Presentation made in 2010 on the need for making sure that roles are defined, separated and fully equiped based on processes developed in a Waterfall PM setting.
Amaury Abel Báez Guillermo is seeking a challenging position in a technological consulting company that utilizes his analytical, leadership, and project management skills. He has extensive education including an IMBA from IE Business School and certifications in networking from Cisco and Microsoft. His experience includes independent consulting, assistant project management, site engineering, and administrative roles. He has strong skills in networking, servers, business, and project management.
Liquidity Risk Corporation provides liquidity risk consultancy services and has decades of experience in this area. The document describes the company's offerings which include conducting a liquidity health check for clients to analyze their current liquidity risk management practices, evaluate strengths and weaknesses, and propose a target liquidity concept and architecture. The company also assists clients with implementing solutions and tooling to improve their liquidity risk analysis and management.
Recordkeeping Directive 101: Everything you wanted to know, but were tooafra...pdesrochers
Since 2006, Library and Archives Canada has focused its efforts on establishing a recordkeeping agenda for the Government of Canada.
In this session, participants will hear Sharon Smith and Pierre Desrochers of Library and Archives Canada provide an update and overview of the Government of Canada's recordkeeping initiative. Particular emphasis will be put on current developments, and the key element of the session will be the Directive on Recordkeeping, linked to the government-wide Information Management Policy.
This document provides an overview of evaluating vendor risks at service organizations. It discusses assessing, managing, and controlling risks posed by third party vendors. The document outlines various assessment mechanisms for evaluating internal controls at service organizations, such as SAS 70, Shared Assessments, and ISAE 3402 reports. It also discusses how user organizations can obtain assurance about service organization controls through third party assurance engagements.
This document provides an overview of evaluating risks associated with outsourcing to vendor organizations. It discusses classifying vendor risks such as operational, reputation, strategic, compliance, financial, and support risks. It also covers rights to audit vendor organizations and mechanisms for assessing internal controls at service organizations, including SAS 70, Shared Assessments, and ISAE 3402 reports which are issued by independent auditors or assessment firms. The document uses a case study of JP Morgan's outsourcing agreement with IBM to illustrate key considerations around understanding controls at an outsourced vendor.
Think future technologies – corporate presentation (public)Tft Us
Think Future Technologies is a global software development, QA, and testing services firm with offices worldwide. It has over 150 employees servicing 10 global companies. TFT specializes in software development, QA and testing, maintenance and support. It has experience developing web, desktop, and mobile applications across various technologies. TFT provides outsourcing services and takes on projects ranging from small teams to acting as an extended development or QA team. It utilizes established processes and frameworks to efficiently manage projects.
This document discusses the importance of IT governance for organizations. It defines IT governance as the processes that ensure effective and efficient use of IT to achieve business goals. The document outlines formal IT governance frameworks like COBIT 5 and ITIL, as well as the importance of informal governance processes like regular stakeholder meetings and transparency. It also discusses challenges like managing shadow IT. The document provides a case study of Toastmasters International and how they implemented COBIT 5 to provide structure for IT project management and auditing.
Amaury Abel Báez Guillermo is seeking a challenging position in a technological consulting company that utilizes his analytical, leadership, and project management skills. He has extensive education including an IMBA from IE Business School and certifications in networking from Cisco and Microsoft. His experience includes independent consulting, assistant project management, site engineering, and administrative roles. He has strong skills in networking, servers, business, and project management.
Liquidity Risk Corporation provides liquidity risk consultancy services and has decades of experience in this area. The document describes the company's offerings which include conducting a liquidity health check for clients to analyze their current liquidity risk management practices, evaluate strengths and weaknesses, and propose a target liquidity concept and architecture. The company also assists clients with implementing solutions and tooling to improve their liquidity risk analysis and management.
Recordkeeping Directive 101: Everything you wanted to know, but were tooafra...pdesrochers
Since 2006, Library and Archives Canada has focused its efforts on establishing a recordkeeping agenda for the Government of Canada.
In this session, participants will hear Sharon Smith and Pierre Desrochers of Library and Archives Canada provide an update and overview of the Government of Canada's recordkeeping initiative. Particular emphasis will be put on current developments, and the key element of the session will be the Directive on Recordkeeping, linked to the government-wide Information Management Policy.
This document provides an overview of evaluating vendor risks at service organizations. It discusses assessing, managing, and controlling risks posed by third party vendors. The document outlines various assessment mechanisms for evaluating internal controls at service organizations, such as SAS 70, Shared Assessments, and ISAE 3402 reports. It also discusses how user organizations can obtain assurance about service organization controls through third party assurance engagements.
This document provides an overview of evaluating risks associated with outsourcing to vendor organizations. It discusses classifying vendor risks such as operational, reputation, strategic, compliance, financial, and support risks. It also covers rights to audit vendor organizations and mechanisms for assessing internal controls at service organizations, including SAS 70, Shared Assessments, and ISAE 3402 reports which are issued by independent auditors or assessment firms. The document uses a case study of JP Morgan's outsourcing agreement with IBM to illustrate key considerations around understanding controls at an outsourced vendor.
Think future technologies – corporate presentation (public)Tft Us
Think Future Technologies is a global software development, QA, and testing services firm with offices worldwide. It has over 150 employees servicing 10 global companies. TFT specializes in software development, QA and testing, maintenance and support. It has experience developing web, desktop, and mobile applications across various technologies. TFT provides outsourcing services and takes on projects ranging from small teams to acting as an extended development or QA team. It utilizes established processes and frameworks to efficiently manage projects.
This document discusses the importance of IT governance for organizations. It defines IT governance as the processes that ensure effective and efficient use of IT to achieve business goals. The document outlines formal IT governance frameworks like COBIT 5 and ITIL, as well as the importance of informal governance processes like regular stakeholder meetings and transparency. It also discusses challenges like managing shadow IT. The document provides a case study of Toastmasters International and how they implemented COBIT 5 to provide structure for IT project management and auditing.
Outsourcing Enabled Transformation This session will discuss the IT sourcing process used to separate a division (formerly MeadWestvaco Papers Group) to a stand alone company. The steps of understanding the business objectives that drive the IT strategy and execution will be outlined along with the do\'s and don\'t(s) of making a very complex transition process work with minimal customer impactThis presentation will also address the idea of using business oriented service level metrics to
This document provides a market segmentation and entry strategy project for BusinessProjects.com. It identifies key market segments like consulting, finance, and legal and recommends a two-pronged entry strategy of targeting individuals and departments from the bottom-up while also positioning BusinessProjects as the platform for enterprise virtual private networks to enter from the top-down. It profiles competitors and identifies BusinessProjects' differentiators as organizing all project materials in one place to smooth boundaries between applications. The document concludes with recommendations to rapidly introduce the service through partners and target key segments.
This document provides a market segmentation and entry strategy project for BusinessProjects.com. It identifies key market segments like consulting, finance, and legal and recommends a two-pronged entry strategy of targeting individuals and departments from the bottom-up while also positioning BusinessProjects as the platform for enterprise virtual private networks to enter from the top-down. It profiles competitors and identifies BusinessProjects' differentiators as organizing all project materials in one place to smooth boundaries between applications. The document concludes with recommendations to rapidly develop new services through partners and target key decision makers.
Think Future Technologies is a QA & Testing focused outsourcing company based in India and currently serving clients in United States, Israel and Australia. We, Think Future Technologies, offer expertise in delivering automation testing solutions based on various industry standard automation tools.
This document discusses an assessment of integrated asset management best practices at KGHM International mines. It introduces Nick Seiersen, the corporate supply chain manager, and the topic of how well sites are using best practices in their supply chain and maintenance operations. The assessment approach developed a capability maturity model to measure processes across maintenance, supply chain, and their integration. The project aimed to establish a baseline, improve information sharing between sites, and drive continuous improvement. Lessons learned include ensuring site participation, defining relevant target areas, and providing rapid feedback to sites.
The document discusses challenges with large, complex projects known as "gigaprojects" and ways to address them. It notes that gigaprojects are increasing in spending and size. They face issues like cost overruns, risks, and stagnant productivity. To help, the document advocates connecting technology, processes, and people. This involves using technology to share integrated project information, improving processes, and addressing cognitive biases in decision-making. It provides an example of a $5 billion facility that streamlined management of 6 projects using integrated cost tracking, reporting, and schedule software.
Meg Middaugh presented on maintaining contact and client database integrity in VisionCRM. She discussed four common problems with databases: duplicate clients/contacts, orphaned contacts, constantly changing data, and quality control taking too long. For each problem, practical solutions were provided, such as using match codes to identify duplicates, requiring fields to prevent orphans, automating monitoring of changes, and engaging users to distribute quality control workload. The key takeaways were to involve users, address pain points, maximize automation, and effectively distribute maintenance workload to maintain high quality data with minimal effort.
Grc (V3) Brown Yarberry For Feb 10th Keynote PresentationWilliam Yarberry
The document discusses governance, risk, and compliance (GRC) and whether it should be considered a luxury good during difficult economic times. It provides several reasons for the increased emphasis on GRC in the last 5-10 years, including globalization, demands for transparency and accountability, and calls for increased regulation. While risks do not decrease in hard times, the document argues that GRC is important for cost management and avoiding major project failures. It then discusses various GRC frameworks, tools, and how to select and implement them to match an organization's IT strategy and needs. Overall it advocates that organizations should maintain their GRC programs and tools during difficult times.
CIO Leadership: What We Can Learn from History to Drive Success in Today's Cl...Jim Vaselopulos
Each year magazines and pundits suggest that the role of the CIO is changing. In a time where we have seen vendor consolidation, the pace of new technologies slow and business growth stagnate - does the CIO role really need to change again? Why does it feel as though IT still has trouble keeping up with demand? What can we learn from history to help us cope with the increasingly technical demands of our employees, customers and marketplaces?
Objectives of this presentation:
* How to stay ahead of your customer
* How to stay relevant to your business
* How to build a forward-thinking, solution-oriented culture in IT
* How to manage costs and still be innovative
* How to mitigate risk and make safe technology bets
* How to be the victor and not the victim
Groupe OnePoint is an international company providing management consulting, IT professional services, business process optimization, and technology services. It offers consulting, fixed price projects, and outsourcing services through offices in France, Canada, China, Tunisia, and other locations. Groupe OnePoint helps clients optimize performance through innovative processes, organization, and technologies.
CG Consultancy UK Limited - Company Credentials PackChris Goodall
CG Consultancy provides technology consulting services such as strategy development, audits, project management, and system implementation. They work with clients across several industries, including financial, publishing, and education. Recent clients include Business Monitor International, a financial publisher, and Incisive Media, a media and events company, for whom they have delivered projects such as implementing a new event management system. Clients provide positive endorsements, praising CG Consultancy's professionalism, ability to understand key drivers, and help in addressing technology challenges for growing companies.
The document discusses how companies experience issues like increased costs and security risks as their infrastructure grows in a decentralized manner over time. It proposes that an assessment of a company's current data platforms and optimization of its processes can help streamline operations, reduce expenses, and improve agility by bringing order to the infrastructure. The services described would analyze a client's databases and usage patterns, identify bottlenecks, and provide recommendations to simplify their architecture and enhance performance.
A presentation about microservice architecture, trunk based development, domain driven development, test driven development and behaviour driven development.
This presentation has been designed to help new and junior developers understand the concepts, how they inter-relate and some basic applications of them.
This presentation was originally presented at Code Mentoring (Melbourne) on Saturday, 22nd June 2019.
The document outlines an IT New Project Introduction Process (IT-NPI) used to deliver IT solutions. It consists of 8 phases: Discovery, Analysis, Design, Development, Test, Deployment, and Support & Sustain. Each phase has defined entry and exit criteria as well as deliverables. The process aims to deliver high quality, on-time and on-budget projects through collaboration between business and IT stakeholders.
This is presentation how SolveITLabs is using existing project management methodologies to manage offshore teams to delivery software development projects for US clients
Suyati offers a Dedicated Global Team (DGT) model for IT outsourcing that is suitable for small and medium enterprises. The DGT model gives clients full control over their projects through a transparent, efficient, and risk-sharing approach. It helps SMEs compete in an increasingly global and fast-changing business environment by reducing costs, accelerating delivery, and ensuring access to skilled IT resources. Case studies show that the DGT model can deliver cost savings of over 30% while meeting clients' needs for quality, schedule adherence, and IP security.
This document outlines an action plan and marketing presentation for a hotel project. It covers topics such as business models, operational processes, pre-opening tasks, product details, location strategies, SWOT analysis, pricing, marketing analysis, target customers, and promotional strategies. The goal is to provide a comprehensive overview of the key considerations for planning and marketing an exclusive hotel
FWD50 Agile/ Lean Workshop Slides - November 1
Ottawa Ontario, Canada. Authors/Presenters: Dan MurphyGlenn Waters, Ellen Grove, Craig Szelestowski - Thanks Team
The document presents a case study on Brown & Brian, an IT company experiencing high employee turnover rates that were causing losses of institutional knowledge. It analyzes the problem and outlines imperatives and a proposed knowledge management framework to address it. The framework involves 10 steps, including identifying critical knowledge, aligning KM with business strategy, focusing on tacit knowledge processes, and implementing leadership and reward structures. Quick wins like project retrospectives, case studies, storytelling, communities of practice, and a knowledge repository are suggested to improve results like customer satisfaction, project success rates, and retaining institutional knowledge. Opportunities for knowledge management in Nigeria are also briefly discussed.
Outsourcing Enabled Transformation This session will discuss the IT sourcing process used to separate a division (formerly MeadWestvaco Papers Group) to a stand alone company. The steps of understanding the business objectives that drive the IT strategy and execution will be outlined along with the do\'s and don\'t(s) of making a very complex transition process work with minimal customer impactThis presentation will also address the idea of using business oriented service level metrics to
This document provides a market segmentation and entry strategy project for BusinessProjects.com. It identifies key market segments like consulting, finance, and legal and recommends a two-pronged entry strategy of targeting individuals and departments from the bottom-up while also positioning BusinessProjects as the platform for enterprise virtual private networks to enter from the top-down. It profiles competitors and identifies BusinessProjects' differentiators as organizing all project materials in one place to smooth boundaries between applications. The document concludes with recommendations to rapidly introduce the service through partners and target key segments.
This document provides a market segmentation and entry strategy project for BusinessProjects.com. It identifies key market segments like consulting, finance, and legal and recommends a two-pronged entry strategy of targeting individuals and departments from the bottom-up while also positioning BusinessProjects as the platform for enterprise virtual private networks to enter from the top-down. It profiles competitors and identifies BusinessProjects' differentiators as organizing all project materials in one place to smooth boundaries between applications. The document concludes with recommendations to rapidly develop new services through partners and target key decision makers.
Think Future Technologies is a QA & Testing focused outsourcing company based in India and currently serving clients in United States, Israel and Australia. We, Think Future Technologies, offer expertise in delivering automation testing solutions based on various industry standard automation tools.
This document discusses an assessment of integrated asset management best practices at KGHM International mines. It introduces Nick Seiersen, the corporate supply chain manager, and the topic of how well sites are using best practices in their supply chain and maintenance operations. The assessment approach developed a capability maturity model to measure processes across maintenance, supply chain, and their integration. The project aimed to establish a baseline, improve information sharing between sites, and drive continuous improvement. Lessons learned include ensuring site participation, defining relevant target areas, and providing rapid feedback to sites.
The document discusses challenges with large, complex projects known as "gigaprojects" and ways to address them. It notes that gigaprojects are increasing in spending and size. They face issues like cost overruns, risks, and stagnant productivity. To help, the document advocates connecting technology, processes, and people. This involves using technology to share integrated project information, improving processes, and addressing cognitive biases in decision-making. It provides an example of a $5 billion facility that streamlined management of 6 projects using integrated cost tracking, reporting, and schedule software.
Meg Middaugh presented on maintaining contact and client database integrity in VisionCRM. She discussed four common problems with databases: duplicate clients/contacts, orphaned contacts, constantly changing data, and quality control taking too long. For each problem, practical solutions were provided, such as using match codes to identify duplicates, requiring fields to prevent orphans, automating monitoring of changes, and engaging users to distribute quality control workload. The key takeaways were to involve users, address pain points, maximize automation, and effectively distribute maintenance workload to maintain high quality data with minimal effort.
Grc (V3) Brown Yarberry For Feb 10th Keynote PresentationWilliam Yarberry
The document discusses governance, risk, and compliance (GRC) and whether it should be considered a luxury good during difficult economic times. It provides several reasons for the increased emphasis on GRC in the last 5-10 years, including globalization, demands for transparency and accountability, and calls for increased regulation. While risks do not decrease in hard times, the document argues that GRC is important for cost management and avoiding major project failures. It then discusses various GRC frameworks, tools, and how to select and implement them to match an organization's IT strategy and needs. Overall it advocates that organizations should maintain their GRC programs and tools during difficult times.
CIO Leadership: What We Can Learn from History to Drive Success in Today's Cl...Jim Vaselopulos
Each year magazines and pundits suggest that the role of the CIO is changing. In a time where we have seen vendor consolidation, the pace of new technologies slow and business growth stagnate - does the CIO role really need to change again? Why does it feel as though IT still has trouble keeping up with demand? What can we learn from history to help us cope with the increasingly technical demands of our employees, customers and marketplaces?
Objectives of this presentation:
* How to stay ahead of your customer
* How to stay relevant to your business
* How to build a forward-thinking, solution-oriented culture in IT
* How to manage costs and still be innovative
* How to mitigate risk and make safe technology bets
* How to be the victor and not the victim
Groupe OnePoint is an international company providing management consulting, IT professional services, business process optimization, and technology services. It offers consulting, fixed price projects, and outsourcing services through offices in France, Canada, China, Tunisia, and other locations. Groupe OnePoint helps clients optimize performance through innovative processes, organization, and technologies.
CG Consultancy UK Limited - Company Credentials PackChris Goodall
CG Consultancy provides technology consulting services such as strategy development, audits, project management, and system implementation. They work with clients across several industries, including financial, publishing, and education. Recent clients include Business Monitor International, a financial publisher, and Incisive Media, a media and events company, for whom they have delivered projects such as implementing a new event management system. Clients provide positive endorsements, praising CG Consultancy's professionalism, ability to understand key drivers, and help in addressing technology challenges for growing companies.
The document discusses how companies experience issues like increased costs and security risks as their infrastructure grows in a decentralized manner over time. It proposes that an assessment of a company's current data platforms and optimization of its processes can help streamline operations, reduce expenses, and improve agility by bringing order to the infrastructure. The services described would analyze a client's databases and usage patterns, identify bottlenecks, and provide recommendations to simplify their architecture and enhance performance.
A presentation about microservice architecture, trunk based development, domain driven development, test driven development and behaviour driven development.
This presentation has been designed to help new and junior developers understand the concepts, how they inter-relate and some basic applications of them.
This presentation was originally presented at Code Mentoring (Melbourne) on Saturday, 22nd June 2019.
The document outlines an IT New Project Introduction Process (IT-NPI) used to deliver IT solutions. It consists of 8 phases: Discovery, Analysis, Design, Development, Test, Deployment, and Support & Sustain. Each phase has defined entry and exit criteria as well as deliverables. The process aims to deliver high quality, on-time and on-budget projects through collaboration between business and IT stakeholders.
This is presentation how SolveITLabs is using existing project management methodologies to manage offshore teams to delivery software development projects for US clients
Suyati offers a Dedicated Global Team (DGT) model for IT outsourcing that is suitable for small and medium enterprises. The DGT model gives clients full control over their projects through a transparent, efficient, and risk-sharing approach. It helps SMEs compete in an increasingly global and fast-changing business environment by reducing costs, accelerating delivery, and ensuring access to skilled IT resources. Case studies show that the DGT model can deliver cost savings of over 30% while meeting clients' needs for quality, schedule adherence, and IP security.
This document outlines an action plan and marketing presentation for a hotel project. It covers topics such as business models, operational processes, pre-opening tasks, product details, location strategies, SWOT analysis, pricing, marketing analysis, target customers, and promotional strategies. The goal is to provide a comprehensive overview of the key considerations for planning and marketing an exclusive hotel
FWD50 Agile/ Lean Workshop Slides - November 1
Ottawa Ontario, Canada. Authors/Presenters: Dan MurphyGlenn Waters, Ellen Grove, Craig Szelestowski - Thanks Team
The document presents a case study on Brown & Brian, an IT company experiencing high employee turnover rates that were causing losses of institutional knowledge. It analyzes the problem and outlines imperatives and a proposed knowledge management framework to address it. The framework involves 10 steps, including identifying critical knowledge, aligning KM with business strategy, focusing on tacit knowledge processes, and implementing leadership and reward structures. Quick wins like project retrospectives, case studies, storytelling, communities of practice, and a knowledge repository are suggested to improve results like customer satisfaction, project success rates, and retaining institutional knowledge. Opportunities for knowledge management in Nigeria are also briefly discussed.
2. Questions to be Answered
• Why do we need Processes?
• What is our current state?
• How do we develop good Processes?
• What are the next steps?
PROPRIETARY AND CONFIDENTIAL, MARITZ COPYRIGHT 2010 2
3. WHY DO WE NEED PROCESSES?
Jack of all Trades System
Quarter Back
Football Player
Wide Receiver
Running Back
Stats Pass Efficiency Yds. / Yds./ Carry FG Len. Place Kicker
Recept’n
%/Avg. 58% 8.5 3.8 39
PROPRIETARY AND CONFIDENTIAL, MARITZ COPYRIGHT 2010 3
4. BPO – Business Process Optimization
Division of Labor
QB
Quarter Back
WR
Wide Receiver
RB
Kicker Running Back
Stats Pass Efficiency Yds. / Yds./ Carry FG Len. Place Kicker
Recept’n
%/Avg. 65% 10.7 5.6 45
PROPRIETARY AND CONFIDENTIAL, MARITZ COPYRIGHT 2010 4
5. Five Basic Reasons
• Resource Efficiency & Productivity
– Focus on resource’s strengths
– Allows for resource training and development
– Decreases chances of resource “Burn-Out”
• Optimization of New Resource integration
– Structure is set in place
– Decreases learning curve
– Less time is spent on training
PROPRIETARY AND CONFIDENTIAL, MARITZ COPYRIGHT 2010 5
6. Five Basic Reasons (Cont’d)
• Repeatability of successes
• Emphasizes Team work
– Knowledge is not “siloed” with one resource
– Importance of hand-offs
– Documentation
• Allows for Scalability and Flexibility
PROPRIETARY AND CONFIDENTIAL, MARITZ COPYRIGHT 2010 6
7. WHAT IS THE CURRENT STATE?
Jack of all Trades System
Quarter Back
Young Football Player
Wide Receiver
Running Back
Place Kicker
PROPRIETARY AND CONFIDENTIAL, MARITZ COPYRIGHT 2010 7
8. Current State Summary
• Resources as “Heroes”
• “Fire-Fighting” culture
• “Siloed” Information & Expertise
• Clients as burdens
• Successes cannot be repeated
PROPRIETARY AND CONFIDENTIAL, MARITZ COPYRIGHT 2010 8
9. Steps to Developing Optimal Processes
1. Scope: A map of Processes to be Developed.
2. Objective:
– Why is the Process being developed?
– What is the expected end result of using the process?
3. Description: The different modules of the Process that need to spelled
out.
PROPRIETARY AND CONFIDENTIAL, MARITZ COPYRIGHT 2010 9
10. 1. Scope
Processes common across Organizations:
A. Communications Management
B. Change Management
C. Deliverables Management
D. Issues Management
E. Risk Management
F. Financial Management
PROPRIETARY AND CONFIDENTIAL, MARITZ COPYRIGHT 2010 10
11. 1A. Communications Management
Determining how information & ideas are communicated.
•Internally
– Meetings
• Frequency
• Setup
• Agenda
• Driver
• Documentation (Minutes)
– Communication Path
– Escalation Path
•Externally (Client Interface)
PROPRIETARY AND CONFIDENTIAL, MARITZ COPYRIGHT 2010 11
12. 1B. Change Management
Changes to anything within the scope of a contract
•Internal Projects
– Changes driven by internal resources
– Value-Add services within scope
•External Project
– Changes outside contract scope (even if driven by internal
resources)
– Changes driven by the client
PROPRIETARY AND CONFIDENTIAL, MARITZ COPYRIGHT 2010 12
13. 1C. Deliverables Management
Deliverables to the team or the client
•Internal Deliverables
– Status Reports
– Meeting Minutes
– QA Documentation
– Labor/Financial Tracking Document
•External Deliverables
– Project Status Report
– Invoices
– External PCAs
PROPRIETARY AND CONFIDENTIAL, MARITZ COPYRIGHT 2010 13
14. 1D. Issues Management
Issues both systemic and ad hoc that arises while the Project is being
executed
– Escalation Route
– Documentation
– Reporting (Who and when)
– Frequency of updates
– Issues tracking
– Closure
– Post hoc review
PROPRIETARY AND CONFIDENTIAL, MARITZ COPYRIGHT 2010 14
15. 1E. Risk Management
Risks associated with executing the Project
– Resource availability & bandwidth
– Infrastructure limitations
– Potential of future adversity (Data driven analysis usually
produced by BI group)
– Financial risk
PS: After risks are identified, an initiator/owner needs to be defined ahead
of time and an escalation/communication path established.
PROPRIETARY AND CONFIDENTIAL, MARITZ COPYRIGHT 2010 15
16. 1F. Financial Management
Addresses and reviews both the Project and intra-departmental financials
– Forecasting
– Analysis
– Documentation
– Auditing/Review
PS: Usually the PM office only has jurisdiction over the documentation of
financials. In most organizations BI or Finance Department does the
Forecasting and Analysis, and the Finance Department does the
Auditing/Review.
PROPRIETARY AND CONFIDENTIAL, MARITZ COPYRIGHT 2010 16
17. 2. Objective
A. Why is the Process being developed?
B. What is expected to be the end result of using the process?
PROPRIETARY AND CONFIDENTIAL, MARITZ COPYRIGHT 2010 17
18. 2A. Why?
•RigidBusiness Environment
•Chaotic Business Environment
•Hard working Employees not recognized or not adequately rewarded
•Project execution sloppy
•Successes cannot be or is not being duplicated
•Resources are not working as a team
PROPRIETARY AND CONFIDENTIAL, MARITZ COPYRIGHT 2010 18
19. 2B. End Result
•Create a flexible work environment
•Locate and reward exceptional resources
•Execute projects efficiently
•Duplicate successful projects
•Create camaraderie among team members
•Achieve maximum client satisfaction
PROPRIETARY AND CONFIDENTIAL, MARITZ COPYRIGHT 2010 19
20. 3. Description
Modules most common to Processes:
A. Control
B. Ownership
C. Storage
D. Input and Output
E. Key Contacts
PROPRIETARY AND CONFIDENTIAL, MARITZ COPYRIGHT 2010 20
21. 3A. Process Control
Person in charge of managing the Process and the Documentation.
•Process management –
– Making sure that the process remains dynamic.
– The manager of the process is not necessarily the person who
will update the process.
•Process documentation
– Making sure that the process is documented.
– Making sure that the document is kept up to date and relevant.
PROPRIETARY AND CONFIDENTIAL, MARITZ COPYRIGHT 2010 21
22. 3A. Process Ownership
Person in charge of updating the Process and the Documentation.
•Process Change –
– Solicits and collects process change request from resources.
– Determines the relevance and need for changes.
– Makes changes to the process as appropriate.
– Could also be the Process Controller.
•Process Documentation
– Documents the process(es).
– Documents changes to the process(es).
PROPRIETARY AND CONFIDENTIAL, MARITZ COPYRIGHT 2010 22
23. 3C. Process Storage
Where the process documentation will be stored
•Hard Copy (May not be necessary anymore with Collaboration sites doing
version controls)
– Binders/Print outs.
– Useful for training new resources.
– Helps keep soft copy secure and limits access to it.
•Soft Copy
– Designate driver (preferably secure).
– Type of access i.e. Read Only or Write.
– Versioning for historical records.
PROPRIETARY AND CONFIDENTIAL, MARITZ COPYRIGHT 2010 23
24. 3D. Process Input and Output
Raw materials needed for process to function and end product of the
process.
•Example of Inputs
– Resources.
– Approvals.
– Documentation.
•Example of Outputs
– Meeting minutes.
– Resource evaluation.
PS: This is usually documented in the form of a flow chart and details who
delivers the raw material and who receives the end product.
PROPRIETARY AND CONFIDENTIAL, MARITZ COPYRIGHT 2010 24
25. 3D. Key Contacts
People of interest to the Process.
•Who needs to be contacted at different stages of the process?
•When do they need to be contacted?
•Who is to do the contacting?
PROPRIETARY AND CONFIDENTIAL, MARITZ COPYRIGHT 2010 25
26. Final Synopsis
•Tactical changes vs. Culture shift.
•Time factor.
•Infinite possibilities.
•Bureaucracy & Red-Tape.
PROPRIETARY AND CONFIDENTIAL, MARITZ COPYRIGHT 2010 26