Advanced program management resource, content and knowledge management
•Download as PPT, PDF•
3 likes•716 views
The document defines resource management, content management, and knowledge management in the context of advanced program management. Resource management involves staff planning, allocation, and performance evaluation. Content management deals with scope change control and maintaining project and program plans. Knowledge management focuses on identifying key skills and knowledge, building repositories, and sharing information across teams.
Report
Share
Report
Share
![Objectives ,[object Object],[object Object],[object Object]](data:image/gif;base64,R0lGODlhAQABAIAAAAAAAP///yH5BAEAAAAALAAAAAABAAEAAAIBRAA7)
Recommended
Program Management
The document provides an overview of program management. It discusses key elements of program management including scope, deliverables, budget, schedule, planning, execution, monitoring, controlling, and closing. It also outlines the benefits of program management including efficient use of resources, stakeholder management, coordination, communication, and alignment with organizational objectives. The document describes the program life cycle which includes selection, setup, execution, delivery of benefits, and closing phases. It emphasizes defining objectives and benefits, managing resources and risks, and governance structures for successful program management.
Master plan of evaluation
A master plan of evaluation is important for meeting accreditation standards, demonstrating quality to the public, and ensuring graduates meet educational and professional standards. The plan should specify what is evaluated using an organizing framework to avoid omitting crucial variables. It must identify those who will collect, analyze, and report data, and set timelines. The plan also requires a feedback loop for recommendations and decision making. Reports from evaluations should identify problems and needs, successes, recommendations, responsible parties, and timelines for improvement or new programs.
Projects Management
The document provides an overview of project management basics and best practices. It discusses the five key steps of project management: 1) startup, 2) defining scope and requirements, 3) developing a plan and securing resources, 4) tracking, controlling, reporting and reviewing, and 5) completion and assessment. Templates and checklists are recommended for each step to help structure the work and facilitate effective communication, documentation, and management of tasks, risks, and issues.
Project Management : Project Planning by iFour Technolab Pvt. Ltd.
Project Management : Project Planning by iFour Technolab Pvt. Ltd.iFour Institute - Sustainable Learning
Project Management : Project Planning by iFour Technolab Pvt. Ltd.
Project planning is part of project management, which relates to the use of schedules such as Gantt charts to plan and subsequently report progress within the project environment.
Created by iFour Technolab Pvt. Ltd.
http://www.ifourtechnolab.comCPE Monitoring and Evaluation
This document provides an overview of monitoring and evaluation (M&E) for projects. It defines monitoring as the continuous collection and analysis of data on a project's progress, while evaluation assesses a project's effectiveness in achieving its goals. The key differences between M&E are outlined, including that monitoring is ongoing and focuses on activities and outputs, while evaluation occurs periodically and examines outcomes and impacts. M&E frameworks, principles, systems and levels of effort are also described to guide effective project implementation and learning.
Project management
This document provides an introduction to project management. It defines a project, compares projects and operations, and outlines what makes a project successful or fail. It then defines project management and its key areas including scope, issue, cost, quality, communications, risk, and change management. The five phases of project management are also outlined. Finally, it discusses common project management tools and the role of the project manager.
Project M&E (unit 1-4)
The document provides an introduction to a course on project monitoring and evaluation. It will cover various topics related to project management over 15 sessions totaling 42 hours. Key concepts that will be discussed include the project cycle, monitoring and evaluation logic and cycle, evaluation techniques, indicators, and data collection for monitoring and evaluation. It emphasizes understanding the practical meanings and importance of concepts rather than mathematical equations.
Monitoring, evaluation and accountability staff presentation
April 30th SRC Staff presentation on MEA monitoring and impact tables, their roles and responsibilities in relation to those tables, and SRC priority actions for the coming year
Recommended
Program Management
The document provides an overview of program management. It discusses key elements of program management including scope, deliverables, budget, schedule, planning, execution, monitoring, controlling, and closing. It also outlines the benefits of program management including efficient use of resources, stakeholder management, coordination, communication, and alignment with organizational objectives. The document describes the program life cycle which includes selection, setup, execution, delivery of benefits, and closing phases. It emphasizes defining objectives and benefits, managing resources and risks, and governance structures for successful program management.
Master plan of evaluation
A master plan of evaluation is important for meeting accreditation standards, demonstrating quality to the public, and ensuring graduates meet educational and professional standards. The plan should specify what is evaluated using an organizing framework to avoid omitting crucial variables. It must identify those who will collect, analyze, and report data, and set timelines. The plan also requires a feedback loop for recommendations and decision making. Reports from evaluations should identify problems and needs, successes, recommendations, responsible parties, and timelines for improvement or new programs.
Projects Management
The document provides an overview of project management basics and best practices. It discusses the five key steps of project management: 1) startup, 2) defining scope and requirements, 3) developing a plan and securing resources, 4) tracking, controlling, reporting and reviewing, and 5) completion and assessment. Templates and checklists are recommended for each step to help structure the work and facilitate effective communication, documentation, and management of tasks, risks, and issues.
Project Management : Project Planning by iFour Technolab Pvt. Ltd.
Project Management : Project Planning by iFour Technolab Pvt. Ltd.iFour Institute - Sustainable Learning
Project Management : Project Planning by iFour Technolab Pvt. Ltd.
Project planning is part of project management, which relates to the use of schedules such as Gantt charts to plan and subsequently report progress within the project environment.
Created by iFour Technolab Pvt. Ltd.
http://www.ifourtechnolab.comCPE Monitoring and Evaluation
This document provides an overview of monitoring and evaluation (M&E) for projects. It defines monitoring as the continuous collection and analysis of data on a project's progress, while evaluation assesses a project's effectiveness in achieving its goals. The key differences between M&E are outlined, including that monitoring is ongoing and focuses on activities and outputs, while evaluation occurs periodically and examines outcomes and impacts. M&E frameworks, principles, systems and levels of effort are also described to guide effective project implementation and learning.
Project management
This document provides an introduction to project management. It defines a project, compares projects and operations, and outlines what makes a project successful or fail. It then defines project management and its key areas including scope, issue, cost, quality, communications, risk, and change management. The five phases of project management are also outlined. Finally, it discusses common project management tools and the role of the project manager.
Project M&E (unit 1-4)
The document provides an introduction to a course on project monitoring and evaluation. It will cover various topics related to project management over 15 sessions totaling 42 hours. Key concepts that will be discussed include the project cycle, monitoring and evaluation logic and cycle, evaluation techniques, indicators, and data collection for monitoring and evaluation. It emphasizes understanding the practical meanings and importance of concepts rather than mathematical equations.
Monitoring, evaluation and accountability staff presentation
April 30th SRC Staff presentation on MEA monitoring and impact tables, their roles and responsibilities in relation to those tables, and SRC priority actions for the coming year
Project Manager
The Project Manager oversees all aspects of a project including planning, implementation, tracking, and evaluation. Key responsibilities include defining project scope, creating work and resource plans, staffing the project, monitoring progress, controlling budgets, and ensuring deliverables are on time and on budget. Effective Project Managers demonstrate skills in areas such as communication, organization, problem-solving, decision-making, teamwork, leadership, innovation, and ethics.
Dr Brian Mutie on basics of Monitoring and Evaluation
This document provides an overview of monitoring and evaluation (M&E). It defines monitoring as routine data collection on program implementation, while evaluation assesses program impact. M&E aims to inform decisions, support planning, manage programs, and ensure accountability. Effective M&E requires defining indicators to track progress, establishing systems to collect data, building stakeholder participation, and developing M&E capacity. Proper incentives and feedback loops are also needed to create demand for and use of M&E information.
11.3 Perform Qualitative Risk Analysis
Perform Qualitative Risk Analysis assesses the priority of identified individual project risks using probability and impact assessments. It establishes relative risk priorities for further analysis or response planning. Key tools include expert judgment, interviews, data analysis methods, and probability/impact matrices to categorize and represent risks. Updated risk documents include the risk register and risk report.
project monitoring and evaluation
The document provides details about establishing a monitoring and evaluation (M&E) system for a water resources development project in Bangladesh. It discusses conducting a readiness assessment, agreeing on objectives and outcomes, selecting indicators and targets, and planning monitoring, data collection, analysis, and reporting. Key steps include establishing the M&E purpose, conducting a baseline study, developing an evaluation framework, and ensuring the necessary conditions and capacities are in place to support effective M&E.
Almm monitoring and evaluation tools draft[1]acm
This document outlines monitoring and evaluation tools and processes for employment programs. It defines monitoring as highlighting strengths and weaknesses to enable program improvements. Evaluation determines program success and explains outcomes. Key aspects of monitoring include gathering inputs, progress, results, impacts and management data. Evaluation assesses achievement of objectives and recommends improvements. Both quantitative and qualitative data should be analyzed to fully understand outcomes and processes. Regular interim and final evaluations are important to inform future programs.
THE ROLE OF THE BAORD IN MONITORING AND EVALUATION
This document discusses the role of boards in monitoring and evaluation. It begins by outlining the learning outcomes, which are for board members to understand the importance of M&E and how to apply M&E knowledge in their work. It then describes the training methodology, which includes presentations, discussions, and covering three units on the role of boards in establishing an M&E system and the evaluation process. The document provides details on the typical duties of boards, challenges facing M&E in developing countries, and examples of evaluation practices from ancient times to illustrate that evaluation has a long history.
Monitoring process
Process monitoring falls under program evaluation and assesses how program activities are implemented. It involves regularly tracking implementation through methods like reviewing reports and field observations. Process monitoring aims to improve efficiency and inform reprogramming. It answers questions about what is being done, by whom, for whom, how, when, and where. The information collected through process monitoring can then be used by managers, donors, governments, and communities to improve implementation and inform future programs. A successful process monitoring framework involves determining the purpose and uses of monitoring, developing measurable objectives, evaluation questions, collecting credible evidence, analyzing the information, and reporting findings.
Convocation Day Presentation on Planning and Budget Workgroup
This document outlines the integrated program review, planning, and budget process at a college. It lists the co-chairs and members of the faculty convocation committee that oversees the process. It then describes the multi-step process which includes program review by individual units, development of unit and department plans, prioritization of resource requests by divisions and committees, and approval of the annual operating plan and budget by the planning and budget committee and college council. Key dates and activities in the 2009-2010 cycle are also listed.
Developing-Monitoring-And-Evaluation-Framework-for-Budget-Work-Projects
This document provides guidance on developing monitoring and evaluation frameworks for budget work projects. It discusses key concepts like the project cycle, results-based management, and developing a theory of change. The document outlines a step-by-step process for designing a performance measurement framework, including defining objectives, indicators, and data collection methods. It aims to help practitioners design simple and robust M&E systems for budget work projects through a collaborative approach.
Collaborative 2 ingrid margarita and sandra
This document provides guidance on project evaluation. It discusses what project evaluation is, its importance in project design and implementation, additional benefits like project improvement and capacity building. It outlines the planning, data collection, analysis, and reporting process for evaluations. Key steps include examining issues and objectives, establishing a team, identifying the purpose, focusing on improvement, assessing outcomes and impacts, and creating a report to synthesize findings. The goal is to help determine what is and is not working to improve the project.
Stakeholder Management Knowledge Area
Project Mangement - overview of the Stakeholder Management knowledge area within project management. Describes the 4 processes within Project Stakeholder Management and the process groups impacted.
Blog: https://agile-mercurial.com
YouTube: https://www.youtube.com/channel/UCPM82of2YuqIR1SgLGHa1eg
Twitter: https://twitter.com/agile_mercurial
Tumblr: https://agilemercurial.tumblr.com/
Project monitoring and monitoring tools
For managers both in education and business, this presentation talks about available tools which can be used to monitor projects and programs, how this tools can be used and the formula to measure program implementation efficiency.
Monitoring and evaluation
The document discusses monitoring and evaluation in project management. It defines monitoring as systematically recording information to check if a project's activities and outputs are proceeding according to plan. The goals of monitoring are to ensure inputs and activities are implemented properly and targets are met. Evaluation is assessing the project's overall worth and impact by examining relevance, effectiveness, efficiency, sustainability, and impact. It compares pre-and post-intervention conditions. Monitoring provides continuous feedback for operations while evaluation informs major decisions and lessons for future projects. Both are important for project accountability, performance improvement and decision making.
Project monitoring
Monitoring and evaluation are important processes for projects. Monitoring involves regularly collecting and recording information about all aspects of a project to inform decision-making and ensure progress is communicated. Evaluation assesses the merit and worth of project activities, outcomes, and impacts. Both processes provide accountability, promote learning, and help understand stakeholder perspectives to improve future project management, planning, and effectiveness. Key needs include assessing results, understanding different views, and ensuring accountability.
Project management tools
brief discussion on how to use project management tools to manage a project properly and maintain the project.
Bigfoot Project Process
The document summarizes the key processes used for the Big Foot Project, including initiation, planning, execution, control, and closing. It discusses what went right, such as good team effort and weekly status meetings, and areas for improvement like better baseline measurements and task tracking. Lessons learned included solidifying tasks earlier and involving stakeholders more upfront. Recommendations included establishing a PMO and standardized methodology.
Tyler Moser Resume_Final
Tyler Moser is a Risk and Control Associate at PNC Bank with over 7 years of experience in operational risk management, data analysis, and process improvement. He has in-depth knowledge of PNC's ORM framework and tools like MS Office, VISIO, OBIEE and Tableau. As an associate, he tracks and trends internal loss data, develops key processes to validate data accuracy, and leads meetings to analyze operational losses. Prior to his current role, Moser held risk management roles at PNC where he managed issues tracking systems and prepared regulatory reports. He has a Bachelor's degree in Finance from Slippery Rock University.
MOOC Project - Work Plan
You should download the document to have a fine resolution.
This document presents a generic work plan that can be used to lead a MOOC project. Note that it is a macro view suitable for most MOOC projects and that the detailed work plan must be defined and adapted to a particular project. Indeed, there are many form of MOOCs and so, many ways to manage its production.
Licence CC -BY-NC-SA - Leslie HUIN & Alexandra CODINA
Monitoring and Evaluation
Monitoring involves the systematic collection of data on specified indicators to provide management with ongoing information about the progress and achievement of objectives of an intervention. Evaluation is defined as the systematic and objective assessment of an ongoing or completed project, program, or policy to determine its relevance, fulfillment of objectives, efficiency, effectiveness, impacts, and sustainability. The aim of evaluation is to provide credible and useful information to incorporate lessons learned into decision making.
Monitoring & evaluation presentation[1]
Monitoring involves systematically collecting and analyzing data during project implementation to inform decision making, ensure activities are on track, and identify any needed corrections. Evaluation assesses projects after completion to determine relevance, effectiveness, efficiency, sustainability, and impact. Both processes provide information for accountability and learning, with monitoring focusing on operational performance and evaluation making judgments about overall achievement of objectives.
Performance Evaluation of Structured Teaching Program on Knowledge in Biomedi...
Poor waste management policy, practice poses a huge risk to the health of the public, patient, and
professional. This all contribute to environmental degradation. In the present paper, an attempt is made to
determine the awareness about Biomedical Waste Management (B.M.W.M.)policy – practices. The main focus is
to assess the attitude of staff nurses towards it and to develop a B.M.W.M. plan for health care environmental
setting with special focus on selected hospitals. The improvement in the different knowledge areas of B.M.W.M.
has been observed after the post test session
Modul 1 knowledge management fundamentals
Here are the key steps in implementing a knowledge management project:
1. Identify a specific problem, process or area for improvement within the organization that knowledge management can address. Starting with a focused project scope allows testing solutions on a smaller scale before broader rollout.
2. Map out the current knowledge flows and gaps related to the target area. Conduct interviews and analyze workflows to understand how knowledge is created, shared and utilized currently.
3. Define objectives and expected benefits. Be clear on what problem the project aims to solve and how success will be measured both quantitatively and qualitatively.
4. Select appropriate tools and technologies. Determine what platforms are needed to capture, codify and distribute knowledge most effectively for the target users
More Related Content
What's hot
Project Manager
The Project Manager oversees all aspects of a project including planning, implementation, tracking, and evaluation. Key responsibilities include defining project scope, creating work and resource plans, staffing the project, monitoring progress, controlling budgets, and ensuring deliverables are on time and on budget. Effective Project Managers demonstrate skills in areas such as communication, organization, problem-solving, decision-making, teamwork, leadership, innovation, and ethics.
Dr Brian Mutie on basics of Monitoring and Evaluation
This document provides an overview of monitoring and evaluation (M&E). It defines monitoring as routine data collection on program implementation, while evaluation assesses program impact. M&E aims to inform decisions, support planning, manage programs, and ensure accountability. Effective M&E requires defining indicators to track progress, establishing systems to collect data, building stakeholder participation, and developing M&E capacity. Proper incentives and feedback loops are also needed to create demand for and use of M&E information.
11.3 Perform Qualitative Risk Analysis
Perform Qualitative Risk Analysis assesses the priority of identified individual project risks using probability and impact assessments. It establishes relative risk priorities for further analysis or response planning. Key tools include expert judgment, interviews, data analysis methods, and probability/impact matrices to categorize and represent risks. Updated risk documents include the risk register and risk report.
project monitoring and evaluation
The document provides details about establishing a monitoring and evaluation (M&E) system for a water resources development project in Bangladesh. It discusses conducting a readiness assessment, agreeing on objectives and outcomes, selecting indicators and targets, and planning monitoring, data collection, analysis, and reporting. Key steps include establishing the M&E purpose, conducting a baseline study, developing an evaluation framework, and ensuring the necessary conditions and capacities are in place to support effective M&E.
Almm monitoring and evaluation tools draft[1]acm
This document outlines monitoring and evaluation tools and processes for employment programs. It defines monitoring as highlighting strengths and weaknesses to enable program improvements. Evaluation determines program success and explains outcomes. Key aspects of monitoring include gathering inputs, progress, results, impacts and management data. Evaluation assesses achievement of objectives and recommends improvements. Both quantitative and qualitative data should be analyzed to fully understand outcomes and processes. Regular interim and final evaluations are important to inform future programs.
THE ROLE OF THE BAORD IN MONITORING AND EVALUATION
This document discusses the role of boards in monitoring and evaluation. It begins by outlining the learning outcomes, which are for board members to understand the importance of M&E and how to apply M&E knowledge in their work. It then describes the training methodology, which includes presentations, discussions, and covering three units on the role of boards in establishing an M&E system and the evaluation process. The document provides details on the typical duties of boards, challenges facing M&E in developing countries, and examples of evaluation practices from ancient times to illustrate that evaluation has a long history.
Monitoring process
Process monitoring falls under program evaluation and assesses how program activities are implemented. It involves regularly tracking implementation through methods like reviewing reports and field observations. Process monitoring aims to improve efficiency and inform reprogramming. It answers questions about what is being done, by whom, for whom, how, when, and where. The information collected through process monitoring can then be used by managers, donors, governments, and communities to improve implementation and inform future programs. A successful process monitoring framework involves determining the purpose and uses of monitoring, developing measurable objectives, evaluation questions, collecting credible evidence, analyzing the information, and reporting findings.
Convocation Day Presentation on Planning and Budget Workgroup
This document outlines the integrated program review, planning, and budget process at a college. It lists the co-chairs and members of the faculty convocation committee that oversees the process. It then describes the multi-step process which includes program review by individual units, development of unit and department plans, prioritization of resource requests by divisions and committees, and approval of the annual operating plan and budget by the planning and budget committee and college council. Key dates and activities in the 2009-2010 cycle are also listed.
Developing-Monitoring-And-Evaluation-Framework-for-Budget-Work-Projects
This document provides guidance on developing monitoring and evaluation frameworks for budget work projects. It discusses key concepts like the project cycle, results-based management, and developing a theory of change. The document outlines a step-by-step process for designing a performance measurement framework, including defining objectives, indicators, and data collection methods. It aims to help practitioners design simple and robust M&E systems for budget work projects through a collaborative approach.
Collaborative 2 ingrid margarita and sandra
This document provides guidance on project evaluation. It discusses what project evaluation is, its importance in project design and implementation, additional benefits like project improvement and capacity building. It outlines the planning, data collection, analysis, and reporting process for evaluations. Key steps include examining issues and objectives, establishing a team, identifying the purpose, focusing on improvement, assessing outcomes and impacts, and creating a report to synthesize findings. The goal is to help determine what is and is not working to improve the project.
Stakeholder Management Knowledge Area
Project Mangement - overview of the Stakeholder Management knowledge area within project management. Describes the 4 processes within Project Stakeholder Management and the process groups impacted.
Blog: https://agile-mercurial.com
YouTube: https://www.youtube.com/channel/UCPM82of2YuqIR1SgLGHa1eg
Twitter: https://twitter.com/agile_mercurial
Tumblr: https://agilemercurial.tumblr.com/
Project monitoring and monitoring tools
For managers both in education and business, this presentation talks about available tools which can be used to monitor projects and programs, how this tools can be used and the formula to measure program implementation efficiency.
Monitoring and evaluation
The document discusses monitoring and evaluation in project management. It defines monitoring as systematically recording information to check if a project's activities and outputs are proceeding according to plan. The goals of monitoring are to ensure inputs and activities are implemented properly and targets are met. Evaluation is assessing the project's overall worth and impact by examining relevance, effectiveness, efficiency, sustainability, and impact. It compares pre-and post-intervention conditions. Monitoring provides continuous feedback for operations while evaluation informs major decisions and lessons for future projects. Both are important for project accountability, performance improvement and decision making.
Project monitoring
Monitoring and evaluation are important processes for projects. Monitoring involves regularly collecting and recording information about all aspects of a project to inform decision-making and ensure progress is communicated. Evaluation assesses the merit and worth of project activities, outcomes, and impacts. Both processes provide accountability, promote learning, and help understand stakeholder perspectives to improve future project management, planning, and effectiveness. Key needs include assessing results, understanding different views, and ensuring accountability.
Project management tools
brief discussion on how to use project management tools to manage a project properly and maintain the project.
Bigfoot Project Process
The document summarizes the key processes used for the Big Foot Project, including initiation, planning, execution, control, and closing. It discusses what went right, such as good team effort and weekly status meetings, and areas for improvement like better baseline measurements and task tracking. Lessons learned included solidifying tasks earlier and involving stakeholders more upfront. Recommendations included establishing a PMO and standardized methodology.
Tyler Moser Resume_Final
Tyler Moser is a Risk and Control Associate at PNC Bank with over 7 years of experience in operational risk management, data analysis, and process improvement. He has in-depth knowledge of PNC's ORM framework and tools like MS Office, VISIO, OBIEE and Tableau. As an associate, he tracks and trends internal loss data, develops key processes to validate data accuracy, and leads meetings to analyze operational losses. Prior to his current role, Moser held risk management roles at PNC where he managed issues tracking systems and prepared regulatory reports. He has a Bachelor's degree in Finance from Slippery Rock University.
MOOC Project - Work Plan
You should download the document to have a fine resolution.
This document presents a generic work plan that can be used to lead a MOOC project. Note that it is a macro view suitable for most MOOC projects and that the detailed work plan must be defined and adapted to a particular project. Indeed, there are many form of MOOCs and so, many ways to manage its production.
Licence CC -BY-NC-SA - Leslie HUIN & Alexandra CODINA
Monitoring and Evaluation
Monitoring involves the systematic collection of data on specified indicators to provide management with ongoing information about the progress and achievement of objectives of an intervention. Evaluation is defined as the systematic and objective assessment of an ongoing or completed project, program, or policy to determine its relevance, fulfillment of objectives, efficiency, effectiveness, impacts, and sustainability. The aim of evaluation is to provide credible and useful information to incorporate lessons learned into decision making.
Monitoring & evaluation presentation[1]
Monitoring involves systematically collecting and analyzing data during project implementation to inform decision making, ensure activities are on track, and identify any needed corrections. Evaluation assesses projects after completion to determine relevance, effectiveness, efficiency, sustainability, and impact. Both processes provide information for accountability and learning, with monitoring focusing on operational performance and evaluation making judgments about overall achievement of objectives.
What's hot (20)
Dr Brian Mutie on basics of Monitoring and Evaluation
Dr Brian Mutie on basics of Monitoring and Evaluation
THE ROLE OF THE BAORD IN MONITORING AND EVALUATION
THE ROLE OF THE BAORD IN MONITORING AND EVALUATION
Convocation Day Presentation on Planning and Budget Workgroup
Convocation Day Presentation on Planning and Budget Workgroup
Developing-Monitoring-And-Evaluation-Framework-for-Budget-Work-Projects
Developing-Monitoring-And-Evaluation-Framework-for-Budget-Work-Projects
Viewers also liked
Performance Evaluation of Structured Teaching Program on Knowledge in Biomedi...
Poor waste management policy, practice poses a huge risk to the health of the public, patient, and
professional. This all contribute to environmental degradation. In the present paper, an attempt is made to
determine the awareness about Biomedical Waste Management (B.M.W.M.)policy – practices. The main focus is
to assess the attitude of staff nurses towards it and to develop a B.M.W.M. plan for health care environmental
setting with special focus on selected hospitals. The improvement in the different knowledge areas of B.M.W.M.
has been observed after the post test session
Modul 1 knowledge management fundamentals
Here are the key steps in implementing a knowledge management project:
1. Identify a specific problem, process or area for improvement within the organization that knowledge management can address. Starting with a focused project scope allows testing solutions on a smaller scale before broader rollout.
2. Map out the current knowledge flows and gaps related to the target area. Conduct interviews and analyze workflows to understand how knowledge is created, shared and utilized currently.
3. Define objectives and expected benefits. Be clear on what problem the project aims to solve and how success will be measured both quantitatively and qualitatively.
4. Select appropriate tools and technologies. Determine what platforms are needed to capture, codify and distribute knowledge most effectively for the target users
Comprehensive & Participative Approach in Health Care Risk Management Program...
Comprehensive & Participative Approach in Health Care Risk Management Program...Global Risk Forum GRFDavos
Comprehensive & Participative Approach in Health Care Risk Management Program:From Knowledge to ActionKnowledge Management Lecture 1: definition, history and presence
1. Knowledge management aims to leverage collective wisdom to increase organizational responsiveness and innovation through the continuous flow of knowledge to the right people at the right time.
2. It involves strategies, tools, and techniques for managing both explicit knowledge that is recorded as well as tacit knowledge that resides within people.
3. Knowledge management has its roots in the recognition that much of an organization's valuable knowledge walks out the door, and emerged as a field in the 1980s with the proliferation of information technology.
Knowledge Management Lecture 4: Models
4th lecture on Knowledge Management: Knowledge Management models. Describers Nonaka & Takeuchi, Choo, Wig and Boiscot
Knowledge management
This document provides an overview of knowledge management. It defines data, information, and knowledge and describes explicit and tacit knowledge. It discusses the history of knowledge management from the 1970s to present. It also outlines several common knowledge management models and describes the typical stages in the knowledge management life cycle including information mapping, storage, retrieval, use, and auditing. Finally, it discusses some key terms used in knowledge management.
Viewers also liked (6)
Performance Evaluation of Structured Teaching Program on Knowledge in Biomedi...
Performance Evaluation of Structured Teaching Program on Knowledge in Biomedi...
Comprehensive & Participative Approach in Health Care Risk Management Program...
Comprehensive & Participative Approach in Health Care Risk Management Program...
Knowledge Management Lecture 1: definition, history and presence
Knowledge Management Lecture 1: definition, history and presence
Similar to Advanced program management resource, content and knowledge management
Leon Tisdale Show
The document outlines the stages and artifacts involved in initial project planning. It discusses developing a work breakdown structure, project staffing plan, schedule plan, budget, and various control plans including communication, change management, risk assessment, quality, issue management, and procurement. It also mentions developing a support transition plan to detail the roles and responsibilities for moving equipment between facilities.
Planning and Resourcing a Project
Identifying Requirements, Creating the Work Breakdown structure, Developing the Project Schedule, Developing a Project Cost Estimate, Planning Quality, Organizing the Project Team, Planning for Potential Risks
Mmi entrepreneurship 6
The document describes the purpose and processes of project planning at the detail level. It involves further defining project parameters, refining scope, schedule and budget, developing additional project team members, and confirming sponsorship. Key processes include conducting a kickoff meeting, developing a detailed project plan, performing risk assessment, refining management plans, and gaining final approval to proceed with project execution.
Primavera6.0
Primavera P6.0 is a project management software that provides tools for planning, scheduling, resource allocation, monitoring and controlling projects. Some key features include an Organizational Breakdown Structure (OBS) that represents the project management hierarchy, an Enterprise Project Structure (EPS) to organize projects across an organization, unlimited baselines for comparison, and enhanced calendar capabilities. Primavera P6.0 offers a centralized database for collaborative project planning and increased efficiency of project management.
Project management for instructional designers
A presentation on project management principles and use in instructional design and how the project management phases and activities sync with the ADDIE Model. Presentation given by Kim Mckee and Kimberly Klotz at the Teaching with Technology Conference at UAMS.
Project management for Instructional Designers
This document provides an overview of project management concepts and techniques for instructional designers. It introduces project management certification and discusses how project management aligns with the ADDIE instructional design model. The presentation covers initiating a project with a needs analysis and project charter, planning with an instructional design document and project management plan, and identifying stakeholders. Formats are provided for documenting needs analyses, project charters, instructional design documents, and other project components. Project management is presented as a useful skill for instructional designers to successfully complete instructional design projects.
Session 14 4th edition PMP
The human resource management process involves developing a human resource plan, acquiring the project team, developing the project team, and managing the project team. The human resource plan identifies project roles and responsibilities, required skills, and a staffing management plan. It includes developing role descriptions, an organizational chart, and addressing staff acquisition and release, training needs, and rewards. The acquire project team process involves confirming resource availability through pre-assignment, negotiation, acquisition, and potentially using virtual teams. The output is project staff assignments and updated resource calendars and management plans.
PMO 3.0 - Next Gen Lean Model - Doug Floyd
The document describes a next generation multi-disciplinary program management office (PMO) model called the Program Service Office (PSO). The PSO aims to combine PMO, Lean, and Agile services to accelerate project delivery, improve portfolio management, and increase maturity in delivery processes. Key aspects of the model include integrating multiple departments, establishing a governance structure, implementing project portfolio management, and focusing on change management and communications. The goal is to help organizations better achieve their strategic objectives through improved delivery of projects and programs.
projectplanningandprojectworkplan-130828212658-phpapp02 (1).pdf
The document discusses project planning and project work plans. It describes the project planning process, which involves devising and maintaining a scheme to accomplish the goals of the project. The core processes of project planning include scope planning, activity definition, schedule development, resource planning, cost estimating, and developing the project plan. Facilitating processes support the core processes and involve tasks like quality planning, staff acquisition, communication planning, and risk identification. An effective project plan guides project execution, documents assumptions and decisions, facilitates communication, and provides a baseline for monitoring progress. The plan includes elements like specifications, the work breakdown structure, a master schedule, budgets, and management and personnel plans.
Project planning and project work plan
The document discusses project planning and a project work plan. It describes the planning process, which involves devising a scheme to accomplish the business need for a project. The core planning processes include scope planning, activity definition and sequencing, schedule development, resource planning, cost estimating, and developing the project plan. Facilitating processes support the core processes and involve areas like quality planning, staff acquisition, communication planning, and risk identification. An effective project plan guides project execution, documents assumptions and decisions, facilitates communication, and provides a baseline for monitoring progress. The plan includes elements like specifications, the work breakdown structure, schedules, budgets, and management plans.
Project Management
Project management involves planning, scheduling, controlling, and closing a project to meet specified goals of scope, time, and cost. It includes identifying requirements and stakeholders, creating a work breakdown structure and schedule, estimating costs, monitoring and controlling the project, and managing risks, quality, human resources, communications, procurement, and documents. The project management process groups are initiation, planning, execution, monitoring and controlling, and closing.
6396901
The document discusses key concepts in project management. It defines a project as having a defined objective, deadline, and requiring integration of knowledge from different organizations. Project management is important for getting work done correctly and on schedule. It also allows for prioritized work distribution, risk management, and standardized processes. The document outlines the project life cycle and emphasizes the importance of planning, organizing, and controlling projects.
PMBOK 5th Planning Process Group Part One
The Planning Process Group involves defining the strategy and tactics to successfully complete a project. It includes processes like developing the project management plan, collecting requirements, defining the scope, and creating the work breakdown structure (WBS). The key outputs are the project management plan, requirements documentation, scope statement, and WBS. These outputs establish the total scope of work and provide a framework for planning, executing, and controlling the project.
Project management for instructional designers
This document provides an overview of project management for instructional designers. It discusses the Project Management Institute and certifications, defines project management and key skills, and shows how project management aligns with the ADDIE model of instructional design. The document also outlines the steps to analyze needs, develop a project charter and design document, and create a project plan.
PMP Training - 01 introduction to framework
This document provides an overview of project management concepts including the Project Management Institute (PMI), the Project Management Professional (PMP) certification, the project management framework, project life cycles, organizational structures that influence projects, and the five project management process groups. It defines key terms like projects, programs, portfolios, stakeholders, and enterprise environmental factors. It also describes tools and techniques used in project management.
PMP.pdf
This document provides an overview of key concepts in project management. It defines a project, project management, and related domains like operations and program management. It describes the value of projects and outlines various processes involved in project management like phases and deliverables, the project life cycle, governance, roles, and constraints. Finally, it maps the project management processes and knowledge areas according to the Project Management Body of Knowledge framework.
PMP-Schedule Management area
The document provides information on key concepts and processes for project schedule management according to the PMBOK Guide. It discusses defining activities, sequencing activities, estimating durations, and developing the project schedule. It outlines various inputs, tools/techniques, and outputs for each process. Trends in scheduling mentioned include iterative scheduling with a backlog and on-demand scheduling. Considerations for agile environments include short planning cycles, rapid feedback, prioritizing backlogs, and welcoming change.
Projectplanningandprojectworkplan Amit Payal
Project planning involves determining objectives and activities to reach objectives. It is a flexible, analytic, and communicative process. The project plan coordinates all project elements and includes a project summary, work statement, master schedule, procedures guide, budgets, and organizational, management, personnel, and reporting plans. It provides guidance for project execution and control.
Unit 1.pptx
The document discusses key aspects of project management including defining projects, their features and classification, the project life cycle, project management techniques and tools, roles of the project team and determinants of project success. It describes a project as a unique endeavor with start and end dates that involves risk and brings change through a set of interrelated tasks. A project passes through conceptualization, planning, execution and termination phases over its life cycle.
Baryons Extended Development Centre
An illustrative approach document of Extended development centre for service delivery and remote staff augmentation by Baryons solutions.
Similar to Advanced program management resource, content and knowledge management (20)
projectplanningandprojectworkplan-130828212658-phpapp02 (1).pdf
projectplanningandprojectworkplan-130828212658-phpapp02 (1).pdf
More from Marcus Vannini
Hr succession planning guide
This document discusses succession planning for the federal real property workforce. It outlines the formation of an interagency working group to address an expected large loss of experienced employees to retirement. The working group found common challenges across agencies and identified sharing resources and developing generic position descriptions as helpful approaches. The document provides the membership and contact information for the working group.
Hr succession planning for corporate knowledge transfer
This document provides a guide for managers and HR specialists on succession planning and knowledge transfer within the Public Service of Canada. It discusses the need to address an aging workforce and imminent retirements that could result in loss of institutional knowledge. The guide offers examples of leading practices from various departments, such as mentoring programs, alumni networks, and formal succession planning processes. It also reviews policies that support knowledge transfer, such as special assignments, pre-retirement leave, and post-retirement employment. The overall aim is to facilitate intergenerational knowledge sharing and ensure corporate memory is preserved.
Hr succession planning and management
Succession planning and management ensures that critical positions within an organization are filled when current employees leave by identifying the competencies required for each position, nominating employees with potential to fill them, and developing plans to help nominated employees gain needed skills. Organizations work to identify qualified internal candidates but may also recruit externally if no one is suitable. ICF Consulting and Caliber help clients with succession planning through job analysis, competency assessment, and tailored learning strategies to prepare potential successors.
Hr human resources portal case study
Swedish Match's HR group needed a way to easily communicate with employees. IndigeTech created a web-based portal for HR that serves as a single point of collaboration. It allows HR staff to securely share information with employees online. Through the portal, employees can access documents, training, payroll records, and submit status changes. The portal solution centralized information access for Swedish Match's entire workforce.
Hr human resource competencies an empirical study on the hr
This document summarizes a study examining the vital competencies of Human Resource (HR) professionals in the manufacturing sector in Malaysia. The study used a competency survey model to examine competencies in business knowledge, strategic contribution, HR delivery, personal credibility, and HR technology. A sample of 32 HR professionals from Malaysian manufacturing companies were surveyed. The analysis found that personal credibility and HR delivery competencies like personal communication, legal compliance, relationship building, and performance management were most highly ranked. Competencies in strategic contribution, business knowledge, and HR technology also showed significant correlation with firm performance.
Hr 8 mistakes made in succession planning and how to fix them
The document discusses 8 common mistakes made in succession planning and how to fix them. It provides case studies of companies that made these mistakes, such as assuming succession planning is only an HR program, trying to do too much too fast, and failing to sustain succession planning efforts over time. The key mistakes are not having senior leadership buy-in, lack of flexibility, taking on too much at once, lack of individual development plans, and not maintaining succession planning as an ongoing process.
Fam parent tips for video games online
This document provides guidance for parents on setting up parental controls for video games and ensuring children's safety while gaming online. It discusses the ESRB video game rating system and how parental controls work on various gaming platforms like Xbox 360, Wii, PlayStation 3 and Windows Vista to restrict content based on ratings. It also offers advice from a "GamerDad" on the risks of online gaming like exposure to inappropriate language and how to use tools to only allow play with friends to enhance safety. The guide emphasizes the importance of parental controls and monitoring for safe online video game experiences.
Crm the road to crm riches accenture
The document summarizes common pitfalls that companies face with customer relationship management (CRM) projects and strategies to avoid them. It discusses that many CRM projects fail due to lack of executive support, poor alignment between business units, and inability to link CRM goals to business strategies. The document then recommends developing a CRM strategy and roadmap that involves identifying the company's strategic context, assessing CRM capabilities, developing business cases, and creating an implementation plan to address key areas and ensure CRM investments create business value. This approach can help companies avoid common CRM project failures and better realize benefits.
Crm planning guide
This document provides a guide for planning a CRM project with the goal of helping companies develop comprehensive customer relationship management strategies and solutions. It outlines key steps for planning a CRM project including conducting a current and desired state analysis to identify goals and objectives, selecting appropriate people, establishing a timeline, and taking a technical inventory. The guide emphasizes involving users, prioritizing needs, and taking a phased implementation approach to avoid overwhelming the organization with changes. Overall, the planning process aims to set organizations up for a successful CRM project and realization of expected benefits.
Crm mc kinsey on marketing organizing for crm
This document provides a summary of an article about organizing for customer relationship management (CRM) initiatives. It discusses three key points:
1. More than half of companies investing in CRM consider it a disappointment, not due to issues with technology or business cases, but because of failures to address organizational challenges of implementing new initiatives.
2. CRM initiatives should be treated like products targeted at internal customers, with clearly defined value, appropriate pricing, marketing, and support. Clear accountability and incentives are needed to motivate frontline users.
3. Building and running a CRM solution involves many roles that must collaborate, creating accountability and change management challenges. Success correlates with addressing these long-term organizational issues.
Crm maximizing crm effectiveness during lean times
1) This document discusses ways that companies can maximize the effectiveness of their customer relationship management (CRM) systems during economic downturns.
2) It recommends six areas of focus: increasing sales effectiveness, improving forecasting accuracy, engendering customer loyalty, enhancing marketing results, reducing customer service costs, and leveraging CRM technologies to gain advantages when the economy rebounds.
3) Specific strategies discussed include using web tools to help salespeople prospect more efficiently, embedding best practices into sales workflows to drive consistency, integrating historical sales data into forecasting to improve accuracy, and using loyalty applications integrated with CRM to better target customers and incentives.
Crm justifying crm costs & boosting roi
The document discusses justifying the costs of customer relationship management (CRM) initiatives and boosting their return on investment. It states that few enterprises actually measure CRM ROI despite most claiming to calculate total cost of ownership or measure benefits. The document advocates calculating costs and benefits to build a strong business case for CRM and help ensure expected returns. It also stresses the importance of aligning CRM costs with the business units receiving benefits to encourage continued support and updates.
Crm increasing user adoption ensures successful crm projects
This document discusses how health insurers can ensure successful customer relationship management (CRM) projects by managing user adoption challenges. It states that CRM projects often fail because users' needs are not taken into account in the design and implementation. The key to success is delivering applications that users want to adopt. The document recommends five best practices for maximizing user adoption: 1) involve end users in planning and implementation, 2) ensure projects produce clear user benefits, 3) continually highlight user benefits, 4) involve employees' supervisors from the start, and 5) introduce new functionality in stages. Following these practices can help drive rapid user adoption and achieve CRM goals more quickly.
Crm avoiding common crm pitfalls
Implementing CRM doesn't have to be painful if companies avoid common pitfalls like viewing CRM as only a technical problem, driving it from the top-down without involvement from impacted teams, or trying to do too much at once. The document outlines seven common pitfalls and strategies to address each one, such as defining customer processes before choosing technology, targeting areas with the highest adoption potential first, and ensuring business leaders rather than IT drive the initiative.
Crm 8 trends of successful crm projects
This document summarizes 8 trends of successful CRM projects:
1. The right solution is selected that can be reasonably implemented within timelines and existing work schedules.
2. Choosing the right, smaller implementation vendor focused on results and timeframes rather than large consulting firms.
3. Negative people are not included on the core project team to avoid damaging energy.
4. Hybrid teams of internal and external resources yield better results with counterparts from client and vendor.
5. Bad existing business processes are eliminated or reengineered as part of CRM readiness before project begins.
Biz advertising and video games
This document discusses advertising in video games. It notes that video games have gone mainstream, with over 40% of US households owning a game console and over 120 million people regularly playing games. The gaming industry now generates more revenue than movies and music. Marketers have traditionally avoided games but they now appeal to multiple demographics. The document provides an overview of the size and revenue of the gaming industry as well as statistics on time spent gaming. It argues that marketers should consider video game advertising given advances in technology and the engagement it can provide. The rest of the document outlines what advertising models exist in games, how to plan an effective strategy, and contact information for the authors.
Advanced program management risk mitigation and management
The document discusses risk mitigation and management for advanced program management. It defines risk mitigation as developing, evaluating, and monitoring risk factors to prioritize risks and identify contingency plans. Key aspects of risk management covered include identifying risks through surveys, developing mitigation strategies, contingency planning for high impact risks, and updating risk logs. The document also distinguishes between risk mitigation, issue resolution, and business value management. It provides details on identifying assumptions and critical success factors, quantifying risks, developing contingency plans, tracking mechanisms, and the overall sequence of activities in the risk management process.
Advanced program management leadership
Leadership differs from management in that leadership involves inspiring others and gaining their willingness to work towards a shared goal, while management focuses more on planning, organizing, and monitoring work. The document discusses how exemplifying leadership as a program manager involves mentoring clients, pushing teams to high quality work, and coaching other members while also displaying strong program management abilities.
More from Marcus Vannini (20)
Hr succession planning for corporate knowledge transfer
Hr succession planning for corporate knowledge transfer
Hr planning for the unexpected hr succession planning guide
Hr planning for the unexpected hr succession planning guide
Hr human resource competencies an empirical study on the hr
Hr human resource competencies an empirical study on the hr
Hr 8 mistakes made in succession planning and how to fix them
Hr 8 mistakes made in succession planning and how to fix them
Crm maximizing crm effectiveness during lean times
Crm maximizing crm effectiveness during lean times
Crm increasing user adoption ensures successful crm projects
Crm increasing user adoption ensures successful crm projects
Advanced program management risk mitigation and management
Advanced program management risk mitigation and management
Advanced program management resource, content and knowledge management
- 1. Advanced Program Management Resource, Content and Knowledge Management