The document provides activity updates from various departments at AFRINIC, including Finance, Human Resources, Member Services, IT/Engineering, Capacity Building, and Research/Innovation. Key highlights include a $50k surplus in 2014, hiring 12 new staff members, improvements to member services processes, infrastructure upgrades, 19 training workshops conducted in 2015 with more planned, and new initiatives in RPKI, DNSSEC, and participating in IETF working groups.
The document discusses the implementation of SAP software by the Accountant General Pakistan to modernize financial management and auditing practices. It describes how SAP was implemented under the Project to Improve Financial Reporting and Auditing (PIFRA) to replace a legacy accounting system from 1983. PIFRA established SAP modules for financial accounting, budgeting, auditing, and human resources. This implementation generated timely, reliable financial reporting according to international standards and improved transparency, accountability, and decision making for both internal and external stakeholders.
This document is Samuel Sun's resume summarizing his professional experience in supply chain management. It details his role as a SCM Process & Service Manager for APAC regions over the past 13 years, with responsibilities including SCM project implementation, process optimization, and key performance indicator governance. It also lists his education from South China University of Technology and previous work experience in logistics and supply chain management roles at Osram and PerkinElmer.
This document discusses migrating to a new General Ledger Accounting system in SAP, which requires initiating a separate project with phases to transfer legacy data. The migration project and new General Ledger implementation must address both technical and process aspects, and are not just data transfers. The SAP General Ledger Migration service helps customers migrate their data from the classic General Ledger to the new system and ensures data consistency, through scenario validation sessions, test validation sessions, and a Migration Cockpit user interface to guide the process.
The document summarizes a request for qualifications for an audit of the city. Four audit firms submitted proposals that were evaluated based on qualifications, experience, staffing, audit quality, and audit plan. ABIP, PC was selected as the top proposal based on their experience auditing governments, local staff of 35, and detailed audit plan. The document requests authorization for the city manager to execute a five-year contract with ABIP, PC for audit services with costs ranging from $30,500 to $34,200 per year.
Skeleton for EPMO roll out for large enterprises Ghayas Mansoor
Template provides basic framework addressing EPMO roll out in very large scale organizations that consist of multiple segments / business units with diversity in process definition and practices (v1.1)
The document describes how the PMI Rio Grande do Sul chapter implemented a Lean PMO to accelerate projects and goals using volunteers. The previous PMO was struggling with the increasing number of initiatives. The new Lean PMO focused on simplicity, collaboration, and delivering results. Key changes included standardizing reporting, auditing projects, and providing portfolio visibility in a lightweight way. These changes helped the PMO accelerate the chapter's strategic planning and improved results.
The document provides activity updates from various departments at AFRINIC, including Finance, Human Resources, Member Services, IT/Engineering, Capacity Building, and Research/Innovation. Key highlights include a $50k surplus in 2014, hiring 12 new staff members, improvements to member services processes, infrastructure upgrades, 19 training workshops conducted in 2015 with more planned, and new initiatives in RPKI, DNSSEC, and participating in IETF working groups.
The document discusses the implementation of SAP software by the Accountant General Pakistan to modernize financial management and auditing practices. It describes how SAP was implemented under the Project to Improve Financial Reporting and Auditing (PIFRA) to replace a legacy accounting system from 1983. PIFRA established SAP modules for financial accounting, budgeting, auditing, and human resources. This implementation generated timely, reliable financial reporting according to international standards and improved transparency, accountability, and decision making for both internal and external stakeholders.
This document is Samuel Sun's resume summarizing his professional experience in supply chain management. It details his role as a SCM Process & Service Manager for APAC regions over the past 13 years, with responsibilities including SCM project implementation, process optimization, and key performance indicator governance. It also lists his education from South China University of Technology and previous work experience in logistics and supply chain management roles at Osram and PerkinElmer.
This document discusses migrating to a new General Ledger Accounting system in SAP, which requires initiating a separate project with phases to transfer legacy data. The migration project and new General Ledger implementation must address both technical and process aspects, and are not just data transfers. The SAP General Ledger Migration service helps customers migrate their data from the classic General Ledger to the new system and ensures data consistency, through scenario validation sessions, test validation sessions, and a Migration Cockpit user interface to guide the process.
The document summarizes a request for qualifications for an audit of the city. Four audit firms submitted proposals that were evaluated based on qualifications, experience, staffing, audit quality, and audit plan. ABIP, PC was selected as the top proposal based on their experience auditing governments, local staff of 35, and detailed audit plan. The document requests authorization for the city manager to execute a five-year contract with ABIP, PC for audit services with costs ranging from $30,500 to $34,200 per year.
Skeleton for EPMO roll out for large enterprises Ghayas Mansoor
Template provides basic framework addressing EPMO roll out in very large scale organizations that consist of multiple segments / business units with diversity in process definition and practices (v1.1)
The document describes how the PMI Rio Grande do Sul chapter implemented a Lean PMO to accelerate projects and goals using volunteers. The previous PMO was struggling with the increasing number of initiatives. The new Lean PMO focused on simplicity, collaboration, and delivering results. Key changes included standardizing reporting, auditing projects, and providing portfolio visibility in a lightweight way. These changes helped the PMO accelerate the chapter's strategic planning and improved results.
This strategic projects report summarizes the progress of several projects in Q3 2013. The Term Shift project completed the decision to shift to annual terms starting in 2015. The MC-LC Cooperation project delivered most coaching visits to help LCs. The National Conference Cycle created a new multi-year conference plan but lacked managers for upcoming events. The LC Planning process released tools for 2014 plans but faced challenges with virtual education and process understanding. Data was collected for the Financial Model project but analysis was still in progress due to priorities and a shifted timeline.
The strategic projects report summarizes work in Q3 2013 on several initiatives. For term shift management, key achievements were completing the decision process to shift to annual terms in 2015 and gaining network trust in the change. For MC-LC cooperation customization, progress was made on coaching strategy and delivery, though materials were incomplete. SumCo and another conference were successfully delivered, but upcoming events lacked organization. The LC planning process was released but lacked understanding and virtual education was insufficient. Financial data was collected for modeling, with analysis to be completed in Q4.
The Institute of Cancer Research - Our PMO Journey - FuturePMO 2018Wellingtone
Presented by Michelle Durkin, Head of Programme Management Office, The Institute of Cancer Research
Presentation Synopsis: Michelle shares with you her journey so far in establishing a PMO, the challenges faced and where she found support along the way in designing and implementing the new function.
Michelle attended the first UK PMO Practitioner course ran by Wellingtone which provided her with tools to design an approach in how to deliver a new PMO. The approach was validated at Project Management Day Of Service and the PMO is now well on its way to meeting the requirements originally identified.
The document provides an overview of how to operationalize a strategy using programme and project management. It discusses (1) creating a blueprint to drive delivery of new capabilities identified in the strategy, broken down into tranches or increments, (2) the differences between stakeholder management and engagement, with an emphasis on actively engaging stakeholders to gain support and ensure benefits realization, and (3) using a programme framework including a benefits map to plan and execute the strategy deployment through projects and change activities.
This document discusses TVA's business planning process and documents. It provides an overview of planning documents that ensure business plans support TVA's strategic goals and mission. These include integrated planning process documents, business planning guidance, and timelines. It also summarizes the enterprise-wide business plan, regional communications materials, and individual business unit plans that are developed by each SBU and operations group to cascade TVA's strategic focus on performance, costs, and risk mitigation. Initiative and performance measure definitions are also part of the business planning process to support strategic alignment and monitor progress.
Best Practices for Oil & Gas: Rapid SAP Implementation at a Startup Independ...Kent Landrum
Full presentation from the 2011 Best Practices for Oil & Gas conference covering leading practices and lessons learned from the PBF Energy IS-Oil implementation. Authored by Richard Loew and Kent Landrum.
The document discusses how CA PPM can help ensure a customer's success with the product. It outlines the various teams that make up the CA PPM Account Team and their roles in providing product advisory support, demos, adoption assistance, and acting as the main point of contact. It also lists key contacts for the account.
The document outlines a business case for setting up a PMO (Project Management Office) to manage a portfolio of BI (Business Intelligence) projects being rolled out across 115 countries. The PMO will provide services like benefit management, resource management, financial management, governance, stakeholder management, and change management. It will use a functional model to categorize projects into programs by region or technology. The PMO will go through phases of planning, implementing, and managing the program. Key deliverables include governance plans, reports, charters, and roll-out plans. Performance will be measured based on metrics like ROI, resource utilization, and benefits alignment. The PMO team structure consists of a Program Manager, Senior Consultants, and
Kusum Latha has over 8 years of experience in roles such as Assistant Manager, Process Lead, and Supervisor for companies including Wipro, Capgemini, Genpact, and Merrill Lynch. She has expertise in processes like revenue-to-report general ledger financial accounting, payroll, month-end close activities, and reconciliation. Kusum Latha is proficient in ERP systems like SAP, Oracle, System21, and Movex. She has a strong track record of managing teams, meeting SLAs, and building high-performing processes.
This monthly report summarizes the communications, PR, external relations, finance, and organizational development functional areas for January 2014. Key achievements included the creation of 6-month communication plans, successful delivery of conferences like NPM, and progress on projects like the finance model. Challenges included lack of staff, exams limiting work, and balancing multiple responsibilities. The February priorities are continuing campaigns and conferences, while challenges will include short timelines and staff transitions.
This monthly report summarizes the communications, PR, external relations, finance, and organizational development functional areas for January 2014. Key achievements included the creation of 6-month communication plans, successful delivery of conferences like NPM, and progress on projects like the finance model. Challenges included lack of staff, exams limiting work, and integrating new strategies. The February priorities are continuing campaigns and conferences, while challenges will include short timelines and staff transitions.
Large Scale Agile Transformation in Government: Field reportCGI Québec Formation
Give you hints, tips and tricks based on our experience on a large Scale Agile transformation
Discuss pitfalls and lessons learned
Try to give you a “push” to move forward
Kuber Hagedhal has over 13 years of experience in finance, accounting, and operations management. He is currently a Senior Delivery Manager at IBM India, where he manages the general ledger process for a large FMCG client. He aims to take on a leadership role in accounting or business controls at a BPO or IT company. He has expertise in areas like financial reporting, business controls, quality assurance, and process optimization.
Project Implementation D365 Finance Operation Cloud Version Miftahul Huda
The document summarizes a kick off meeting for implementing Microsoft Dynamics 365. The meeting agenda covers the project objectives, timeline, and methodology. The project aims to increase efficiency, reliability, and customer service through an integrated information system. The implementation will be carried out over 6 months using a 5 stage process: design, configure, validate, transition, and realization. Key stakeholders are assigned different roles to ensure success.
Collaborate 2014, Oracle Financial Close Management: Embrace the ChangeRJ Linehan
Organizations today face a constant stream of requirements and regulations that add complexity and change to their period-end close processes. Add to that reality a manually-driven approach to ‘closing the books’ and it is not surprising that organizations recognize the value of adopting a tool that can efficiently manage all of their financial close cycles. This presentation will make a case for embracing a unified financial close strategy that incorporates Oracle Hyperion Financial Close Management.
Objectives:
• Demonstrate the benefits of an optimized close process
• Reveal the advantages of increased collaboration
• Exhibit the improvements in user productivity
• Illustrate the value of improved transparency and compliance
• Demonstrate the assurance of reconciliation accuracy
In this presentation that I delivered for a PMI-SOC event on May 21, 2015, I discuss how CMMI-DEV complements PMBOK in building mature Project Management processes. You will also find a brief discussion of how CMMI and OPM3 differs in in their approach as well as what commonalities they have. Hope you enjoy !
The document summarizes a presentation given at the Midlands Branch Corporate Advisory Group meeting on setting up a Project Management Office (PMO). It discusses what a PMO is, who initiates it and why, its typical functions and services. It provides guidance on establishing a PMO, including considering organizational change appetite, maturity levels, role profiles and critical success factors. Member experience and lessons were also shared. An APM update provided statistics on its members, qualifications and development framework. The next BCAG event was discussed.
value stream mapping and metrics based process mappingTKMG, Inc.
Since Mike Osterling and I released our latest book, Value Stream Mapping, we've received a lot of questions about which level of mapping--value stream vs. process--people should opt for and why/when. We've also continued to hear people claim that value stream mapping team members should include the front-line staff. Not so.
These are the slides for a webinar delivered on 12-17-2015. The recording is available at:
http://www.slideshare.net/KarenMartinGroup/value-stream-and-process-mapping-when-you-opt-for-each or http://ksmartin.com/webinars.
For more information, we invite you to consider http://bit.ly/VSM-AMZ for VSM and http://bit.ly/MBPM-AMZ for MBPM. (Please note: MBPM is priced high because it includes an extensive Excel tool to document maps and auto-calculate results.)
Oracle Financial Close Management: Embrace the ChangeInnovusPartners
This document discusses Oracle Financial Close Management and Account Reconciliation Manager. It provides an overview of how today's finance organizations face challenges in their financial close processes due to lack of integration, visibility and automation. It then summarizes the key features of Oracle FCM and ARM, which provide centralized, web-based solutions to streamline the financial close and account reconciliation processes through planning, initiating, performing and reviewing tasks. Key benefits include improved efficiency, governance, transparency and ability to adapt to changing regulations.
At this year's CONNECT events, clients helped us identify potential solutions to some common barriers to process management success. Join this Promapp webinar to hear what other organizations have done to face the engagement challenge. Get practical tips on how you can implement strategies to drive engagement in process management.
Why engagement in process matters:
Process improvement is about people. Empowering teams to own their processes helps to foster a culture of continuous improvement. Keeping on top of processes helps to minimize waste, drive efficiency and develop a collaborative environment where everyone feels valued.
This document provides guidance on ensuring sufficient resourcing for projects. It outlines top signs that resourcing is insufficient, including lack of goals/planning, training, filling key roles, and communication. Insufficient resourcing can lead to stalled progress, unrealized objectives, low quality processes and no improvement. The document recommends creating a compelling business case that identifies stakeholders, issues, outcomes without change, proposed solutions and goals to motivate allocating proper resources. It also suggests campaigning for resources by utilizing advocates, promoting progress made, and identifying challenges, as well as motivating teams and harnessing existing resources more efficiently.
This strategic projects report summarizes the progress of several projects in Q3 2013. The Term Shift project completed the decision to shift to annual terms starting in 2015. The MC-LC Cooperation project delivered most coaching visits to help LCs. The National Conference Cycle created a new multi-year conference plan but lacked managers for upcoming events. The LC Planning process released tools for 2014 plans but faced challenges with virtual education and process understanding. Data was collected for the Financial Model project but analysis was still in progress due to priorities and a shifted timeline.
The strategic projects report summarizes work in Q3 2013 on several initiatives. For term shift management, key achievements were completing the decision process to shift to annual terms in 2015 and gaining network trust in the change. For MC-LC cooperation customization, progress was made on coaching strategy and delivery, though materials were incomplete. SumCo and another conference were successfully delivered, but upcoming events lacked organization. The LC planning process was released but lacked understanding and virtual education was insufficient. Financial data was collected for modeling, with analysis to be completed in Q4.
The Institute of Cancer Research - Our PMO Journey - FuturePMO 2018Wellingtone
Presented by Michelle Durkin, Head of Programme Management Office, The Institute of Cancer Research
Presentation Synopsis: Michelle shares with you her journey so far in establishing a PMO, the challenges faced and where she found support along the way in designing and implementing the new function.
Michelle attended the first UK PMO Practitioner course ran by Wellingtone which provided her with tools to design an approach in how to deliver a new PMO. The approach was validated at Project Management Day Of Service and the PMO is now well on its way to meeting the requirements originally identified.
The document provides an overview of how to operationalize a strategy using programme and project management. It discusses (1) creating a blueprint to drive delivery of new capabilities identified in the strategy, broken down into tranches or increments, (2) the differences between stakeholder management and engagement, with an emphasis on actively engaging stakeholders to gain support and ensure benefits realization, and (3) using a programme framework including a benefits map to plan and execute the strategy deployment through projects and change activities.
This document discusses TVA's business planning process and documents. It provides an overview of planning documents that ensure business plans support TVA's strategic goals and mission. These include integrated planning process documents, business planning guidance, and timelines. It also summarizes the enterprise-wide business plan, regional communications materials, and individual business unit plans that are developed by each SBU and operations group to cascade TVA's strategic focus on performance, costs, and risk mitigation. Initiative and performance measure definitions are also part of the business planning process to support strategic alignment and monitor progress.
Best Practices for Oil & Gas: Rapid SAP Implementation at a Startup Independ...Kent Landrum
Full presentation from the 2011 Best Practices for Oil & Gas conference covering leading practices and lessons learned from the PBF Energy IS-Oil implementation. Authored by Richard Loew and Kent Landrum.
The document discusses how CA PPM can help ensure a customer's success with the product. It outlines the various teams that make up the CA PPM Account Team and their roles in providing product advisory support, demos, adoption assistance, and acting as the main point of contact. It also lists key contacts for the account.
The document outlines a business case for setting up a PMO (Project Management Office) to manage a portfolio of BI (Business Intelligence) projects being rolled out across 115 countries. The PMO will provide services like benefit management, resource management, financial management, governance, stakeholder management, and change management. It will use a functional model to categorize projects into programs by region or technology. The PMO will go through phases of planning, implementing, and managing the program. Key deliverables include governance plans, reports, charters, and roll-out plans. Performance will be measured based on metrics like ROI, resource utilization, and benefits alignment. The PMO team structure consists of a Program Manager, Senior Consultants, and
Kusum Latha has over 8 years of experience in roles such as Assistant Manager, Process Lead, and Supervisor for companies including Wipro, Capgemini, Genpact, and Merrill Lynch. She has expertise in processes like revenue-to-report general ledger financial accounting, payroll, month-end close activities, and reconciliation. Kusum Latha is proficient in ERP systems like SAP, Oracle, System21, and Movex. She has a strong track record of managing teams, meeting SLAs, and building high-performing processes.
This monthly report summarizes the communications, PR, external relations, finance, and organizational development functional areas for January 2014. Key achievements included the creation of 6-month communication plans, successful delivery of conferences like NPM, and progress on projects like the finance model. Challenges included lack of staff, exams limiting work, and balancing multiple responsibilities. The February priorities are continuing campaigns and conferences, while challenges will include short timelines and staff transitions.
This monthly report summarizes the communications, PR, external relations, finance, and organizational development functional areas for January 2014. Key achievements included the creation of 6-month communication plans, successful delivery of conferences like NPM, and progress on projects like the finance model. Challenges included lack of staff, exams limiting work, and integrating new strategies. The February priorities are continuing campaigns and conferences, while challenges will include short timelines and staff transitions.
Large Scale Agile Transformation in Government: Field reportCGI Québec Formation
Give you hints, tips and tricks based on our experience on a large Scale Agile transformation
Discuss pitfalls and lessons learned
Try to give you a “push” to move forward
Kuber Hagedhal has over 13 years of experience in finance, accounting, and operations management. He is currently a Senior Delivery Manager at IBM India, where he manages the general ledger process for a large FMCG client. He aims to take on a leadership role in accounting or business controls at a BPO or IT company. He has expertise in areas like financial reporting, business controls, quality assurance, and process optimization.
Project Implementation D365 Finance Operation Cloud Version Miftahul Huda
The document summarizes a kick off meeting for implementing Microsoft Dynamics 365. The meeting agenda covers the project objectives, timeline, and methodology. The project aims to increase efficiency, reliability, and customer service through an integrated information system. The implementation will be carried out over 6 months using a 5 stage process: design, configure, validate, transition, and realization. Key stakeholders are assigned different roles to ensure success.
Collaborate 2014, Oracle Financial Close Management: Embrace the ChangeRJ Linehan
Organizations today face a constant stream of requirements and regulations that add complexity and change to their period-end close processes. Add to that reality a manually-driven approach to ‘closing the books’ and it is not surprising that organizations recognize the value of adopting a tool that can efficiently manage all of their financial close cycles. This presentation will make a case for embracing a unified financial close strategy that incorporates Oracle Hyperion Financial Close Management.
Objectives:
• Demonstrate the benefits of an optimized close process
• Reveal the advantages of increased collaboration
• Exhibit the improvements in user productivity
• Illustrate the value of improved transparency and compliance
• Demonstrate the assurance of reconciliation accuracy
In this presentation that I delivered for a PMI-SOC event on May 21, 2015, I discuss how CMMI-DEV complements PMBOK in building mature Project Management processes. You will also find a brief discussion of how CMMI and OPM3 differs in in their approach as well as what commonalities they have. Hope you enjoy !
The document summarizes a presentation given at the Midlands Branch Corporate Advisory Group meeting on setting up a Project Management Office (PMO). It discusses what a PMO is, who initiates it and why, its typical functions and services. It provides guidance on establishing a PMO, including considering organizational change appetite, maturity levels, role profiles and critical success factors. Member experience and lessons were also shared. An APM update provided statistics on its members, qualifications and development framework. The next BCAG event was discussed.
value stream mapping and metrics based process mappingTKMG, Inc.
Since Mike Osterling and I released our latest book, Value Stream Mapping, we've received a lot of questions about which level of mapping--value stream vs. process--people should opt for and why/when. We've also continued to hear people claim that value stream mapping team members should include the front-line staff. Not so.
These are the slides for a webinar delivered on 12-17-2015. The recording is available at:
http://www.slideshare.net/KarenMartinGroup/value-stream-and-process-mapping-when-you-opt-for-each or http://ksmartin.com/webinars.
For more information, we invite you to consider http://bit.ly/VSM-AMZ for VSM and http://bit.ly/MBPM-AMZ for MBPM. (Please note: MBPM is priced high because it includes an extensive Excel tool to document maps and auto-calculate results.)
Oracle Financial Close Management: Embrace the ChangeInnovusPartners
This document discusses Oracle Financial Close Management and Account Reconciliation Manager. It provides an overview of how today's finance organizations face challenges in their financial close processes due to lack of integration, visibility and automation. It then summarizes the key features of Oracle FCM and ARM, which provide centralized, web-based solutions to streamline the financial close and account reconciliation processes through planning, initiating, performing and reviewing tasks. Key benefits include improved efficiency, governance, transparency and ability to adapt to changing regulations.
Similar to Central Coast Council presentation (20)
At this year's CONNECT events, clients helped us identify potential solutions to some common barriers to process management success. Join this Promapp webinar to hear what other organizations have done to face the engagement challenge. Get practical tips on how you can implement strategies to drive engagement in process management.
Why engagement in process matters:
Process improvement is about people. Empowering teams to own their processes helps to foster a culture of continuous improvement. Keeping on top of processes helps to minimize waste, drive efficiency and develop a collaborative environment where everyone feels valued.
This document provides guidance on ensuring sufficient resourcing for projects. It outlines top signs that resourcing is insufficient, including lack of goals/planning, training, filling key roles, and communication. Insufficient resourcing can lead to stalled progress, unrealized objectives, low quality processes and no improvement. The document recommends creating a compelling business case that identifies stakeholders, issues, outcomes without change, proposed solutions and goals to motivate allocating proper resources. It also suggests campaigning for resources by utilizing advocates, promoting progress made, and identifying challenges, as well as motivating teams and harnessing existing resources more efficiently.
The document provides guidance on obtaining leadership buy-in for initiatives by addressing who to approach, why the initiative is worth their time, what actions are wanted from leadership, and how to sell the initiative to leadership. It suggests defining the purpose and benefits of the initiative, finding pain points it can address, and outlining the impact, priorities it supports, and return on investment. Examples of effective ways to obtain buy-in included demonstrating impact of changes to legislation or internal audit results. The overall message is to be persistent, find allies, and engage at the grassroots level.
Photos are visual images or representations captured by a camera and stored digitally or on photographic film. Common types of photos include portraits, landscapes, still-lifes, and action shots. Photos can be taken for personal enjoyment or professional purposes such as journalism, commercial advertising, and art.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
Learn how JE Dunn Construction, one of the USA’s largest privately owned companies, empowered staff to own and improve their processes, and how they are changing mindsets through process improvement.
Ravensdown’s process management journey - how they’ve nurtured improvement, increased engagement and focus on continuous improvement within their teams.
The document discusses Medifab Ltd, a company that manufactures seating and positioning systems for people with physical disabilities. It describes Medifab's product lines including the Spex Seating system and Shuttle Discovery multi-purpose seating for children. It also mentions that Medifab serves over 14,000 customers annually. The document outlines Medifab's process improvement approach, which includes identifying risks, improvements, and processes through activities like internal audits, customer complaints, opportunities for improvement, training, and using a Swiss cheese model to reduce risks.
Learn how Affinity supported teams through the implementation, the benefits they are achieving through compliance, consistency and transparency and some key messages to make Promapp
work best for you.
This document provides 3 key takeaways for organizations looking to improve their processes and operations. The first is to respect technology and take a considered approach when implementing new tech solutions. Second, maintaining a strong organizational culture through communication and leadership is vital. Finally, properly executing operational basics is critical, as having a brilliant strategy means nothing if basic operations are not handled well. The overall message is that foundational principles still apply when improving, it is important to stay aware of emerging tech trends, and world class culture is essential for organizations.
Process management trends from around the world and best practice recommendations around how to create and sustain a culture of unstoppable improvement, based on lessons learned from process improvement teams at hundreds of organizations around the world.
Promapp webinar Understand the role of process in digital transformation.Promapp Solutions
promapp
Understand the role of process
in digital transformation.
What is digital transformation and what does it mean for different organizations? With so much information available it can be difficult to know where to start or why it's important.
Transformation can have a huge impact on an organization. Knowing how to leverage process management will ensure it's a positive one.
Digital transformation embraces the possibilities modern computing technology offers. By employing tools like cloud computing, organizations are discovering new opportunities to expand their market and communicate with customers, introducing new revenue streams and even exploring new business models.
Australian council drives process ownership and successPromapp Solutions
Mackay Regional Council face the challenge of keeping 1,100 employees engaged across 32 programs, as well as maintaining a 7,622km squared area, 2,501km of roads, 1,655 water mains and 1,500 hectares of parkland in Northern Queensland.
Process is key to running such a large scale operation. With increasing scale and complexity the council realised they needed to find better ways for their teams to work together.
Processes were only mapped when needed and there was little planning involved. They were often saved as work instructions in various locations like Visio, Word documents and an existing software, without a centralized location available for everyone to access.
They confronted these issues head on and quickly fostered an appetite for process mapping across the council
JE Dunn Construction is the 23rd largest domestic general building contractor in the United States with offices in 20 locations. Their vision is to be an indispensable business partner for their clients by first understanding their purpose, goals, and customers and then delivering transformational solutions with certainty of results.
To achieve this vision JE Dunn needed to implement standardization & ensure best practice was carried out across the organization.
La Trobe University implemented a process improvement initiative using Promapp to address issues like a lack of process clarity and silos. They established strong governance, provided training to over 170 staff, and engaged 40 champions across business areas. This has resulted in over 350 published processes and identification of over 100 improvement ideas through workshops. In the future, Promapp will become the single source of truth for processes and active process thinking will be embedded in the organization's culture.
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
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Discover timeless style with the 2022 Vintage Roman Numerals Men's Ring. Crafted from premium stainless steel, this 6mm wide ring embodies elegance and durability. Perfect as a gift, it seamlessly blends classic Roman numeral detailing with modern sophistication, making it an ideal accessory for any occasion.
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Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
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1. Process management amid the
complexity of council amalgamations.
Virginia Cross
Central Coast Council
2. Process management amid the
complexity of council amalgamations:
Virginia Cross | Senior Continuous Improvement Specialist
Central Coast Council
• Finding the Central Coast Council ‘way’
• Linking our processes with Integrated Planning and Reporting (IP&R)
• Business processes and service reviews
5. PROMAPP ENGAGEMENT, ROLLOUT AND EXPANSION
Timeline
Key
Activities
A history of Promapp on the Central Coast
2015
Rollout of
Promapp
commences
2015
IT PMO
test Promapp
12 May 2016
CCC born
Nov 2015
Promapp for
transition
BA MAP
May 2018
CCC CSP
CCC PROCESSES
Feb 2018
Priority
Projects
REVIEW
Jul 2018
New CEO
DASHBOARD
IP&R LINK
AS IS MAPPING
AS IS MAPPING
CSI PROGRAM
13. Line of sight from individual work plans to CSP
123 DELIVERY PLAN OUTCOMES
151 OPERATIONAL PLAN ACTIONS
BUSINESS PLANS
INDIVIDUAL WORK PLANS
12 FOCUS AREAS
5 THEMES
CSP VISION
48 OBJECTIVES
900+ CAPITAL WORKS
PROJECTS
SERVICE PLANS
15. Service and productivity reviews
Operational
Plan
Y1 Y2 Y3 Y4
Result
OutputsStrategic
Assessment
Ideas
Delivery
Program
Feedback
Appropriate
Effective
Efficient
C S P O B J E C T I V E S