProgrammeFAO
Presentation made by Julien De Meyer, Agriculture Research Officer in FAO and Lead Technical officer of the Swaziland Agriculture Development Programme (SADP) on the results of the mid-term evaluation. SADP was established in 2009 to revitalize agriculture and contribute to the creation of a vibrant commercial agricultural sector in Swaziland.
The presentation is based on a research master thesis and addresses SADP main issues and challenges, actions taken, results from a stakeholders survey and lessons learnt.
The SADP is a 5-years programme with funding from the European Union (EU) and FAO. It is implemented by the Government of Swaziland and FAO with a focus on improving smallholder crop and livestock production, research and extension service delivery and smallholder market-oriented agro-business development, the SADP fosters sustainable food security for rural households and contributes to increased equitable economic growth and development.
Similar to Balanced Score Card in Personal Life (20)
Response to Mid-Term Evaluation - Swaziland Agricultural Development Programme
Balanced Score Card in Personal Life
1. Vancouver Community College ID 3102
Provincial Instructor Diploma Program Instructional Techniques
PIDP ID 3102
Balanced Score Card
Marko Wolf-Pany, P.Eng.
Wolf-
Vancouver Community College
Provincial Instructor Diploma Program
Tuesday, October 28, 2008
Marko Wolf-Pany, P.Eng.
Wolf-
VCC – PIDP – ID 3102
0
Process Improvement Consultant – Project Management Consultant
Tuesday, October 28, 2008
Marko Wolf Pany, P.Eng.
Professional Engineer (P.Eng.), Ontario
B.Eng. Honours, Electrical Engineering, Carleton University
Software Engineering Institute (SEI) Software Capability Evaluation (SCE)
Evaluator
CMMI / ITT Senior Manager, TELUS / Accenture / Vancouver
Program / Project / Process Improvement Management Consultant
Director, Software Engineering Management
Program Manager -SEI CMM based Software Process Improvement (SPI) Programs
Member of the company’s Baldrige National Quality Program Steering Council
Director, Systems Engineering -Technical Authority responsible for all
Information Technology (IT) Projects in Latin America
Project Manager / Technical Manager, Land (Army) Software Engineering
Centre (LSEC), Department of National Defence (DND)
Member of the Software Engineering Process Group (SEPG)
Marko Wolf-Pany, P.Eng.
Wolf-
Process Improvement Consultant – Project Management Consultant 1
Tuesday, September 28, 2008
Marko Wolf-Pany, P.Eng.
Process Improvement Consultant
Project Management Consultant Tuesday, October 28, 2008 - 1
2. Vancouver Community College ID 3102
Provincial Instructor Diploma Program Instructional Techniques
History of the Balanced Scorecard
In 1992, an article by Robert Kaplan and David Norton entitled quot;The Balanced
Scorecard - Measures that Drive Performancequot; in the Harvard Business Review
caused a lot of attention for their method, and led to their business bestseller,
quot;The Balanced Scorecard: Translating Strategy into Actionquot;, published in 1996.
The Balanced Scorecard (BSC) is a performance management tool which
began as a concept for measuring whether the smaller-scale operational
smaller-
activities of a company are aligned with its larger-scale objectives in terms of
larger-
vision and strategy.
By focusing not only on financial outcomes but also on the operational,
marketing and developmental inputs to these, the Balanced Scorecard helps
provide a more comprehensive view of a business, which in turn helps
organizations act in their best long-term interests.
long-
Marko Wolf-Pany, P.Eng.
Wolf-
Process Improvement Consultant – Project Management Consultant 2
Tuesday, September 28, 2008
History of the Balanced Scorecard
The financial performance of an organization is essential for its success.
Even non-profit organizations must deal in a sensible way with funds they
non-
receive.
However, a pure financial approach for managing organizations suffers from two
drawbacks:
It is historical.
Whilst it tells us what has happened to the organization, it may not tell us what is currently happening.
Nor it is a good indicator of future performance.
It is too low.
It is common for the current market value of an organization to exceed the market value of its assets.
Tobin's-q measures the ratio of the value of a company's assets to its market value.
Tobin's-
The excess value is resulting from intangible assets.
This kind of value is not measured by normal financial reporting.
Marko Wolf-Pany, P.Eng.
Wolf-
Process Improvement Consultant – Project Management Consultant 3
Tuesday, September 28, 2008
Marko Wolf-Pany, P.Eng.
Process Improvement Consultant
Project Management Consultant Tuesday, October 28, 2008 - 2
3. Vancouver Community College ID 3102
Provincial Instructor Diploma Program Instructional Techniques
The 4 perspectives of the Balanced Scorecard
The Balanced Scorecard method of Kaplan and Norton is a strategic approach,
and performance management system, that enables organizations to translate a
company's vision and strategy into implementation, working from 4
perspectives:
Financial perspective.
Customer perspective.
Business process perspective.
Learning and growth perspective.
This allows the monitoring of present performance, but the method also tries to
capture information about how well the organization is positioned to perform in
the future.
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Benefits of the Balanced Scorecard
Kaplan and Norton cite the following benefits of the usage of the Balanced
Scorecard:
Focusing the whole organization on the few key things needed to create breakthrough
performance.
Helps to integrate various corporate programs. Such as: quality, re-engineering, and
re-
customer service initiatives.
Breaking down strategic measures towards lower levels, so that unit managers,
operators, and employees can see what's required at their level to achieve excellent
overall performance.
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4. Vancouver Community College ID 3102
Provincial Instructor Diploma Program Instructional Techniques
Kaplan and Norton's Balanced Scorecard
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1. The Financial Perspective
The financial perspective examines if the company’s implementation and
execution of its strategy are contributing to the bottom-line improvement of the
bottom-
company.
Key Financial Performance Indicators
Cash flow
ROI
Financial Result
Return on capital employed
Return on equity
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5. Vancouver Community College ID 3102
Provincial Instructor Diploma Program Instructional Techniques
2. The customer perspective
The customer perspective defines the value proposition that the organization will
apply in order to satisfy customers and thus generate more sales to the most
desired (i.e. the most profitable) customer groups.
Key Customer Performance Indicators
Delivery Performance to Customer - by Date
Quality Performance to Customer - by Quality
Customer satisfaction rate
Customer Loyalty
Customer retention
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3. The Business Process perspective
The internal process perspective is concerned with the processes that create
and deliver the customer value proposition.
Key Internal Business Processes Performance Indicators
Number of Activities
Opportunity Success Rate
Accident Ratios
Overall Equipment Effectiveness
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Process Improvement Consultant
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6. Vancouver Community College ID 3102
Provincial Instructor Diploma Program Instructional Techniques
4. Learning and Growth perspective
The Innovation & Learning Perspective is concerned with the jobs (human
capital), the systems (information capital), and the climate (organization capital)
of the enterprise.
Key Learning & Growth Performance Indicators
Investment Rate
Illness rate
Internal Promotions %
Employee Turnover
Gender Ratios
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Balanced Score Card
$ QUALITY
(Profits, (Products &
RoI, etc.) Services)
CUSTOMER EMPLOYEE
SATISFACTION SATISFACTION
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7. Vancouver Community College ID 3102
Provincial Instructor Diploma Program Instructional Techniques
Personal Balanced Score Card
$
FINANCIAL QUALITY
BALANCE OF LIFE
FAMILY & PERSONAL
FRIENDS SATISFACTION
SATISFACTION
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Is Your Life Balanced ?
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