The document discusses building business process capabilities through a Business Process Excellence (PEX) Center of Excellence (CoE). It recommends establishing a PEX CoE to provide governance, expertise, and resources to identify and implement process improvement initiatives across business units. The CoE would help mature processes, build internal capabilities, and eventually transition to a federated model with self-sufficient business units augmented by the centralized CoE.
Business Process Excellence: Building Out Business Process CapabilitiesCentric Consulting
In this presentation, we explore whether the business process improvement capability is best built from the bottom up (a “grassroots” effort) or built via a separate, dedicated function that is governed and managed centrally.
Project Management CoE (Centre of Excellence)’ is an initiative led by seasoned project management leaders with an objective to establish a culture of excellence in project execution. Our Services range from taking ownership of end to end Project Management to staffing for Project Management requirements. PMCoE is one stop solution for all Project management/Transformation requirements.
The 5 Critical Elements to Creating a Project Management Center of ExcellenceFlevy.com Best Practices
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/the-5-critical-elements-to-creating-a-project-management-centre-of-excellence/
Creating a Project Management Centre of Excellence is the driving force that takes an organization forward to realize their project management mandate. It encompasses the process of creating a strategy for project management, re-shaping the culture to be more focused on the consistency in the management of projects and implementing a project management process.
Creating a Project Management Centre of Excellence
project_management_COEA Centre of Excellence is a business unit that has organization-wide authority. The key elements of a successful Project Management Centre of Excellence include:
Vision and Strategies
A clear vision of what it represents and the strategies to identify how it will reach this vision in the short and long term.
Competencies
The selection of resources based on project competency requirements compared to actual project resource competencies. The identification of coaching, training and other developmental activities to close any competency gap.
Culture
How to re-shape the organizational culture to be more supportive of the consistency in the management of projects.
Processes
The right processes, tools and templates that are helpful and meaningful to project managers and their teams.
Quality
The quality criteria for the project management framework, processes and documents.
1. Create the Vision and Strategies
One approach to creating a vision for the Centre of Excellence is to brainstorm ideas that focus on what the future will look like. Start by creating scenarios that describe what the Centre will be doing 5 years into the future. What are some of the things that they will be doing that reflect a successful Centre of Excellence? What will employees and customers be saying about them? How did they get there?
The outcome of this process is the creation of a vision statement for the Project Management Centre of Excellence. Determine how this vision aligns and supports the organization’s strategic direction.
The alignment of the Centre of Excellence to the goals of the organization is key to driving strategy implementation. Strategies translate this vision into reality. They close the gap between the present and the “ideal” future described in the vision scenarios. These strategies must be described clearly so that the organization understands and accepts them.
This slide show incorporates the following topics: Business Process: Terminology ,Business Process: Management, Business Process: Development , Business Process: Re-Engineering , Strategic Process Analysis , Managing Business Process & Managerial issues in Process Management.
Operations and Supply Chain Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Operations & Supply Chain Management Toolkit was created by ex-McKinsey, Deloitte and BCG Consultants, after more than 1,000 hours of work. It is considered the world's best & most comprehensive Operations & Supply Chain Toolkit. It includes all the Frameworks, Analysis Tools & Document Templates required to improve your skills and the operational excellence of your organization. This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit in Powerpoint and Excel at www.slidebooks.com
Business Process Excellence: Building Out Business Process CapabilitiesCentric Consulting
In this presentation, we explore whether the business process improvement capability is best built from the bottom up (a “grassroots” effort) or built via a separate, dedicated function that is governed and managed centrally.
Project Management CoE (Centre of Excellence)’ is an initiative led by seasoned project management leaders with an objective to establish a culture of excellence in project execution. Our Services range from taking ownership of end to end Project Management to staffing for Project Management requirements. PMCoE is one stop solution for all Project management/Transformation requirements.
The 5 Critical Elements to Creating a Project Management Center of ExcellenceFlevy.com Best Practices
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/the-5-critical-elements-to-creating-a-project-management-centre-of-excellence/
Creating a Project Management Centre of Excellence is the driving force that takes an organization forward to realize their project management mandate. It encompasses the process of creating a strategy for project management, re-shaping the culture to be more focused on the consistency in the management of projects and implementing a project management process.
Creating a Project Management Centre of Excellence
project_management_COEA Centre of Excellence is a business unit that has organization-wide authority. The key elements of a successful Project Management Centre of Excellence include:
Vision and Strategies
A clear vision of what it represents and the strategies to identify how it will reach this vision in the short and long term.
Competencies
The selection of resources based on project competency requirements compared to actual project resource competencies. The identification of coaching, training and other developmental activities to close any competency gap.
Culture
How to re-shape the organizational culture to be more supportive of the consistency in the management of projects.
Processes
The right processes, tools and templates that are helpful and meaningful to project managers and their teams.
Quality
The quality criteria for the project management framework, processes and documents.
1. Create the Vision and Strategies
One approach to creating a vision for the Centre of Excellence is to brainstorm ideas that focus on what the future will look like. Start by creating scenarios that describe what the Centre will be doing 5 years into the future. What are some of the things that they will be doing that reflect a successful Centre of Excellence? What will employees and customers be saying about them? How did they get there?
The outcome of this process is the creation of a vision statement for the Project Management Centre of Excellence. Determine how this vision aligns and supports the organization’s strategic direction.
The alignment of the Centre of Excellence to the goals of the organization is key to driving strategy implementation. Strategies translate this vision into reality. They close the gap between the present and the “ideal” future described in the vision scenarios. These strategies must be described clearly so that the organization understands and accepts them.
This slide show incorporates the following topics: Business Process: Terminology ,Business Process: Management, Business Process: Development , Business Process: Re-Engineering , Strategic Process Analysis , Managing Business Process & Managerial issues in Process Management.
Operations and Supply Chain Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Operations & Supply Chain Management Toolkit was created by ex-McKinsey, Deloitte and BCG Consultants, after more than 1,000 hours of work. It is considered the world's best & most comprehensive Operations & Supply Chain Toolkit. It includes all the Frameworks, Analysis Tools & Document Templates required to improve your skills and the operational excellence of your organization. This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit in Powerpoint and Excel at www.slidebooks.com
This Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants after more than 3,000 hours of work. It shares our combined 100+ years of experience advising executive teams around the world. It includes all the Frameworks, Best Practices & Templates required to successfully implement an operating model and organization design initiative, and make your strategy happen.
Business Process Reengineering with Agility BPMChuck Snyder
Automate the business process, including data collection, sequencing, complex routing, navigation and task queue management without programming.
Agility BPM℠ provides a comprehensive and flexible Business Process Management (BPM) solution.
Operational Excellence: The New Lever for Profitability and Competitive Advan...FindWhitePapers
In this paper, we provide an overview on the importance of achieving operational excellence in the current economy and how to link strategy to operations as described by Drs. Kaplan & Norton in their new book The Execution Premium.
Six Sigma Black Belt Course outline and main components MohamedElSantty1
Lean Six Sigma Black Belt - ASQ Materials
the content of six sigma black belt certification program
and it is main topics and modules with overview of improvement approaches
In modern project management, the specific tasks that fall to the PM Center of Excellence varies from organization to organization. However, there are trends and best practices that define the high-level function of the COE in the Project or Program Management Office. In this complimentary one-hour webinar, Cadence Vice President and COO Connie Plowman will provide a framework for where to begin building your own Project Management Center of Excellence today.
IT Transformation: Program management delivers interdependent initiatives for benefits that align to key strategic goals. Business Transformation process and cycle
Strategy Planning and Deployment Process Training ModuleFrank-G. Adler
The Strategy Planning and Deployment Training Module v6.0 includes:
1. MS PowerPoint Presentation including 97 slides covering our Strategy Planning and Deployment Process using Strategy Maps and Hoshin Kanri, including Introduction to Strategy Planning, Organizing the Process, Current State Analysis (CSA), Strategic Vision Elements, Strategic Breakthrough Objectives, Strategy Maps, Strategic Initiatives and Tactics, Strategy Deployment Matrix, and Strategy Implementation and Review.
2. MS Excel Templates for Annual Planning, Criticality Analysis, Force Field Analysis, Radar Gap Analysis Chart, Strategy Grid Alignment Matrix, Strategy Grid Correlation Matrix, Project Selection Matrix, Bowling Chart, and Strategy Implementation Review Table.
3. MS Word Current State Analysis (CSA) Questionnaire
4. MS Excel Hoshin Kanri Strategy Deployment X-Matrix Template
Post Merger Integration Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 2000 hours of work. It is considered the world's best & most comprehensive Post Merger Integration Toolkit. It includes all the Frameworks, Tools & Templates required to increase the value creation of your Mergers & Acquisitions. This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit in Powerpoint and Excel at www.slidebooks.com
Gilt Senior Director, Program Management Office Heather Fleming and Director of Program Management Justin Riservato discuss Agile, Gilt's PMO challenges and more in this informative presentation.
About Joseph Ours' Presentation – “Bad Metric – Bad!”
Metrics have always been used in corporate sectors, primarily as a way to gain insight into what is an otherwise invisible world. Organizations blindly adopt a set of metrics as a way of satisfying some process transparency requirement, rarely applying any statistical or scientific thought behind the measures and metrics they establish and interpret. Many metrics do not represent what people believe they do and as a result can lead to erroneous decisions. Joseph looks at some of the common and some of the humorous testing metrics and determines why they are failures. He further discusses the real purpose of metrics, metrics programs and finishes with pitfalls into which you fall.
Centric's Parag Joshi takes a look at the history of wearables, and compare and contrast the more popular wearables of today: Apple Watch, Fitbit and Pebble. He also discusses the Microsoft Hololens, flying cameras, and the various useful applications of wearables today and the not-so-useful, a/k/a “geeky” use of wearables.
Presented at CodeMash 2015. By Paul Holway.
Regardless of how you feel about felines, dead cats stink. What also stinks is what is happening to agile development practices. What started as a movement to increase quality and usefulness of code written, has been professionalized into certificates and ceremonies that are only marginally helping the process. Instead of blaming political and organizational forces, this humorous and irreverent talk focuses on what team members can do to overcome these corporate obstacles and to get to the spirit of agile through a focus on architectural innovation and personal improvement. Attendees should expect to laugh, to learn from the experience of implementing dozens of real world enterprise agile teams, and to come out with proven new techniques to try to bring more satisfaction to how they do their work and to bring the focus of agile back to software development.
This Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants after more than 3,000 hours of work. It shares our combined 100+ years of experience advising executive teams around the world. It includes all the Frameworks, Best Practices & Templates required to successfully implement an operating model and organization design initiative, and make your strategy happen.
Business Process Reengineering with Agility BPMChuck Snyder
Automate the business process, including data collection, sequencing, complex routing, navigation and task queue management without programming.
Agility BPM℠ provides a comprehensive and flexible Business Process Management (BPM) solution.
Operational Excellence: The New Lever for Profitability and Competitive Advan...FindWhitePapers
In this paper, we provide an overview on the importance of achieving operational excellence in the current economy and how to link strategy to operations as described by Drs. Kaplan & Norton in their new book The Execution Premium.
Six Sigma Black Belt Course outline and main components MohamedElSantty1
Lean Six Sigma Black Belt - ASQ Materials
the content of six sigma black belt certification program
and it is main topics and modules with overview of improvement approaches
In modern project management, the specific tasks that fall to the PM Center of Excellence varies from organization to organization. However, there are trends and best practices that define the high-level function of the COE in the Project or Program Management Office. In this complimentary one-hour webinar, Cadence Vice President and COO Connie Plowman will provide a framework for where to begin building your own Project Management Center of Excellence today.
IT Transformation: Program management delivers interdependent initiatives for benefits that align to key strategic goals. Business Transformation process and cycle
Strategy Planning and Deployment Process Training ModuleFrank-G. Adler
The Strategy Planning and Deployment Training Module v6.0 includes:
1. MS PowerPoint Presentation including 97 slides covering our Strategy Planning and Deployment Process using Strategy Maps and Hoshin Kanri, including Introduction to Strategy Planning, Organizing the Process, Current State Analysis (CSA), Strategic Vision Elements, Strategic Breakthrough Objectives, Strategy Maps, Strategic Initiatives and Tactics, Strategy Deployment Matrix, and Strategy Implementation and Review.
2. MS Excel Templates for Annual Planning, Criticality Analysis, Force Field Analysis, Radar Gap Analysis Chart, Strategy Grid Alignment Matrix, Strategy Grid Correlation Matrix, Project Selection Matrix, Bowling Chart, and Strategy Implementation Review Table.
3. MS Word Current State Analysis (CSA) Questionnaire
4. MS Excel Hoshin Kanri Strategy Deployment X-Matrix Template
Post Merger Integration Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 2000 hours of work. It is considered the world's best & most comprehensive Post Merger Integration Toolkit. It includes all the Frameworks, Tools & Templates required to increase the value creation of your Mergers & Acquisitions. This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit in Powerpoint and Excel at www.slidebooks.com
Gilt Senior Director, Program Management Office Heather Fleming and Director of Program Management Justin Riservato discuss Agile, Gilt's PMO challenges and more in this informative presentation.
About Joseph Ours' Presentation – “Bad Metric – Bad!”
Metrics have always been used in corporate sectors, primarily as a way to gain insight into what is an otherwise invisible world. Organizations blindly adopt a set of metrics as a way of satisfying some process transparency requirement, rarely applying any statistical or scientific thought behind the measures and metrics they establish and interpret. Many metrics do not represent what people believe they do and as a result can lead to erroneous decisions. Joseph looks at some of the common and some of the humorous testing metrics and determines why they are failures. He further discusses the real purpose of metrics, metrics programs and finishes with pitfalls into which you fall.
Centric's Parag Joshi takes a look at the history of wearables, and compare and contrast the more popular wearables of today: Apple Watch, Fitbit and Pebble. He also discusses the Microsoft Hololens, flying cameras, and the various useful applications of wearables today and the not-so-useful, a/k/a “geeky” use of wearables.
Presented at CodeMash 2015. By Paul Holway.
Regardless of how you feel about felines, dead cats stink. What also stinks is what is happening to agile development practices. What started as a movement to increase quality and usefulness of code written, has been professionalized into certificates and ceremonies that are only marginally helping the process. Instead of blaming political and organizational forces, this humorous and irreverent talk focuses on what team members can do to overcome these corporate obstacles and to get to the spirit of agile through a focus on architectural innovation and personal improvement. Attendees should expect to laugh, to learn from the experience of implementing dozens of real world enterprise agile teams, and to come out with proven new techniques to try to bring more satisfaction to how they do their work and to bring the focus of agile back to software development.
Centric Seattle's Ryan Lowe and Microsoft's Karthik Ravindran partner to speak about "Marketing Operations: Scaling the Art and Science of Modern Marketing" at Seattle Interactive on Wednesday, October 19.
DevOps: Sprinkle Dev, Sprinkle Ops, Let's make Cake, not Mud PiesCentric Consulting
Brian Paulsmeyer, a Sr. Architect at Centric St. Louis, spoke about DevOps on September 29th at Agile Gravy Conference in St. Louis. Here's his presentation, which starts with Agile development pitfalls that plague teams, moves into the actual capabilities that a team requires to be successful, and finally describes concrete implementations to achieve “Done Means Done” development.
Event-driven architecture is a versatile approach to designing and integrating complex software systems. These systems tend to be easier to model and build. Event-driven architecture is not a new concept, but as more organizations contemplate microservices, this approach to system design has become appropriate in more situations and is worth a fresh look.
Metrics on the Money: The Art & Science of Change MeasurementCentric Consulting
Centric's Colleen Campbell, National Organizational Change Management Practice Lead, spoke on the importance of metrics in change management at Midwest Change Connect. In her presentation, focused on measuring the success of a project, and how to measure any change effort from technology adoption to culture shift.
Michael McNeal and Heather Roscoe-Andersen speak Tuesday at Seattle Interactive Conference on “Marketing Automation Done Right: How is Your Customer Experience Changing to Match Your Customer’s Expectations?”
No, not Majel Barrett, but being able to simply speak commands into the air and have a computer either retrieve data or execute functions has always been a lofty goal. With tech like Siri, Cortana and Google Now, it seemed like we were always on the cusp, but the systems were locked down with very limited expansion abilities. But now there’s Alexa from Amazon, and that connection to your enterprise systems is at your command. But what does it mean to have a voice UI? What are the pitfalls that come with the benefits? What are the design and testing considerations when developing conversations with your data? We’ll explore these topics as well as discuss what it takes to build Amazon Skills, and how effective it is for business purposes.
Presented at CodeMash 2015. By Joseph Ours
Joseph's presentation is based on the book "Thinking Fast and Slow" where Nobel Prize winner Daniel Kahneman introduces two mental systems, one that is fast and the other slow. Together they shape our impressions of the world around us and help us make choices. System 1 is largely unconscious and makes snap judgments based upon memories of similar events and our emotions. System 2 is painfully slow, and is the process by which we consciously check the facts and think carefully and rationally. System 2 is easily distracted. System 1 is wrong quite often. Real-world examples that demonstrate how the two systems work are that pro golfers will more accurately putt for par than they do for birdie regardless of distance and people will buy more cans of soup when there is a sign on the display that says “limit 12 per customer."
Centric Software Architects Bill Klos, Shawn Wallace, and Morgan Howard explain what a hackathon is, how it benefits companies, and how to start one. They've hosted three hackathons for Centric technologists.
Presented at CodeMash 2015. By William Klos.
On your way to work one morning, you walk by your favorite coffee shop. As you walk by, you notice a sign in the window with the day's specials: $1 off Lattes today! That's nice, but maybe Latte isn't your favorite… Now imagine this... Same scenario, but as you approach the coffee shop (let's say 100 feet away), your phone suddenly notifies you with the following message: "Good Morning, Chris. Your favorite Cookie Crumble Mocha is only a few steps away. Stop in and we'll take $1 off your total!" This is a much more direct, targeted, and context-aware approach! By using Beacons you can make a huge impact on customer engagement and revenue generation.
"Any organization that designs a system (defined broadly) - will produce a design whose structure is a copy of the organization's communication structure." - Conway's Law (1967). Centric's Cloud Services Lead Wiliam Klos shares his pointers on simplifying the management of your microservices. More detail on Bill's presentation at the CloudDevelop Conference here: http://centricconsulting.com/events/william-klos-selected-to-speak-at-clouddevelop-2016/
The power of being understood
presented by Mike Ward
RSM and Sellafield
Shaping your portfolio to realise Organisational Strategy (design and prioritisation through to implementation and success)
APM Portfolio SIG conference
Thursday 12th May 2016
Delivering engagement in integration webinar
Thursday 3 September 2020
presented by
Jon Burke
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/delivering-engagement-in-integration-webinar/
Bizagi and Stone Coast Fund Services: How Centers of Excellence Speed Up Digi...Bizagi
The Stone Coast Story – Digital Transformation Webinar Series
Right now digital leaders are using Centers of Excellence (CoEs) to speed up digital change in the enterprise. According to Gartner, “Centers of excellence accelerate the uptake of new technologies and optimize core capabilities with higher efficiency and lower costs.”
In this interactive session you’ll hear the story of hedge fund administration and consulting firm Stone Coast, currently building their CoE team to provide digital leadership, best practices and training in order to embed a culture of process digitization.
View this presentation to explore:
•When a CoE is the right strategy for accelerating progress
•Four practical steps in building your Center of Excellence
•Why Stone Coast Fund Services chose to build its CoE
•Your questions about how to create your own CoE
One of the greatest challenges organisations face today is to continuously evolve their products and services and the processes that underpin them. The emergence of digital tools and methodologies for unlocking operational efficiency and elevating the customer experience has radically changed the steps we need to take to achieve operational excellence.
A fresh approach to improvement is needed. For many organisations the goal is the same: enabling agility, designing better and faster processes and uplifting the customer experience. However, legacy operating models, customary ways of working and siloed approaches to operational improvement often act as a barrier. Put simply, existing methods need to evolve.
As the business landscape shifts, it’s imperative that organisations adopt an enduring, integrated and future-proofed approach to operational improvement which becomes part of ‘the way we do things around here’.
Unintegrated approaches: It’s not uncommon to see a disconnect between teams that work across the same end-to-end value stream, with one group identifying automation processes using technologies such as Robotic Process Automation and Artificial Intelligence, others redesigning processes using lean tools and techniques to remove rework and waste, and separate teams using workflow tools to digitise manual work. Each of these examples presents a lever that can be pulled to uplift operational performance, but addressing them together provides the most powerful recipe for maximising customer value.
FCB Partners Course Preview: Process Owners in ActionFCBPartners
A Three-day Advanced Certification Class on Business Process Management (BPM)
The role of Process Owner is a challenging one, characterized by significant accountability with limited resources and authority. Because process ownership is relatively new to many organizations, people taking on the role have had little guidance, training, or opportunity to learn from peers. The purpose of this course is to illuminate the role, explore the challenges, offer practical approaches, and enable individuals to successfully navigate opportunities, constraints, and conflicting priorities. This is a course for Process Owners, Managers, and Leaders seeking to improve their effectiveness as well as the staff and consultants supporting them.
The Fresh Connection - Simulation based Supply Chain Learning PlatformFrinson Francis
The Fresh Connection is a Web based Business Simulation in the area of Supply Chain Management and Organisation Wide Collaboration used for Experiential Learning. Learn Supply Chain Management, Supply Chain Performance and Analysis, Sales and Operations Planning, Inventory Management, Supply Chain Strategy, Demand Planning, Collaboration, Risk Management in Supply Chains with in-house workshops at your company
هذه المحاضرة تتحدث عن إدارة تحقيق المنافع
Benefits Realization Management.
قمت فيها بشرح تعريف إدارة تحقيق المنافع
Benefits Realization Management
ودعمت الشرح بمثال عملي لتسهيل المفهوم.
تطرقت إلى الحاجة التي دعت إلى ظهور هذا المفهوم وكيف أن تطبيق إدارة تحقيق المنافع
Benefits Realization Management
يسهم في تحسين نسب نجاح المشاريع فضلا على المساهمة الفاعلة في تحقيق استراتيجية المؤسسات مدعما بأرقام من بحوث قامات بها ال
PMI.
انتقلت بعدها إلى شرح
Benefits Realization Management Framework
والذي يحدد إطار عمل لإدارة تحقيق المنافع. حيث يدعم هذا الإطار وكيفية يمكن تعريف المنافع ومن ثم العمل على قياسها ومتابعتها وضمان تحققها أثناء تنفيذ المشاريع والبرامج مرورا بالقيام بكل ما يلزم باستدامة المنافع بعد انتهاء المشاريع والبرامج وانتقالها للتشغيل وإدارات المؤسسات الأخرى.
انتقلت بعدها لتعريف دور مكتب إدارة المشاريع المؤسسي
EPMO
في هذا الإطار ودور مدير المشروع اثناء مراحل المشروع المختلفة.
تم شرح الموضوع من جانب عملي بحيث يسهل تطبيق هذه المفهوم في مؤسساتنا والاستفادة منه.
Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
Explore the world of the Taurus zodiac sign. Learn about their stability, determination, and appreciation for beauty. Discover how Taureans' grounded nature and hardworking mindset define their unique personality.
India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Skye Residences | Extended Stay Residences Near Toronto Airportmarketingjdass
Experience unparalleled EXTENDED STAY and comfort at Skye Residences located just minutes from Toronto Airport. Discover sophisticated accommodations tailored for discerning travelers.
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Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
Accpac to QuickBooks Conversion Navigating the Transition with Online Account...PaulBryant58
This article provides a comprehensive guide on how to
effectively manage the convert Accpac to QuickBooks , with a particular focus on utilizing online accounting services to streamline the process.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
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What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
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2. AGENDA
• Introduction to Process Excellence
• Business Process Capability Maturity Model
• Leveraging COE’s as an Accelerator
5/10/2016www.centricconsulting.com 2
3. WHAT DO ALL THESE METHODS HAVE IN COMMON?
Business Process Excellence (PEX):
Achievement of superior business performance through
ongoing process management and resulting process
optimization.
5/10/2016www.centricconsulting.com 3
KaizEn
TQM
Continuous Improvement
4. Most companies employ a relatively small team of BPI/PEX practitioners
that tend to report across a multitude of departments within organizations
SIZE AND REPORTING RELATIONSHIP OF PROCESS TEAMS
5/10/2016 4www.centricconsulting.com
2%
2%
4%
8%
13%
16%
17%
25%
0% 5% 10% 15% 20% 25% 30%
Human Resources
Engineering
IT
COE
Quality
Business Units
Operations
Process Improvement Group
Departmental Responsibility
Many organizations
do deploy PEX
practitioners through
Centralized Teams
SOURCE: SPECIAL REPORT: ALIGNING STRATEGY WITH OPEX TO DRIVE SUSTAINABLE,
ENTERPRISE-WIDE TRANSFORMATION; PEX PROCESS EXCELLENCE NETWORK 2015/16
6%
5%
8%
24%
58%
0% 10% 20% 30% 40% 50% 60% 70%
200+
100 - 200
50 - 100
10-50
0-10
BPI Team Size
(FTE’s)
5. Business Process Improvement: involves the redesign of core
business processes to achieve dramatic improvements in cost,
productivity, cycle-times and quality.
WHY PROCESS EXCELLENCE?
• Service & Quality: Meeting and
exceeding customer expectations
around quality, customer service
and responsiveness. Producing
with minimal defects.
• Cost Effectiveness: Managing
total costs to enhance customer
and shareholder value as well as
drive competitive advantage in the
marketplace
• Reliability: Maintaining
predictable, repeatable and
consistent operational
performance.
• Scalability: Providing the
operational foundation to
effectively scale and support top
line growth without large increases
in headcount and cost
• Flexibility & Responsiveness:
Enabling the organization to pivot
and better respond to shifting
market and customer demants;
Typical
Performance
Impacts
What Does PEX Enable?
5/10/2016 5www.centricconsulting.com
Client
6. 5/10/2016 6
WHY EVOLVE TO A MORE ROBUST BPE CAPABILITY? FINANCIAL OPPORTUNITIES
Integrated BPI / Technology initiatives often provide significant tangible
benefits to the organization and result in better aligned business &
technology solutions
Survey of Business Process Initiatives
ROI After Project Roll-Out
* BPTrends; A Survey of Business Process Initiatives, 2007
Developing a broader PEX Capability helps provide visibility to project cost
benefit as well as improving overall project ROI
7. 5/10/2016www.centricconsulting.c 7
BUSINESS PROCESS CAPABILITY MATURITY MODEL
Stage 1:
Process Aware
Stage 2:
Coordinated
Process
Stage 3:
Cross-Functional
Process Mgmt
Stage 4:
Goal-Driven
Processes
Stage 5:
Optimized
Processes
Developing BPE Capabilities reduces reliance on external consultants
8. Though there is a critical mass of companies at more advanced maturity
levels, the vast majority of your peers are in early stages of process
maturity
WHERE ARE YOUR PEERS RELATIVE TO THE PROCESS MATURITY CURVE?
5/10/2016 8www.centricconsulting.com
10%
13%
15%
26%
36%
0% 5% 10% 15% 20% 25% 30% 35% 40%
No PEX Program
Small Scale Process Pilot
Have FTE's But No Formal Program
One or More BU's
Enterprise Wide Program
Scope of Process Efforts
Majority of
organizations
are at CMM
level 0 -2
SOURCE: SPECIAL REPORT: ALIGNING STRATEGY WITH OPEX TO DRIVE SUSTAINABLE,
ENTERPRISE-WIDE TRANSFORMATION; PEX PROCESS EXCELLENCE NETWORK 2015/16
9. Our recommended BPI Program approach is to leverage a centralized
Enterprise BPI Enablement Team/Center of Excellence (CoE).
Process
Team/BU
3
Process
Team/BU
2
Process
Team/ BU
1
BPI
CoE
BPI Program/Project Governance
Provide Cross-Organization Governance & Coordination
• Drive governance, standards and policy
• Provide leadership and expertise pertaining to business process improvement and
operational excellence
• Be the central utility in the identification, prioritization and coordination of cross-
organization BPI efforts
• Maintain overall implementation roadmap / change plan
• Facilitate BPI Advisory Team / Steering Team involvement
Enable a Process Driven Culture to Accelerate Value Delivery
• Provide education to the business on BPI
• Assist operating groups in identifying & prioritizing opportunities
• Facilitate process improvement across functional areas/business units to increase
savings (minimize sub-optimizations)
• Provide expert process and technology skills and resources to help deliver
initiatives
• Develop, maintain and make available best practice methodologies, templates and
tools
• Facilitate knowledge transfer of best practices, opportunities and lessons learned
across company
• Provide flex resource capacity for operating groups
Build Sustaining Capability throughout Organization
• Assist operating groups in the development of internal operational improvement and
BPI technology capabilities (infrastructure, training, leadership development,
performance mgmt., etc.) to manage process on an on-going basis
BPI CENTER OF EXCELLENCE ENABLEMENT MODEL
www.centricconsulting.comConfidential and Proprietary 9
10. FUNCTION OF THE BPE COE - POTENTIAL OPERATING MODEL
The BPE COE acts as an internal consultancy that provides services to multiple
BPE projects, programs and initiatives. It also establishes BPE guidelines,
standards and tools, and provides services that enable the enterprise to adopt and
evolve its BPE competency over time.
Engagement Mgt
& Delivery
Planning, preparing and
delivering engagements
at the highest quality
level
COE
Strategic
Intent
Mobilization
& Prep
Delivery
Quality
Assurance
Pipeline Mgt /
Prioritization
Opportunity
Identification
Awareness/
Relationship
Mgt
Financial
Mgt
Training/
Resource
Development
Demand &
Resource
Planning
Toolset /
Methodology
Development
Alliances
Governance
Opportunity
Identification
Generating demand for BPE COE
services and management of
opportunity pipeline.
COE Practice Mgt
Developing and managing
the COE practice required
to support day-to-day
operations
COE Functions to be Considered
www.centricconsulting.comConfidential and Proprietary 10
11. ESTABLISHING A PEX COE
• Reporting Structure of the PEX COE: Initially BPE
COE’s typically report to either the IT or the Business and
evolve to a hybrid model over time.
• COE Charter, Services and Operating Vision:
Determine the scope of the COE and how it will operate
within business units and across the Enterprise
• COE Resource Model: Define roles, skill-sets, and
capacity required. Close on approach to source, develop,
and manage BPE practitioners across the Enterprise and
the BU’s
• Common Methodology and Tools: Collaboratively
determine relevant BPE methodologies and tools for use
within the Enterprise. Decide on governance model to
ensure consistency
• Implementation Approach and Plan: Evaluate
potential implementation and phasing options and decide
on approach, staging and high-level timing of standing up
the COE.
• Don’t Overburden or
Complicate Process Work:
Making process work too
bureaucratic and overly complicated
can derail a PEX program.
• Modeling - avoid requiring as-is
models in detail (task-level) and
for every process
• Project Work Plans - create
project templates to accelerate
project startup, and ensure
consistency; however, avoid
requiring burdensome amounts
of detail and upkeep
• Align with and Avoid
Redundancy with Other
Governance Efforts: Avoid
overlaps with other established
groups and governing bodies as this
could lead to diminished
accountability and conflicts of
interest.
Key decisions and common pitfalls to avoid:
Decisions Common Pitfalls
Source: Elise Olding. “Best Practices and Pitfalls for Business Process Competency Center Success” Gartner, March 22, 2010
5/10/2016 11www.centricconsulting.com
12. 12
The CoE collaborates with and enables Business Units to become self-
sufficient over time by building BPI capabilities within their businesses
transitioning to a Federated model augmented by a centralized CoE.
Level of
Support
FacilitatedCOE Led BU Led
Progression over time to BU’s
becoming self-sustaining
CoE Collaboration and Engagement Model
CoE and Business Unit Complete
Business Diagnostic and Determine
Highest Impact Projects
CoE and Business Unit Jointly
Complete High Impact Delivery Projects
Business Unit Begins to Own and Lead
Continuous Improvement Efforts
BPI CoE
Business
Units
* Each business unit
leveraging BPI
needs to plan to
allocate, hire, or
augment externally
these roles for on-
going BPI Projects
dependent upon the
project scope and
their resource
bandwidth
* Our clients typically leverage
external BPI SMEs (subject matter
experts) to build internal
capabilities/train resources
www.centricconsulting.comConfidential and Proprietary
BPI COE ENABLEMENT & GOVERNANCE MODEL
13. EPMPO / BU ROLE IN BPE GOVERNANCE
5/10/2016 13
BU’s will conduct discrete projects, participate in enterprise project portfolio
decisions and contribute resources to cross-BU business process work
BU COO’s are members of the EPMO Steering
Committee which assesses and approves
projects across the enterprise
BU COO’s and their respective BPE Leads will
participate in defining the Charter and
Strategy of the Enterprise BPE COE
BU COO’s Contribute their respective BU BPE
resource participation on cross – enterprise
BPE projects
BU COO’s can solicit assistance from
Enterprise COE resources on select BPE
engagements within their BU
BU COO’s work with their respective BPE
Teams to ensure adherence to Enterprise BPE
guidelines and project controls / phase-gates
BU COO’s hire and develop BU level BPE
resources and capacity based on projected
needs
www.centricconsulting.com
14. Companies who that have committed to evolving Business Process
Excellence capabilities are focused on using it to deliver on their most
strategic initiatives
ROLE OF PROCESS / OPERATIONAL EXCELLENCE FUNCTION
5/10/2016 14www.centricconsulting.com
9%
12%
17%
23%
33%
0% 5% 10% 15% 20% 25% 30% 35%
A way to deliver culture and leadership
change across the organization
A way to improve the quality of a product or
service
A way to cut costs by improving productivity
and/or reducing headcount
A way to improve customer satisfaction
through better quality and efficiency
A way to help organization deliver its
strategic objectives
Role of Process/Operational Excellence
Within Organizations
SOURCE: SPECIAL REPORT: ALIGNING STRATEGY WITH OPEX TO DRIVE SUSTAINABLE,
ENTERPRISE-WIDE TRANSFORMATION; PEX PROCESS EXCELLENCE NETWORK 2015/16
15. 5/10/2016 15
Questions?
Chicago Land Business Consulting Lead: Mark Buchynski
Mark.Buchynski@centricconsulting.com
National Centric PEX Lead : Thomas Ujvagi
Thomas.Ujvagi@centricconsulting.com